Is ISN a Learning Organization?

Is ISN a Learning Organization? Why this question? Why Ueli?

Goal • Understand aspects of the relationship between individual and organizational learning; • Identify what your contribution to ISN’s organizational learning might be; • Reflect about behavior and tools that enable or disable organizational learning; • Accept stewardship for ISN’s organizational learning.

Joe PFP-C ISN Web DSP eLearning Promotion ISN‘s Environment Content DDPS KS SIPRI ETHZ NATO Reasoning / Analytical Approach: Systems Thinking ISN

Individual Task, 3 Minutes Reflect a minute: What is the biggest change that you have observed in ISN‘s environment since you have joined the team? Please write it down on one of the cards that was distributed Be prepared to share your insights with your group. Sharing your insight with Thomas/ISN GL is optional..

Arousal Level and its Impact on Learning Panic Zone Revert to least effective behavior, high arousel level, advocacy Learning Zone challening, irritating, interesting, inquisitive, Comfort Zone Easy, relaxed, little movement, little learning

Active Experimentation Reflective Observation Abstract Conceptualization Complete Learning Cycle Concrete Experience

Peter Block

The Impact of Size on Organisations • Why organizations cannot learn like individuals • It is much more difficult to identify values, beliefs and goals through bilateral dialogue.

Culture as General Communication Device • Even if there is not explicit dialog about it, the culture of a company is permanently re-created and re-enforced through: • Artifacts (fads) like buildings, offices, art, websites, • Easy to spot, easy to fake • Expl. easy chairs and massage chairs in Google buildings • Espoused values(convictions) like charters, vision, mission, objective and goal statements; regulations etc. • More involved. Are normally set and defined after some discussion. Are part of explicit the communication strategy. • Expl. “Google's mission is to organize the world's information and make it universally accessible and useful.” • Underlying assumptions (tacit knowledge). In many cases unconscious assumptions about what is right or wrong. • Thou shall not hoard information! • The real work is done in offices and not in discussions

Group Task, 10 Minutes + Coffee Break 15 Minutes Set up groups of three to four members. Share your observations of the biggest changes. Discuss if any of these changes had an impact on ISN‘s internal structures, procedures,artifacts or values? What would have been an optimal internal reflection of the external change? For each external event take a card and write down : On the front: ISN‘s actual response On the back: ISN‘s optimal response Stick your change card with a scotch tape to the response card. Sharing your insight with anybody outside the group is optional.

Transfer of Arousal Level to Organizational Types Hierarchical Control Freaks We do not want your thinking Ecologies You are in charge, Laisser Faire We do not need your thinking

Dialog and Tool Structure to Develop, Share, and Implement Insights Concrete Experience with Users and Clients Active Experimentation with Focus Groups Reflective Observation in Informal Blogs Abstract Conceptualization in Structured Wikis

Is ISN a Learning Organization?