How did your organizational learning game come up? - Velocity 2014
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The document outlines the principles of creating a learning organization, emphasizing continuous learning, team collaboration, and leadership's role in fostering a culture of inquiry and dialogue. It discusses seven dimensions of organizational learning and five key disciplines that contribute to effective learning, such as personal mastery and systems thinking. The text encourages organizations to reflect on their values, behaviors, and structures to enhance learning and adaptability in a rapidly changing environment.
![• knowledge acquired by systematic study in any field of scholarly application.
• the act or process of acquiring knowledge or skill.
• the modification of behavior through practice, training, or experience.
learn·ing [lur-ning] noun](https://image.slidesharecdn.com/gamecomeup-140624174823-phpapp02/85/How-did-your-organizational-learning-game-come-up-Velocity-2014-20-320.jpg)
How did your organizational learning game come up? - Velocity 2014
- 1. how did your organizational learning game come up? Andrew Clay Shafer Santa Clara 2014 @littleidea
- 2. this guy
- 3. @littleidea
- 4. the plan • how we got here • share experiences • grand finale
- 5. meanwhile…
- 6. software kept eating the world
- 7. three stone cutters walk into a Pareto Inefficient Nash Equilibrium
- 8. you are either building a software business... or you will be losing to someone who is...
- 9. obvious
- 10. you are either building a learning organization... or you will be losing to someone who is...
- 12. @littleideas practical guide to organizational learning
- 13. @littleideas practical guide to organizational learning
- 14. @littleideas practical guide to organizational learning
- 15. The learning organization is one that has the capacity to integrate people and structures in order to move toward continuous learning and change.
- 16. a learning organization not only has the advantage of the increasing capacity of cultivated talents, but has advantages attracting and retaining talent
- 17. learning cannot be something that happens outside of the process learning is the point of the process
- 19. what even is learning?
- 20. • knowledge acquired by systematic study in any field of scholarly application. • the act or process of acquiring knowledge or skill. • the modification of behavior through practice, training, or experience. learn·ing [lur-ning] noun
- 21. how does an organization change behavior?
- 22. does your organization value behavior change?
- 23. The real company values, as opposed to the nice sounding values, are shown by who gets rewarded, promoted, or let go. ! --Patty McCord
- 24. the game has changed
- 25. It is not necessary to change. Survival is not mandatory. - W. Edwards Deming
- 26. 7 dimensions of Organizational Learning
- 27. 7 dimensions of Organizational Learning • continuous learning • inquiry and dialog • team learning • empowerment • embedded system • system connection • strategic leadership
- 28. continuous learning represents an organization’s effort to create continuous learning opportunities for ALL of its members
- 29. inquiry and dialog an organization’s effort in creating a culture of questioning, feedback, and experimentation
- 30. team learning spirit of collaboration and the collaborative skills that undergird the effective use of teams
- 31. empowerment encourage feedback and action to address the gap between the current status and the vision regardless of rank
- 32. embedded system establish systems to capture and share learning
- 33. system connection actions to connect the organization to its internal and external environment
- 34. strategic leadership the extent to which leaders act strategically using learning to create change
- 35. In my organization? form of questions
- 36. In my organization, people openly discuss mistakes in order to learn from them
- 37. In my organization, people identify skills they need for future work tasks
- 38. In my organization, people are encouraged to ask “why” regardless of rank
- 39. In my organization, groups focus both on the group’s task and on how well the group is working
- 40. My organization builds alignment of visions across different levels and work groups
- 41. how powerful would it be if those weren’t questions?
- 42. In my organization! form of statements
- 43. and not just is words and spirit but deliberately incentivized if they are not incentivized, they won’t be real
- 44. the five disciplines of a learning organization • Personal Mastery • Mental Models • Building a Shared Vision • Team Learning • Systems Thinking
- 45. personal mastery discipline of continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively.
- 46. mental models deeply ingrained assumptions, generalizations, or even pictures of images that influence how we understand the world and how we take action
- 47. building a shared vision a practice of unearthing shared pictures of the future that foster genuine commitment and enrollment rather than compliance
- 48. team learning starts with dialogue, the capacity of members of a team to suspend assumptions and enter into genuine thinking together
- 49. systems thinking Seeing the big picture, the Fifth Discipline that integrates the other four
- 50. let’s get meta
- 51. 1-2-3
- 52. see what I did there?
- 53. get a paper and a pen
- 54. color
- 55. furniture
- 56. flower
- 57. show of hands
- 58. more paper
- 60. without talking, write down as many words as you can remember
- 61. thumb wrestling
- 62. mental models?
- 63. more paper
- 64. close your eyes
- 65. fold your paper in half and tear off the bottom right corner
- 66. fold your paper in half again and tear off the upper right hand corner
- 67. fold the paper in half again and tear off the lower left corner
- 68. open your eyes, unfold your paper and hold it up for the group to see
- 69. groups of 3
- 70. team juggle
- 71. expected/desired time pressure to improve time spent discussing new ideas openness to change team learning best time of the group skill of approach team alignment team’s ability to translate knowledge into concrete process
- 73. innovations in infrastructure guiding ideas skills and capabilities awareness and sensibilities theory, methods and tools domain of action attitudes and beliefs domain of enduring change (organizational architecture) (deep learning cycle)
- 74. you can either easily manage complex systems at scale... or you can’t
- 76. you can either easily manage complex systems at scale... or you can’t (has nothing to do with computers)
- 77. we can do better
- 78. Conway’s Law organizations which design systems... are constrained to produce designs which are copies of the communication structures of these organizations
- 79. how many put as much effort into designing their culture as they do their applications and systems?
- 80. what are you building?
- 83. what game are you playing?
- 84. what do you value?
- 85. what are you rewarding and promoting?
- 86. Puzzles in Organizational Learning • things that are forgotten in the heat of battle • values that get pushed aside in the rough and tumble of everyday living • the goals we ought to be thinking about and never do • the facts we don’t like to face • the questions we lack the courage to ask
- 89. the game has changed
- 90. the payoffs for a given strategy have changed
- 91. systems thinking
- 92. a community with unique advantages reasoning about systems
- 93. ‘that’s not my job’
- 94. ‘that decision is above my paygrade’
- 95. these are legacy culture smells
- 96. be loyal to the truth
- 97. don’t be afraid
- 98. success is about being the right people
- 99. success is about becoming the right people
- 100. never stop becoming
- 101. don’t limit yourself
- 102. don’t limit us
- 103. BECOME AWESOME
- 106. bonus material
- 107. Anti-Fragile™
- 109. A tale of two projects
- 111. The Vasa was launched after failing a stability test.
- 112. the gossamer condor broke records for human powered flight