Getting (the Right) Things Done: Learning, Knowing and Acting
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Getting (the Right) Things Done: Learning, Knowing and Acting

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Frames getting things done from the context of learning, knowing and acting. Coalesces around personal learning plans and personal knowledge management. Originally presented April 2006.

Frames getting things done from the context of learning, knowing and acting. Coalesces around personal learning plans and personal knowledge management. Originally presented April 2006.

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Getting (the Right) Things Done: Learning, Knowing and Acting Presentation Transcript

  • 1. Getting Things Done: Rapidly Transitioning from Learning to Knowing to Acting April 19, 2006 Peter West Senior Consultant Continuous Innovation peter.west@ continuousinnovation .ca http://www. continuousinnovation .ca/ the Right
  • 2. Goal:
    • To Stimulate You to Think About,
    • Explore and Apply
    • Some of the Ideas that Follow
  • 3. Useful Definitions:
    • Productivity = Effectiveness (Doing the Right Things)
    • Performance = Efficiency (Doing Things Right)
  • 4. The Overall Framework: Focused / Rapid Transitions Hit or Miss / Forced Transitions
    • Done Actively
    • Done Passively
    • Yourself
    • Others
    • Environments
    • Yourself
    • Others
    • Environments
    • Manage Your Actions
    LEARNING: Which in Turn, Informs Learning About … KNOWING: To Guide Your Actions, You Must Know … ACTING: To Perform Productively, You Must …
  • 5. ACTING: Action Management
    • Vertical Action Management
    • Horizontal Action Management
    • Workflow Mastery:
      • Collecting
      • Processing (Do It, Delegate It, Defer It)
      • Organizing
      • Reviewing
      • Doing (Based upon: Context, Time, Energy, Priority)
    • Planning Naturally (Purpose, Vision, Brainstorming, Organizing, Actions)
    David Allen – Getting Things Done (1998):
  • 6. KNOWING: Oneself (A)
    • “ Knowledge workers must, effectively, be their own chief executive officers. It’s up to you to carve out your place, to know when to change course, and to keep yourself engaged and productive … To do those things well, you’ll need to cultivate a deep understanding of yourself …”
    • Six Questions:
      • What are my strengths ? (What are their implications for action?)
        • Do I concentrate on them?
        • Do I work to improve them?
        • Is intellectual arrogance causing disabling ignorance?
        • Do I mind my manners?
        • Do I remedy bad habits?
    Peter Drucker – Managing Oneself (1999)
  • 7. KNOWING: Oneself (B)
      • How do I perform ? (How do I get things done?)
        • Am I a reader or a listener?
        • Do I work well with people? (In what relationships?)
        • Do I perform well under pressure?
        • Do I produce results as a decision-maker or advisor?
        • Do I work best in large or small organizations?
        • How do I learn? (Do I act on this knowledge?)
      • What are my values ? (What guides my actions?)
        • What influences my beliefs?
        • What Influences my behaviour?
        • Are my values compatible with the organization’s?
  • 8. KNOWING: Oneself (C)
      • Where do I belong ? (Questions 1 to 3 help to provide focus)
        • And, do I have the confidence to assert?
          • Yes, I will do that, but …
            • This is the way it should be done/structured
            • These are the required working relationships/resources
            • These are the kinds of outcomes/results you should expect
            • These are the timeframes/deliverables
      • What should I contribute ? (What are my stretch goals?)
        • What does the situation require?
        • How can I make my greatest contribution?
        • What results need to be achieved?
  • 9. KNOWING: Oneself (D)
      • Do I take responsibility for relationships ?
        • Do I see others as people? (Respecting their strengths, performance, values, place & contributions)
        • Do I take responsibility for communication? ( In the context of their strengths, performance, values, place & contributions)
        • Do I nurture trust?
      • Successful careers are the result of preparing for opportunities
  • 10. KNOWING: One’s Habits
    • Be Proactive
      • Take initiative
      • Circles of Concern/Influence
    • Begin with the End in Mind
      • Personal Mission Statement
      • Principle-centered
    • Put First Things First
    • Think Win-Win
      • Character
      • Relationships
    • Seek to Understand … Then to be Understood
      • Empathetic Communication
      • Perceptions
    • Synergize
      • Cooperation
      • Trust
    • Sharpen the Saw
      • Physical / Mental
      • Spiritual / Social
    Stephen Covey – Seven Habits (1989)
  • 11. KNOWING: One’s Behaviors
    • Initiative (The White Space)
      • Seek Out Responsibility
      • Willingly Assume Risk
    • Leadership (small-l)
      • Respected for Quotient
      • (Knowledge, People, Momentum)
    • Self-Management (Total)
      • Self-Knowledge / Satisfaction
      • Work Organization / Flow
    • Followership (Lead in Assists)
      • Focus / Commitment
      • Competent / Credible
    • Perspective (The Big Picture)
      • All Stakeholders
    • Teamwork
      • Purposeful / Participative
      • Productive
    • Organizational Savvy
      • Relationship Management
      • Niche / Credibility
    • Show and Tell
      • Targeted
      • Persuasive
    • Networking
      • Known
      • Connected
    Robert E Kelley – How to Be a Star at Work (1998)
  • 12. KNOWING: One’s Capabilities
    • Cognitive Capabilities:
    • Noticing
      • Observing / Recognizing
    • Scanning
      • Filtering / Amplifying
    • Patterning
      • Connecting / Correlating
    • Sensing
      • Translating
    • Integrating
      • Creating Meaning
    • Cognitive Processes:
    • Visualizing
      • Focused Perspective
    • Intuiting
      • Tapping Unconscious
    • Valuing
      • Aligned Attention
    • Judging
      • Leveraging Heuristics
    Alex and David Bennet – Organizational Survival (2004)
  • 13. KNOWING: Other Aspects
    • Peter Senge (5 th Discipline)
      • Personal Mastery
      • Mental Models
      • Systems Thinking
      • Shared Vision
      • Team Learning
    • Daniel Goleman (EI)
      • Self-Awareness
      • Self-Management
      • Social Awareness
      • Relationship Management
    • Roger Fisher (Doing)
      • Purpose
      • Thinking
      • Learning
      • Engagement
      • Feedback
    • William Bridges (You, Inc.)
      • Desires
      • Abilities
      • Temperament
      • Assets
  • 14. KNOWING: Putting It All Together (PKM)
    • .
  • 15. LEARNING: Personal Learning Plan (PLM)
    • Work-aligned / Career-aligned
    • For Each PKM Element:
      • Learning Goals
      • Learning Activities
      • Learning Timeframes
      • Evaluation Method
      • Support Needed
  • 16. Comments & Questions