Learning Organizations

May 11, 2010 MGMT 4000, Harvard Extension School Linda Miklas and Christina Dunn Finegold

The Learning Organization

According to Peter Senge (1990: 3) learning organizations are: organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together.
Source: http://www.infed.org/thinkers/senge.htm

Disciplines of Learning

The dimension that distinguishes learning from more traditional organizations is the mastery of certain basic disciplines or component technologies. The five that Peter Senge identifies are said to be converging to innovate learning organizations. They are:

Systems thinking Personal mastery Mental models Building shared vision Team learning
Source: http://www.infed.org/thinkers/senge.htm

Successful Development
Judy Rosenblum, retired Vice President and Chief Learning Officer at Coca-Cola, suggests these principles for successful development of a company-wide learning strategy:

Learning should not be passively managed Learning is a process vs. event Leadership in a learning environment requires flexibilityLeaders need to provide the opportunity for learning and strongly encourage employees to participate; conversely, employees should be empowered to find their own learning opportunities Learning strategies are most effective when learning as a value is adopted company-wide and opportunities for learning are embraced at all levels Learning should be defined as either a people issue or a business issue, with connections between the two, clearly expressed The link between learning business strategy should be clearly defined Learning cultures are vital for the adoption and maintenance of learning strategies; asking why?

Source: Creating an Organization-Wide Learning Strategy, April 2001, www.corporateleadershipcouncil.com

Experience-Based Development

Conscious Development in Role

Help employees to consciously extract development value from current role Assign additional projects or responsibilities that encourage the development of targeted skill areas and provide an opportunity to work on next-level job responsibilities Move employees into new positions, whether in shape of a temporary job rotation, a lateral transfer (e.g., geographic, crossfunctional), or a specific crucible role, to provide participants with a range of business and leadership experiences

Stretch Opportunities

Rotations/Transfers

Source: Maximizing On-the-Job Experiences for Development, December 2008, www.corporateleadershipcouncil.com

Learning through Inquiry

Question Everything!

Galbraiths Star Model

Strategy

People

Structure Are we set for success?

Rewards

Processes

Source: 2009 Corporate Executive Board, Corporate Leadership Councils Frameworks for Organizational Design

Where Might We Apply?

Clarity

Communication

Rigor
8

10 Commandments for Implementing Change

What does this change require?
1. 2. 3. 4. 5. 6. 7.

Todd Jick

8.
9. 10.

Analyze the organization and its need for change Create a shared vision and common direction Separate from the past Create a sense of urgency Support a strong leaders role Line up political sponsorship Craft an implementation plan Develop enabling structures Communicate, involve people and be honest Reinforce and institutionalize the change
9

Table Discussions

10

Congratulations!

11

Execution: The Discipline of Getting Things Done

People

What adjustments have we made? Strategy Operations

Source: Execution: The Discipline of Getting Things Done. Bossidy, Larry and Charan, Ram, 2002, Crown Business.

12

Hows My Team?
Results Accountability Commitment

Conflict
Five Dysfunctions of a Team
by Patrick Lencioni

Trust
13

Do I Have the Right People in the Right Jobs?

Skills Knowledge
HayGroup= Achievement Power Affiliation
Butler = Passion Connection Achievement Power Inner Work Life = Creativity Productivity Commitment Collegiality
14

A Powerful New Model = Acquire Bond Comprehend Defend

Circle of Influence
Concern

Influence

Where does the opportunity exist?

From Stephen Coveys, The Seven Habits of Highly Effective People
15

Handouts for Table Discussion

16

Execution: The Discipline of Getting Things Done

People

Strategy

Operations

Source: Execution: The Discipline of Getting Things Done. Bossidy, Larry and Charan, Ram, 2002, Crown Business.

17

The Five Dysfunctions of a Team

Results Accountability Commitment

Conflict
Five Dysfunctions of a Team
by Patrick Lencioni

Trust
18

Iceberg Model

Skills Knowledge
HayGroup= Achievement Power Affiliation
Butler = Passion Connection Achievement Power Inner Work Life = Creativity Productivity Commitment Collegiality
19

A Powerful New Model = Acquire Bond Comprehend Defend

Circle of Influence
Concern

Influence

From Stephen Coveys, The Seven Habits of Highly Effective People

20