Knowledge - Transfers
Every activity or undertaking has a learning curve. The concept of a learning curve was introduced by T.P. Wright to the aircraft industry in 1936. As originally set up by Wright, the learning curve is a measure of the so-called doubling effect, that is, as the quantum of production is doubled, the cost of resources consumed in the process is reduced.
The premise of the learning curve theory is quite simple, practice makes perfect or the repetition of the same procedures should result in fewer units of time or efforts devoted to a particular activity or undertaking. It is for this reason that the learning curve is sometimes referred to as the experience curve or progress function. The Boston Consulting Group suggested the use of the term experience curve to indicate the progress of an industry in lowering its prices as a function of experience gained.
That efficiency can be enhanced by learning appears to be logical. This is because familiarity with or a comprehensive understanding of the requirements and scope of any given activity or undertaking enables the person working on or leading or shepherding the activity or undertaking to gain a high level of or a marked improvement in efficiency. Because of this, the application of learning curves has been greatly amplified. Nowadays, learning curves do not apply to the production aspect of business but to the other equally important business functions of marketing, distribution and customer service. Even its industry application has also seen a widening of coverage from manufacturing to information technology. The learning curve is also now used to relate to organizational experience and governance.
That the learning curve has become a rather ticklish issue for those seeking public office, specially those doing so on a first-time basis, is not without any reason. After all, legislation and management of the affairs of a local government unit or the national government itself are no ordinary tasks that can be learned overnight. Although there is also no absolute guarantee that learning or experience makes for efficient governance, it may still be practical to adhere to the concept of learning curves. As the learning curve theory puts it, most learners of simple tasks reach the limit of learning quickly or it is easier to learn or master simple tasks. In the case of more complicated tasks, the theory holds that learning is predicated on previously acquired knowledge or experience. In other words, it takes more time (and efforts and other resources, as well) to learn or master complicated tasks. This observation should not, however, ignore a persons capacity for learning which differs among persons, given the variations in their motives and attitudes. Someone who is really serious in advancing the overall interest and welfare of his/her constituency should not mind spending extra time, efforts and other resources at learning or progressing in the intricate task of governance.
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