Building Learning Organizations “ Raising the Bar” Barbara Curtis (bcurtis3@jhu.edu) Summer 2010

1. Building Learning Organizations “Raising the Bar”Barbara Curtis (bcurtis3@jhu.edu)Summer 2010

2. Learning Outcomes Participants will be able to: • Define “Learning Organizations” • Name the 3 core disciplines of Learning Organizations • Tell why organizations should manage information • Identify information sources currently in their program

3. What are Learning Organizations? • Focus on enhancing systems (including people) • Continually increase capacity for performance • Make commitments to learning for the sole purpose of continuous quality improvement

4. What are Learning Organizations? • People at all levels, collectively and individually, increase their capacity to produce the results they really care about. • Innovative and expansive patterns of thinking are nurtured • Aspirations are set free • People are continually learning how to “learn together”

5. Organizations Must Learn About: • Their product • Their clients • Their employees • Their competition

6. Why Learn? In the absence of learning, companies and individuals simply repeat old practices even though they may not be effective. This is the height of _________________, doing things the same way over and over and expecting different results.

7. What’s in it for the people? • Do you believe that, for the most part, most people want to be a part of something great? • Learning that results in greater competence and confidence is enormously rewarding, personally satisfying, and highly motivating.

8. The fundamental learning units in an organization are working teams. • To produce an effective outcome… • People need each other.

9. Building a Learning Organization • There are 3 “core learning capabilities” which must be built and work together like a 3 legged stool, and if any one of the capabilities is lacking the stool cannot stand.

10. 3 Core Learning Capabilities: • Aspiration (personal mastery and shared vision) • Reflective Conversation (mental models and dialogue) • Understanding Complexity (systems thinking)

11. 5 Required “Disciplines” for Building a Learning Organization

12. 5 Required “Disciplines” for Building a Learning Organization

13. 5 Required “Disciplines” for Building a Learning Organization

14. www.eclkc.ohs.acf.hhs.gov Early Childhood Learning and Knowledge Center (ECLKC) The Office of Head start (OHS) launched the Early Childhood Learning and Knowledge Center (ECLKC) in 2006 with a clear and innovative mission: to provide timely information and learning opportunities relevant to the Head Start and Early Head Start community, and to serve as a comprehensive resource for anyone involved in early childhood education. Head Start programs and parents visiting the ECLKC will find the latest information on OHS priorities, policies, and programs. The ECLKC also offers tips and promising practices on many early childcare topics including child development, education, and health.Visit the ECLKC for current information on Head Start developments.

19. Information: Road Map to Excellence and Effectiveness in HS

20. GROUP THINKING ACTIVITY • Each group will be given a sheet of paper with 1 of 4 Head Start elements written on it: • Professional Development Plans (Personal Mastery Implications) • Program Information Reports (Systems Thinking) • Program Self-Assessment (Dialogue and Mental models) • Head Start Management Systems (Systems Thinking)

21. GROUP THINKING ACTIVITY • The goal of the activity is to think together about how you can use existing information sources in your Head Start program to learn about the program with implications for practicing the “required discipline” written on your groups sheet.

22. Thank You! EXCELLENCE IS A JOURNEY NOT A DESTINATION. “Your dream is your only steam. Move on up, towards your destination, though you may find from time to time complications.” (Curtis Mayfield)

23. CHANGE: It’s not just for diapers. “ Be the change you wish to see”.