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Leading
Organizations from
the Inside Out
Unleashing the
Collaborative Genius of
Action-Learning Teams
Bruce LaRue
Paul Childs
Kerry Larson
Foreword by Marshall Goldsmith
John Wiley & Sons, Inc. New York / Chichester / Weinheim / Brisbane / Singapore / Toronto
- V -
TABLE OF CONTENTS
Introduction 1
Purpose of this Book Why Read this Book? ^ New Approaches to Workforce Development and Succession Planning ^ Who Should Read this Book ^ A Glimpse at the Road Ahead
PART I: The Design and Deployment of
Strategie Change i
1: Getting Started 9
What Are Action-Learning Teams? ^ Stagesofthe Action-Learning Team Process ^ When Is an Action-Learning Team Appropriate? > The Formation of an Action-Learning Team Characteristics of an Action-Learning Team Leader ^ Creating Effective Action-Learning Teams ^
2: Inquiry - Discovering Gaps that Impede Effectiveness 21
Purpose A The Role of Assumptions, Context, and Culture -Y-The Belief Model Recognizing Patterns ^ Leadership Assessment ^ The PIP Process ^ Key Questions to Ask Structuring the PIP Process -v* Symptoms "v* Functions -v-Strategy ^ Culture and Values ^ Leadership Düring Inquiry Leadership Style Leadership Characteristics to Embrace ^ Tendencies to Avoid in This Phase
- vi - LEADING ORGANIZATION FROM THE INSIDE OUT
: Design - Innovating the Roadmap Forward 43
Purpose ^ Action-Learning and Aerospace Industrial Design Observation ^ Brainstorming ^ Be Focused ^ Keep It
Light ^ Use Spatial Memory Get Physical ^ Create Pilot When Possible -<• Key Questions to Explore in this Phase ^ Tendencies to Avoid in This Phase ^ Leadership Style ^ Characteristics to Embrace Characteristics to Avoid ^
: Deployment - Transformation in Action 57
Purpose The Process Communication ^ Resistance to Change ^ Taking Action ^ The Phases of Deployment Induction Disillusionment -v- Breakthrough Integration
Key Questions to Explore in this Phase -Y- Tendencies to Avoid in this Phase *v- Leadership Style ^ Create a Safe Space; Accept Ambiguity Characteristics to Embrace
: Integration - Aligning Core Systems 73
Purpose How to Perform a Successful Integration Commitment of Leadership "v* Human Resources Systems Training ^ Reluctant Managers > Why Living the Vahles Matters -4- Aligning Organizational Structure -v* Culture ^ Leadership Characteristics Important at This Phase 4-Things to Avoid in This Phase
- VII -
Part II: Action-Learning Teams: An Essential
Component of Organizational Strategy 83
6: How Can Action-Learning Teams Benefit Your Organization? 85
Action-Learning Teams and the Informal Organization 4-The Evolution from CoP to ALTs ^ Action-Learning Teams as an Arm of Strategy Action-Learning Teams and the Practice of Innovation ^
7: The New Strategie Imperative 91 Speed, Adaptability and Flexibility New Strategies, New Structures ^ Action-Learning and the Wireless Revolution ^ Implications for the Road Ahead Structures that Mirror the Complexity ofTheir Environment -$•
8: Leading Effective Action-Learning Teams 101
Leading from a Different Place Organizational Structure, Culture, and Leadership Characteristics of an Action-Learning Team Leader Builds on the Wisdom and Insight of the Team •$- Models the Change They Seek in the Organization
High Level of Trust and Respect By and For the Team ^ Leverages Ambiguity to Drive Innovation *0- Focuses Group through Clarity of Intent -v* Adapts Leadership Style to the Situation Exercises Soft-Focus and Pattern Recognition ^ Promotes Culture of Freedom and Accountability ^
9: Action-Learning Teams and Knowledge Worker Development 113
The Rise of the Knowledge Worker -$• Developing Knowledge Workers Why Training Is Not Enough ^
- viii - LEADING ORGANIZATIONS FROM THE INSIDE OUT
Knowledge, Basic Assumptions, and Awareness The Core Attributes of Knowledge Work From Training to Learning in Action Lessons Learned from the Corporate University
0: The Action Context as Learning Environment 127
The Role of Context In Learning ^ Double-Loop Learning How Theory and Action Inform One Another In Practice -Y-The Role of Explicit Theory ^ The Role of Implicit Theory -<• Organizations as Complex Adaptive Systems -v-Complexity and Spiral Dynamics ^
PART III: Supplemental Materials 139
11 : The Transformation of the U.S. Army Through Action-Learning Teams 141
Action-Learning Teams in the U.S. Army ^ The Emergence of the After Action Review (AAR) Leaders Who Learn from Their Subordinates Achieving Synergy Through Cross-Functional Alignment -$* From After Action Review to Learning in Action -v* Action-Learning and Knowledge Management in the Army ^ Understanding the Leader's Intent
The Emergence of the "VUCA" World -v* Applying Lessons Learned from the AAR -v* About Bob Ivany "v-
12: Executive Mastery - Cyberspace and the New Frontiers of Executive Education 153
A Case Study in Online Action-Learning It Began as Face-to-Face Coaching ^ Evolution to Online Coaching, Education, and Organizational Development ^ Structuring the Intervention, Connecting With the Team ^ The Online System
- ix -
•$* Casting the Net Combining Face-to-Face Meetings With Web-Based Leaniing - The One-Day Orientation Retreat A Monthly Face-to-Face Meetings ^ Blending Theory and Practice -£• MeanwhiJe, Back at the Web Site .. .Insights Emerge ^ Insights Lead to Organizational Interventions Forging aNew Developmental Perspective - A Higher Order of Consciousness ^ Lessons Learned from Praxis: The Hidden Dimension of Executive Development Conclusion: Five Key Outcomes
13. Corporate and Higher Education Practices in an Action-Learning Context 173
The 4-Plex Model of Networked Learning -v* Question and Test Dimension: The Practice Domain -v- Reflection and Theory: The Academic Dimension ^ Simultaneous Processing
A/Synchronous Multi-Platforming ^ Academic Community -$• Practice Community ^ Example of the 4-Plex Model in Action ^
References 181
About the Authors 191 Bruce LaRue ^ Paul Childs Kerry Larson ^