Consider having team members review each others ’ notes prior to meeting to allow the team to use the time to discuss vs. report. Divide up the allocated time so that each question gets attention. Discuss and pull out key ideas. Record these for future use. Consider implications and other learning needed. Develop additional research questions, which can be studied along with the work on current reality.
AAS Leadership Camp 2011 Designing and Leading a Learning Organization
Tasks Versus Roles Task : a narrowly defined work assignment Role : a part in a social system
An Organizational Communication Network (adapted) Marketing Manufacturing Engineering Sharon David
Ambidextrous Organizations Flexible organizations in which leaders incorporate structures and management processes that are appropriate to innovation and learning, as well as to the efficient implementation of ideas
Knowledge Management The efforts to systematically gather knowledge, make it widely available, and foster a culture of collaboration and learning
Stems from an unwillingness to be vulnerable within the group. Team members who are not genuinely open with one another about their mistakes and weaknesses make it impossible to build a foundation for trust.
Create environment that does not punish vulnerability
Genuine!!! – No manipulating (were you listening earlier?)
Myers-Briggs Favorite world: Do you prefer to focus on the outer world or on your own inner world? This is called Extraversion (E) or Introversion (I). Information: Do you prefer to focus on the basic information you take in or do you prefer to interpret and add meaning? This is called Sensing (S) or Intuition (N). Decisions: When making decisions, do you prefer to first look at logic and consistency or first look at the people and special circumstances? This is called Thinking (T) or Feeling (F). Structure: In dealing with the outside world, do you prefer to get things decided or do you prefer to stay open to new information and options? This is called Judging (J) or Perceiving (P). E/I S/N T/F J/P
The degree to which the leader articulates a vision that is appealing and inspiring to followers. Leaders challenge followers with high standards, communicate optimism about future goals, and provide meaning for the task at hand.
The degree to which the leader challenges assumptions, takes risks and solicits followers' ideas. Leaders with this style stimulate and encourage creativity in their followers. They nurture and develop people who think independently.
The degree to which the leader attends to each follower's needs, acts as a mentor or coach to the follower and listens to the follower's concerns and needs. The leader gives empathy and support, keeps communication open and places challenges before the followers.