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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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Building a Learning Organization- Positively Impacting Organizational Performance:A Reality HR Interview with David Koehn, Ph.D.

Hosted by: Aileen MacMillan, Research Analyst,

background focus of work
Background & Focus of Work
  • Psychology
  • Management

Diverse Experiential Portfolio

hr philosophy
HR Philosophy

Corporate Strategy

People Strategy

Strategic HR,

Competency-Based Processes

Performance Management

Learning & Development

Succession Planning

Talent Management


  • Define position requirements
  • Improve pre- screening
  • Establish interview scripts
  • Review candidates
  • Improve quality of hire
  • Set position expectations
  • Provide performance feedback
  • Identify gaps
  • Link Pay to Performance based on results and demonstrated competency
  • Establish development plans
  • Develop training curriculum
  • Train to gaps
  • Match people to jobs
  • Determine readiness to move and advance
balancing the portfolio
Balancing the Portfolio

Sustained Shareholder Value

Balanced Scorecard

Productivity Strategy

Revenue Growth Strategy

Financial Perspective

Improve cost structure

Increase asset utilization

Enhance customer value

Expand revenue opportunities

Customer Value Proposition

Customer Perspective









Product/Service Attributes = BV

Relationship = QCS

Image BV/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

systems thinking





Systems Thinking

Change Enablement



Foundation - Competency Management


competency modeling
Competency Modeling

Core/ Company


Leadership/ Management








Individual Contributor

Organizational Models: Strategy Based

Positional Models: Job Based


Mission Related Performance

Competencies Threshold, Target and Actual

  • UnsatisfactoryNo movement or negative trend.
  • Needs ImprovementVery little growth in performance.
  • Meets ExpectationsSatisfactory positive performance.
  • Exceeds ExpectationsGoal actually accomplished.
  • ExceptionalNew goal introduced and positivegrowth noted.
  • Requires directed guidance, apprentice like expectation
  • Requires general guidance, journeyman like expectation
  • Operates independently, professional like expectation
  • Ability to guide others actions, coach like expectation
  • Expert and exemplar in the craft, masters like expectation
  • Mainly knowledge awareness – Reading about it, knowing about it, taking a quiz – could demonstrate one has learned this competency.
  • Mainly skill application – Need to practice it to really prove the competency has been learned.
  • Mainly analysis – Can see the patterns and organize the parts and meanings of ideas as well as identify the components.
  • Mainly synthesis – The competency has been fully ingrained as a practice and is difficult to measure due to the fact that the competency is being practiced in concert with many other aspects of ones job.
  • Mainly evaluation – Can compare the idea and assess the value to make choices based on reasonable arguments and verify the value of evidence.

Competencies Difficulty

Competencies Weight

  • Minor significance (Needed as support agent to other competencies impact on business
  • Some significance (More tied specifically to Business Group/Unit)
  • Average significance (Mission & business essential across the CACI corporate environment)
  • Great significance (Strongly contributes to our value proposition)
  • Extreme significance (Can’t live without, absolutely critical – both from a top down and/or bottoms up perspective)
learner s orientation
Learner’s Orientation

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)

leadership development
Leadership Development

Moving to a Fundamental State of Leadership



Externally Open

  • Values/behavior more congruent
  • Internal/external realities more aligned
  • Become genuinely concerned for others
  • Relationships increase in meaning, trust and caring
  • Attract new flows of energy
  • Overcome entropy and slow death
  • Become more fully alive
  • attract others to fundamental state“and” thinking

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.

linking skills
Linking Skills

Task Linking

People Linking

Leader Linking


Organizational Unit



Change Dimensions

Org. Mindset

Personal Mindset



Change Path







Transformation Plan

Change Initiatives


*Change, Adaptation, & Learning Model

© 2005 CACI International and DecisionPath, Inc. All Rights Reserved.

clo role
CLO Role

Supporting & Maximizing

Performance Outcomes

Building Collaboration:

“The Company’s Way”

Enabling Integrated Learning Services

Enabling Transformation

Enabling Knowledge Sharing

Adhocracy at Work

Self Managed Teams

clo conundrum
CLO Conundrum

Demonstrating Accountability for Bottom line -- Bold Metric 6% EBIT Increase

Tipping Point



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

the end game
The End Game

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”

Identifying Problem

Lack of Confidence

“I can’t meet the performance outcomes.”

Core Questions

“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?”

  • Put Downs
  • Negative Self-Talk
  • Inadequate Skills
  • Unrealistic Expectations
  • History of Failure
  • Inadequate resources of Authority
  • Over demanding Management Style
  • Health/Wellness
  • Personal Problems
  • Not received desired outcomes
  • Receiving unwanted outcomes
  • Undervaluing outcomes received
  • Overvaluing outcomes received
  • Confusion over what is wanted
  • Preference changes
  • Conflicting desires
  • The work itself is not rewarding
  • Outcomes are not tied to performance
  • Misperception that outcomes are not tied to performance
  • History of outcomes not being tied to performance

Breakdown Causes

  • Characteristics of a Complex Adaptive System
  • Self-Organizing
  • Fluctuates between order and disorder
  • Underlying pattern or patterns exist
  • Leverage points
  • Have emergent properties

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.”