Perceived Success and Failure Factors in Apalit Small Christian Communities (ASCCOM) Foundation: A Case Study

Abstract

People live in a constantly changing environment. As such, organizations need to systematically build and align their various structures and mechanisms to adapt to an unstable external environment. With the advent of the information age, there have been dramatic changes in society. Computers revolutionized how people handle tasks and information. The acquisition of information has become fast-paced. The economic is viewed as no longer based on material assets, but on information. With this, power is supposed to belong to whoever has the information (byers31). Presently, organizations are relying on their knowledge base to compete and adapt in the organizational environment. The generation of knowledge is done through learning. The learning organization, as pioneer systems analysts Fred Kofman and Peter Senge view it, is the “continuous testing of experience and the transformation of that experience into knowledge – accessible to the whole organization and relevant to its core purpose” (Senge 6). Following this thought, the organization needs to continuously learn for it to become successful. Otherwise, faire is bound to happen. The success or failure of an organization is dependent on five learning skills or disciplines. These are shared vision, team learning, mental models, systems thinking, and personal mastery (Senge 6). Since the learning disciplines are rooted in system theory, the role of communication binds the different systems (organizational levels) and sub-systems (learning disciplines) together. It is through communication that flow of knowledge and experiences occur. If these learning disciplines are practiced by the organization, it is assume that it is successful. In contrast, failure is bound to take place when these disciplines are not present. When it appears that the learning organization concept has many innovative features that promise new ways of analyzing and solving problems, this has been derived from other cultural concepts whose assumptions may be unfit for other organizational contexts. No study has been reported on its merits. While it specifies success and failure factors, it does not promise applicability in other contexts such as the Philippines. This study, therefore, sought to demonstrate this theory, as it looked into the factors for success and failure in a Filipino organization. It sought to answer the problem: What are the success and failure factors in organizations, specifically the Apalit Small Christian Communities Foundation (ASCCOM)? The qualitative-descriptive approach was used in describing the process of learning as ASCCOM. The data were gathered through ethnographic interviews and survey. The respondents were the leader of ASCCOM, Dr. Vicente Catacutan, and the members of the ASCCOM-DLSU Friendship Hospital and the ASCCOM Multi-Purpose Cooperative. The results of the ethnographic interviews were analyzed through componential analysis, while descriptive statistics, specifically frequency and percentage, were used for the questionnaire results. The results of the study showed that the ASCCOM Foundation continuously test their experience to develop knowledge. The reason for their success lies in their strong belief in God. Their deeply-held assumptions on the power of the Bible enabled them to look into themselves and discover their vision of “serving God and fellowmen.” It was the Bible Study and Lectio Divina that molded the minds of the members to produce plans and programs that will develop the spiritual, moral, physical, educational, political, economic, environmental, and social dimensions of man. It was shown that although there was a positive learning environment, the ASCCOM Foundation was not too keen on allowing the members to choose their own training program. From the success experience of ASCCOM, it can be concluded that the learning disciplines practiced are shared vision, team learning, mental models, systems thinking, and personal mastery. These are associated with transformational leadership, open organizational and communication climate, and a continuous desire to develop holistically. From the failure experience, it can be seen that faulty planning is a potential source of problem for the organization. Furthermore, the study established the role of communication as the vehicle that binds the different systems (learning disciplines and organizational levels). The exchange of messages that take place within the individual and among individuals in the organization hold together the various systems. Lastly, the study showed that the ASCCOM Foundation is a learning organization since they continuously test their experience and transform it into knowledge accessible to the whole organization.