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Building a Learning Organization- Positively Impacting Organizational Performance: A Reality HR Interview with David Koehn, Ph.D. Hosted by: Aileen MacMillan, Research Analyst, HR . com. Background & Focus of Work. Psychology Management. Diverse Experiential Portfolio. HR Philosophy.
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Hosted by: Aileen MacMillan, Research Analyst, HR.com
Diverse Experiential Portfolio
Learning & Development
Sustained Shareholder Value
Revenue Growth Strategy
Improve cost structure
Increase asset utilization
Enhance customer value
Expand revenue opportunities
Customer Value Proposition
Product/Service Attributes = BV
Relationship = QCS
Operations Management Produce & deliver products and services
Customer Management Enhance customer value
Innovation Create new products and services
Regulatory Improving environment
Social Enhancing communities
Internal Process Perspective
Creating Intangible Fit “Strategic Readiness” Creating Alignment
Strategic Job Families
Strategic IT Portfolio
Organization Change Agenda
Learning & Growth Perspective
Human Capital Competencies Personal Learning Knowledge Application
Information Capital Systems Databases & Networks Decision Tools
Organization Capital Cultural Coherence Managerial Leadership Teamwork & Connectivity
Organizational Models: Strategy Based
Positional Models: Job Based
Mission Related Performance
Competencies Threshold, Target and Actual
Based on Jungian Topology
Based on Personality
Based on Learning Styles
Based on Information Processing
Based on Motivational Dynamics
Based on Change Readiness
P(f) Q X C
P(f) H X (D+K)
Moving to a Fundamental State of Leadership
I am transcending my ego, putting the common good and welfare of others first, increasing in authenticity and transparency, nurturing trust, and enriching the levels of connectivity in my networks.
I am moving outside my comfort zone, experimenting, seeking real feedback, adapting, and reaching exponentially higher levels of discovery, awareness, competency, and vision.
I am clarifying what result I want to create. I am committed and engaged, full of energy and holding an unwavering standard as I pursue a meaningful task.
I am continually examining my hypocrisy and closing the gaps between my values and behavior. I am reaching higher levels of personal security and confidence.
Results in a creative and adaptive system that is in dynamic connection with a constantly changing universe.
Supporting & Maximizing
“The Company’s Way”
Enabling Integrated Learning Services
Enabling Knowledge Sharing
Adhocracy at Work
Self Managed Teams
Demonstrating Accountability for Bottom line -- Bold Metric 6% EBIT Increase
CLO Challenge! Get CEO and Senior Executives Involved
Our past ways to success will not get us to the future but can be an albatross that blocks access to the future !
Chaos Requires New Opportunities Require New Ways of Thinking and Doing
Confidence Trust Satisfaction
Effort Performance Outcomes Satisfaction
Building Trust through the Belief System
Lack of Trust
“The outcomes will not be tied to my performance.”
Lack of Satisfaction
“ The outcomes offered will not be satisfying to me”
Lack of Confidence
“I can’t meet the performance outcomes.”
“Does the person (me) believe the outcomes will be tied to performance?”
“Does the person (me) believe his or her effort will lead to performance?”
“ Does the person (me) believe the outcomes will be satisfying?”
Supporting the emergence of a resilient DNA
A company as a budding resilient organization will be flexible enough to adapt quickly to external market shifts, yet remain steadfastly focused on and aligned around a coherent business strategy. It will be a forward-looking organization that anticipates change routinely and addresses them proactively. It will attract motivated team players and offers them not only a stimulating work environment, but also the resources and authority necessary to solve tough problems effectively
We talk about the learning organization, but we have to balance learning with adjusting our past thinking . What can I learn from the past, and how can I adapt the things that might constrain me? Balancing the two, learning and adaptation, must be a dynamic process. And the CEO must drive this. The CEO should be the “chief challenge officer.”