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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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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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