LEADING AND LEARNING WITH PASSION: GETTING TO THE HEART OF A LEARNING ORGANIZATION

1. LEADING AND LEARNING WITH PASSION:GETTING TO THE HEART OF A LEARNING ORGANIZATION Chancellor Deborah G. Blue SCCCD Leadership State Center Class X Friday, July 23, 2010

2. WHAT IS A LEARNING ORGANIZATION? “A learning organization is a group of people working together to collectively enhance their capacities to create results they really care about.” Peter Senge The Fifth Discipline

3. THE FOUNDATION OF A LEARNING ORGANIZATION IS STRONG RESOURCE MANAGEMENT “An effective community college leader equitably and ethically sustains people, processes, and information as well as physical and financial assets to fulfill the mission, vision, and goals of the community college.” AACC Competencies for Community College Leaders

4. THE WHEEL OF LEARNINGMastering the Rhythm of a Learning Organization • REFLECTING • CONNECTING • DECIDING • DOING Individual Reflecting (thinking and feeling) More concrete Doing Connecting Deciding More abstract More action More reflection

5. Five Requirements of aLearning Organization • SHARED VISION • TEAM LEARNING • SYSTEMS THINKING • ORGANIZATIONAL LEARNING • PERSONAL MASTERY

6. SHARED VISION “Not an idea…. rather a force of impressive power. It lifts us out of our existing aspirations, and opens the doors to new ones.” Peter Senge The Fifth Discipline

7. SHARED VISION • Critical because it provides the focus and energy for learning. • Gives a real sense of purpose. • Must be real…genuine. • Learning organizations and high performing teams can not excel-- or even exist -- without this. • Promotes focus and long-term commitment to organizational effectiveness and survival.

8. INDIVIDUAL VISION IS NOT ENOUGH • Share your vision. See through each other’s eyes. • Create a shared vision that everyone can support.

9. A TRUE SHARED VISION • Draws out the commitment of people throughout the organization…IF developed with everyone’s input. • Not shared unless it has staying power and evolving life-force that lasts for years.

10. A SHARED VISION REQUIRES EFFECTIVE COMMUNICATION “An effective community college leader uses clear listening, speaking and writing skills to engage in honest, open dialogue at all levels of the college and its surrounding community, to promote the success of all students and to sustain the community college mission.” AACC Competencies for Community College Leaders

11. TEAM LEARNING “Team Learning is the process of aligning and developing the capacity of a team to create the results its members truly desire.” Peter Senge The Fifth Discipline

12. TEAM LEARNING • It is team learning, not individual learning, that adds to organizational learning. • People need each other to achieve their objectives. • Teams are the key learning group of organizations. • Talented teams are made up of talented individuals. • Team learning is the building block for organizational learning.

13. TEAM LEARNING IS THE RESULT OF COLLABORATION “An effective community college leader develops and maintains responsive, cooperative, mutually beneficial, and ethical internal and external relationships that nurture diversity, promote the success of all students, and sustain the community college mission.” AACC Competencies for Community College Leaders

14. SYSTEMS THINKING “A system is a perceived whole whose elements ‘hang together’ because they continually affect each other over time and operate toward a common purpose.” Peter Senge The Fifth Discipline

15. SYSTEMS THINKING • Framework for focusing on patterns and interrelationships. • Widens people’s perspectives. • Involves adopting a holistic approach to problem solving – no individual blaming. • Involves the ability to see connections between issues, events and information as a whole or as patterns, rather than as a series of unconnected parts. • Not breaking problems up into individual pieces. The focus is on trying to understand how relevant factors collectively interact to produce the problem.

16. SYSTEMS THINKING IS ESSENTIAL FOR EFFECTIVE ADVOCACY “An effective community college leader understands, commits to, and advocates for the mission, vision, and goals of the community college.” AACC Competencies for Community College Leaders

17. ORGANIZATIONAL LEARNING “It is team learning, not individual learning, that adds to organizational learning.” Peter Senge The Fifth Discipline

18. HOW ORGANIZATIONS LEARN • Organizational Learning • Team Learning • Individual Learning

19. ORGANIZATIONAL LEARNING IMPACTS EFFECTIVE ORGANIZATIONAL STRATEGY “An effective community college leader strategically improves the quality of the institution, protects the long-term health of the organization, promotes the success of all students, and sustains the community college mission, based on knowledge of the organization, its environment, and future trends.” AACC Competencies for Community College Leaders

20. PERSONAL MASTERY “The essence of Personal Mastery is focusing on ultimate desires… approaching life from a creative, rather than a reactive viewpoint.” Peter Senge The Fifth Discipline

21. PERSONAL MASTERY • Relates to a special level of proficiency achieved through a commitment to lifelong learning. • Clear connection between individual development and organizational learning. • More than achieving a set of skills and competencies. • Based on a commitment to truth about current reality.

22. PERSONAL MASTERY REQUIRES A HIGH DEGREE OF PROFESSIONALISM “An effective community college leader works ethically to set high standards for self and others, continuously improve self and surroundings, demonstrate accountability to and for the institution, and ensure the long-term viability of the college and community.” AACC Competencies for Community College Leaders

23. ARE WE READY TO BECOME A LEARNING ORGANIZATION? ? ? ? ? ?