Continuous Learning

Ok. Any theory would have a fancy name right? So... I call this ROII Theory. You shall see why.

So! What this theory basically does is to state the basic, basic about the learning process. Some ppl call it common sense, some ppl have other names for that but as far as I know, a lot don't have it.

It's not because ppl are stupid, they are just unaware.

To cut things short, ROII stands for


Rationalise ---> Organise ---> Internalise ---> Implement

One unique criteria for this learning process is self mastery. Some people call it high EQ, self awareness, and the list goes on... but essentially, the essence of self mastery is in itself. (Chant it CLEARLY a few times in your head and see if it gets to you) See! Its as simple as that.

Now we know the pre-requisite, but what's the aim of ROII? How does it benefit us in real life?

ROII is a personal learning process. However, it could be applied to organisation as well. It allows us to update our outdated views about what reality is. Through this correct perception of near true reality, we can address issues, problems, implement relevant SOPs and even address friction in the informal system of an organisation.

We all know organisations have many different dealings of different nature daily. Lets call them "phenomenon". We shall see the steps involved in ROII...


RATIONALISE: - Grasp any particular phenomenon fully.

Try to be as objective as possible. "Objective" is still subjective, so we need to peg it down. Try to be as objective as possible in relation to the end result we desire. Leave out your personal views, experience, self-interest, indulgence etc.

ORGANISE: - Theoriticalise this mental picture.

Scholars have been doing this for centuries. By organising or categorising the phenomenon, we'll have a "map" in our mind. Before we can plot any route on this "map", we need to be sure that this map is as accurate as possible (Accuracy depends on how well we rationalise the phenomenon). Then, choose the most appropriate route from start (present) to target (result). Note the map has other subjects and alternative routes in it as well. Those represent our environment and ownself. They could jolly well be constraints or perks.

INTERNALISE : - Make it part of you.

Get use to these methods. Make it a habit then forget all theories and categorisations. (You are not going a write a book) This effectively upgrade our personal "Operating System". Now we have a new "reality". This then effectively can contribute to our experience.

IMPLEMENT: - Repeat ROI.

Scholars have a temptation to put "feedback" somewhere. Idealist would argue every phenomena has its unique circumstances. I would recommend what a normal human being would do. If the phenomena is perceived differentiated enough, repeat ROI.

Through this continuous process, we can see our "experience" would be updated with the stuff that delivers. "Experience" - our own unique internal database, would be as pure as possible, not one loaded with viruses of self-deceive and prejudice.

Do you Terrorise your Subordinates?

Do you ask you subordinates into your cubicle and start bombarding them w qns on their reports, using terms (And only in your own context) that sounds"professional" to you?

Do you find yourself raising your voice above the cubicle authoritatively?

Do you find yourself satisfied with "knowing" what your subordinates don't?

Do you feel that you owe your success for your current position to "an eye for detail"?

If your ans is yes for all of the above, then it is most likely that you are someone who terrorise
your subordinates. You probably would enjoy seeing your subordinates stumble on their words, doubting themselves or giving you a guilty look, though consciously you might not acknowledge this phenomenon. This acts might actually boost your self esteem and confident level and ego but unfortunately at the expense of someone else.

The working environment often is a place where people affirm to their self worth and a platform to self evaluate and valued themselves. However, different ppl do it differently and it often turns out that we gain affirmation through spotting other people's mistakes (and making them know we know). This is particularly so in an administrative environment where performance is hard to quantify.

A good superior would be someone who appreciates the learning opportunity of her subordinates when a mistake is being made. She would make the experience a memorable one to her subordinates, because of the learning opportunity, and not a terrorising one.

Focus should be maintained on the issues at hand and their potential solutions. This way, professionalism is also advocated and a friendlier working environment can be achieved. Subordinates would be more willing to come forth with their problems with work and might be more honest, willing and appreciative in admitting their mistakes.

In the long term, your subordinates might enjoy their work more and more importantly, enjoy working with you. Through this invisible hand, stronger bonding and cooperation can be harnessed. Issues will be dealt with objectively and professionally and hence forth, things can be done more efficiently and the work flow would be smoother. And of course, ppl will work with a smile on their face always.