Organisational Learning about Depression in the Workplace: A Community of Practice of Silence and Avoidance.

Abstract

I had an opportunity in late 2005 to test my approach to characterising projects as social systems when I delivered a one week course to students of the masters degree in project management from the Australian Department of Defence. These 15 students were at middle management level and were experienced project managers. They readily accepted my approach and, through many interactive discussions, I formed the view that they ‘knew’ much about what I was talking but it was tacit knowledge that only became explicit in discussions. Their difficulty in a highly structured and ‘processified’ organisation was to justify decisions and opinions made on the basis of that tacit knowledge. My role evolved towards providing them with information on the importance of tacit knowledge and making that knowledge explicit. Their final assignments were so informative that I have undertaken to publish them as an edited book.

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