Learning organizations
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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

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Learning Organizations

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Learning organizations

Learning Organizations


Think of an organization where

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 seekcritiques of the organization

  • Enjoy going to workplace


Daniel pink drive

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

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

Other Qualities

  • Active efforts to identify and solve organizational problems

  • Failure is Rewarded / Encouraged

    • Encourages new approaches

    • Encourages experimentation

  • Lessons Learned

    • Sharing failures / successes

  • Looking beyond your organization

  • Pathways to transfer knowledge


Other qualities cont

Other Qualities Cont.

  • Time

    • Experiment

    • Education / Professional Development

  • Create a Desire for Change & Improvement

  • Collaborative Efforts

    • Does not necessarily equate to more meetings!

  • Make “Work” a place employees want to come to


Are there other qualities

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

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

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

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

  • 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

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)


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