1. Learning Organization
Jamie G. Johnson
MSM620 – Learning management and mastery
25 September 2016
Instructor: dr. henry dorr

2. Agenda Interviewee Organizational Character Index Questions Asked
Questions Answered
Conclusion

3. Interviewee Senior Master Sergeant (SMSgt) Patrick Nutt
Flight Chief of the Little Rock AFB Precision Measurement and Equipment Laboratory (PMEL)
Organization: 23 personnel/3 sections
25 years experience
My mentor

4. Organizational Character Index
PMEL result= ISTJ
Key terms:
Stable
Closed to outsiders – harder for them to spot problems
Efficient and low-key
Live by schedule and meet their deadlines
Provides clear expectations and role responsibilities

5. Questions Asked
1. Was the Organizational Character Index what you expected? Why?
2. What are your goals for training? Are they in conflict with the squadron, group, wing, etc.?
3. What is your philosophy on training and keeping people trained?
4. What areas in the PMEL require specialized training? How is that training performed?
5. How has learning/training changed during your time in the Air Force? Has the focus remained the same or is it different?
6. Where do you see training/learning in the future of the career field/Air Force?
7. What is your plan in regards to succession planning
8. Do you have, or did you have, mentors in regards to learning/training?

6. Question 1
Was the Organizational Character Index (OCI) what you expected and why?
He had never heard of the OCI before
Based on his time in the career field, it was what he expected
PMEL is stable, more influence by the internal factors and less by external ones
Very separated from parent organization; allows for more autonomy when making decisions

7. Question 2
What are your goals for training? Are they in conflict with the squadron, group, wing, etc.?
Increase task coverage throughout the laboratory/plan more emphasis on cross-utilization within the flight
Improve upgrade training/on-the-job training plans. Looking for more consistent approach to training
Get all personnel trained on the critical tasks (20+ tasks)
Ensures task coverage in cases of absence, separation, retirements, etc.
These help to better serve our customers
They are not in conflict and are consistent with higher up leadership goals

8. Question 3 What is your philosophy on training?
Ensure that everybody in his flight is trained to perform in all sections
This includes all of the critical measurement areas
Ensure there is consistency in that training
Easy for somebody new to come in and be trained

9. Question 4
What areas in the PMEL require specialized training? How is that training performed?
Equipment – engine test cell
Requires multiple days of hands-on training and a basic understanding of how an engine works
Hazardous materials, equipment management, records management, technical orders
Most require computer based training (CBT), some require classroom training, or a combination of both
The personnel are appointed, then they receive the training

10. Question 5
How has learning/training changed during your time in the Air Force? Has the focused remained the same or is it different?
He joined the Air Force in 1992
Training was very hands-off, self-paced, ask if you have questions
Today is the complete opposite
Very structured, many opportunities to ask questions, and you have a trainer assigned to you
Why the change?
His opinion is that become the military has reduced in size since the end of the cold war, that more emphasis is now being put on training. Less people, but the same number of tasks.

11. Question 6 & 7
Where do you see training/learning in the future of the career field/Air Force?
More CBTs. With a reduction in personnel, its easier for personnel to train when they have the time
What is your plan in regards to succession planning?
Ensure all technicians are trained on critical tasks
SMSgt Nutt consistently shares his points of contact with his supervisors, so they know who to talk to if they have problems.
This includes the PMEL engineers, career field auditors, functional manager, and other leaders on our installation

12. Question 8
Do you have, or did you have, mentors in regards to learning/training?
Yes, a previous squadron maintenance officer
Different ways to think about things
Provided more insight on Continuous Process Improvement
Knowledgeable on training that worked/didn’t work
Incorporated these thoughts into his training plan

13. Conclusion I learned about the how one organization views learning
Consistency
Training all personnel
Standardization
Where those views come from
My interviewee learned from the interview as well
Made him really think about how important learning is
Where his thoughts on learning came from
Why learning has changed over the years
Very beneficial to both sides

14. References
Bridges, W. (2000). The character of organizations: using personality type in organization development. Palo Alto, Calif: Davies-Black Pub.

15. Questions?