Survey Results - Organizational Learning and Systems Thinking 2013
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The 2014 survey indicates that the organization excels in team learning and communication, highlighted by effective planning and a strong understanding of intellectual capabilities. However, it points out the need for employees to comprehend their contributions to the organization as a whole and stresses the importance of collaborative creation of a shared vision. Recommendations include engaging the entire organization in the vision-drafting process and fostering cross-team collaboration to address systemic challenges.
Survey Results - Organizational Learning and Systems Thinking 2013
- 1. 2014 Survey for Organizational Learning Your Company and Systems Thinking in IT: This organization enjoys a well-above average level of Organizational Learning, especially with regard to team learning and understanding its intellectual capabilities, it also benefits from effective planning and communication Strengths Opportunities The Good Mental Models Team Learning Comms Shared Visions Personal Mastery Systems Thinking The organization is based on teamwork and has developed a good understanding of its intellectual capabilities Not So Good People may not clearly understand their contribution to the whole and perhaps fail to understand the holistic view Engagement and holistic awareness will undoubtedly improve through involving the whole organization in drafting a shared vision. Having a clear understanding of the current reality and setting long-term personal goals will help to drive the shared vision forward 1 Confidential 2013 Survey Report
- 2. Synopsis 123/144 H 125/144 106/144 M 118/144 99/144 L 93/144 Opportunities Systems Thinking Personal Mastery Shared Visions Your Company 110/144 77% vs. 59% IT industry benchmark 2 Confidential 2013 Survey Report
- 3. Recommendations Engage the whole organization in drafting a shared vision 1 Visit a ranch for a couple of days with the whole team and come up with a shared vision Create a value network analysis mapping out the tangible and intangible interactions and relationships 2 Allow people to understand the formal and informal / internal and external relationships that add value Launch cross-team / crossdiscipline work-teams to solve systemic problems 3 Get people working together (who normally work in different areas) on common systemic problems Bring people together to translate the shared vision into goals and objectives 4 Empower people to make the shared vision come alive 5 Confidential Lead by example and show people how to overcome adversity with personal mastery 3 Personal mastery can propel a growing organization forward―it just needs a Survey Report 2013 role model or two
- 4. systems thinking The cornerstone of any learning organization is the fifth discipline ―systems thinking. This is the ability to see the greater holistic picture, to look at the interrelationships of a system as opposed to simple cause-effect chains―allowing continuous processes to be studied rather than single snapshots. The fifth discipline shows us that the essential properties of a system are not determined by the sum of its parts but by the process of interactions between those parts. Systems thinking is a way of helping a person to view systems from a broad perspective that includes seeing overall structures, patterns and cycles in systems, rather than seeing only specific events in the system. This broad view can help to quickly identify the real causes of problems in systems throughout organizations and to know just where to work to address them effectively. personal mastery Personal mastery is the process of continually clarifying and deepening an individual's personal vision. This is a matter of personal choice for the person and involves continually assessing the gap between their current and desired proficiencies in an objective manner and practicing and refining skills until they are internalized. This develops self-esteem and creates the confidence to tackle new challenges bringing an important development factor to organizations, especially today when budgets for training and development are scarce. This requires a break-through in traditional and sometimes very ingrained paradigms and views of how the world really is. To be able to admit to oneself what the reality really is and to be able to keep long-term goals and objectives in mind at the same time as balancing everyday tasks and challenges. To become aware that one is improving and seeking to improve and to enjoy the feeling of progress that is achieved. Always attempt to use the mind as a mirror of the current status and reflect on the purpose of everything one does, but before actions are taken that could be detrimental to the desired result. shared visions To create a shared vision large numbers of people within the organization must draft it, empowering them to create a single image of the future. All members of the organization must understand, share and contribute to the vision for it to become reality. With a shared vision, people will do things because they want to, not because they have to. http://www.vanwood.net/blog 4 Confidential 2013 Survey Report