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Learning Organizations. Think of an Organization Where:. You can experiment It was ok to make (and admit) a mistake Furthering your education / development was not just encouraged, but expected Leadership has open door policies Leadership openly seek critiques of the organization - PowerPoint PPT Presentation
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Learning Organizations
Think of an Organization Where: You can experiment It was ok to make (and admit) a
mistake Furthering your education /
development was not just encouraged, but expected
Leadership has open door policies Leadership openly seek critiques of
the organization Enjoy going to workplace
Daniel Pink - Drive Three Principles
Autonomy: Power to choose your direction
Mastery: Support for Professional Development
Purpose: Having a sense of meaning to your job and feeling valued
Google as an Example
Employees’ ideas are considered as important as executives’ ideas
20% Project New Parent Benefits
$500 Take out benefit first 6 weeks at home 18 weeks paid leave for mothers 7 weeks paid leave for fathers
Free gourmet, healthy meals on site TGIF sessions with leaders where any question
can be asked
Other Qualities
Active efforts to identify and solve organizational problems
Failure is Rewarded / EncouragedEncourages new approachesEncourages experimentation
Lessons LearnedSharing failures / successes
Looking beyond your organization Pathways to transfer knowledge
Other Qualities Cont.
TimeExperimentEducation / Professional Development
Create a Desire for Change & Improvement
Collaborative EffortsDoes not necessarily equate to more
meetings! Make “Work” a place employees want
to come to
Are There Other Qualities
Systems Thinking Process Improvement Networks, relationships, team-centric
approaches Self-Organizing (trust in mid-level
management and employees) What Else?
Systems Thinking
interdependency and change focus on whole not individual parts long-term goals vs. short-term benefits better appreciation of systems leads to
more appropriate action
Personal Mastery organizations learn only
through individuals who learn
never reach destination; should be in continuous learning mode
Work to clarify and deepen personal vision
deeply aware of growth areas and gaps between vision and reality
Shared Vision
A genuine vision leads to people wanting to excel and learn Leaders must translate personal visions into shared visions Unearthing shared ‘pictures of the future’ that foster genuine
commitment rather than compliance Leaders learn the counter-productiveness of trying to dictate a
vision, no matter how heartfelt. (Senge 1990: 9)
Team Learning
Team learning starts with ‘dialogue’= the capacity of members of a team to suspend assumptions and enter genuine ‘thinking together’
Allows the group to discover insights not attainable individually Shows group how to recognize the patterns of interaction that
undermine learning(Senge 1990: 10)
A Learning Organization Is...
Where people continually expand their capacity to create the results they truly desire
Where new patterns of thinking are nurtured Where collective aspiration is set free Where people are continually learning to see the whole together “When you ask people about what it is like being part of a great team,
what is most striking is the meaningfulness of the experience. People talk about being part of something larger than themselves, of being connected, of being generative.”
(Senge 1990: 13)