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Building Learning Organization. A training session presentation. Session outline. Learning: Organizational perspectives Learning organization and its elements Practices and imperatives to build learning organization. Forethought.
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Building Learning Organization A training session presentation
Session outline • Learning: Organizational perspectives • Learning organization and its elements • Practices and imperatives to build learning organization
Forethought Real learning gets to the heart of what it means to be human. Through learning we re-create ourselves. - Peter M. Senge
Learning Organization Picture exercise • What comes in our mind when we talk about learning organization? Please express in picture or diagram. • Time: 5 minutes
Learning Organization • Learning organisation is one that manages its own learning processes to its advantage Where, • people continually expand their capacity to create the results they truly desire • new and expansive patterns of thinking are nurtured • collective aspiration is set free
Learning Organization • The learning organisation is not a defined end state. It is the journey, not the destination, a ‘process of becoming’. • People are continually learning how to learn together. In a learning organization, when one of us gets smarter, we all can get smarter.
Why learning organization?- 3Cs • Complexity • Situations that are difficult to understand, have considerable ambiguity and uncertainty, and often have no “solutions,” only options and tradeoffs • Chaos • Seemingly random events that have an underlying pattern (which is difficult to discern) • Change • turbulent environments in which the future is difficult to predict or control
Elements of Learning Organization Personal Mastery Shared vision Mental models System Thinking Team Learning
Personal Mastery • Organizations learn only through individuals who learn • Never “arrive”; in continual learning mode • Strive to clarify and deepen personal vision • Deeply aware of growth areas and tension between vision and reality
Reflect upon your vision • State how you want to see yourself in your life in …years down the road • State your career goals • State a significant effort you are making to reach each goal
What’s the Problem? • Many of the best ideas never get put into practice • Why??? • Because they conflict with deeply held internal images of how the world works • These images limit us to familiar ways of thinking and acting • We keep making the same mistakes over and over again--we’re not learning
Mental Models • The images (attitudes and assumptions) we carry in our minds about ourselves, other people, institutions, and every aspect of the world which guide our interpretations, actions, decisions and behavior.
Exercise: Video • Watch the video • Note the points you value in your notebook • List some of your own mental models about the clip
Shared Vision • Building a sense of commitment in a group, by developing shared images of the future we seek to create, and the principles and guiding practices by which we hope to get there. • With shared vision, people excel and learn not because they are told to do, but because they want to • The driving force, ‘creative tension’ for change
Team Learning • Transforming conversational and collective thinking skills, so that groups of people can reliably develop intelligence and ability greater than the sum of individual members’ talents. • Basis of organizational learning and change
System thinking • Interdependency and change • Focus on whole not individual parts • Long-term goals vs. Short-term benefits • Better appreciation of systems leads to more appropriate action
“Maybe pushing on that wall to the right will give some space.”
The six learning disabilities • I am my position • The enemy is out there • Illusion of taking charge • Fixation of events • Delusion of learning from experiences • Myth of the management team
Building Blocks • Supportive learning environment • Psychological safety • Appreciation of differences • Openness to new ideas • Time for reflection
Building Blocks • Concrete learning processes and practices • Experimentation • Information collection • Analysis • Education and training • Information transfer • Leadership that reinforces learning
Imperatives • Understand and communicate the “main thing” that is central to success • Create alignment around the main thing by giving everyone a “line of sight” • Utilize multiple perspectives to gain a systems understanding • Maintain fluid communications across permeable boundaries • Support continual training, learning and practice • After Action Review (AAR)
Leadership skills to foster learning • Developing intellectual curiosity • Asking open questions • Maintaining non-defensive reactions • Examining assumptions • Slow down the game
Final thought • An organization’s ability to learn, and translate that learning into action rapidly is the ultimate competitive advantage. - Jack Welch
Further Readings Hughes, M.(1995), Propagating the Learning Organization, Financial Training Review Pedler, M., Burgoyne. & Boydell, T.(1991), The Learning Company, McGraw Hill Senge, P., The Fifth Discipline, Centuary Mayo, A., & Lank, E. (1995), Changing the Soil Spurs New Growth, Personnel Management David A. Garvin, Amy C. Edmondson, and Francesca Gino (2008). Is Yours a Learning]Organization? Harvard Business Review, March: 109-116.
It’s time for Feedback Basanta Raj Sigdel Nepal Administrative Staff College Cell 9841310840 Email: brsigdel@nasc.org.np