How did your organizational learning game come up? - Velocity 2014

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a 3 hour experiential learning tutorial on organizational learning focused on perception and behavior change

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How did your organizational learning game come up? - Velocity 2014

  1. 1. how did your organizational learning game come up? Andrew Clay Shafer Santa Clara 2014 @littleidea
  2. 2. this guy
  3. 3. @littleidea
  4. 4. the plan • how we got here • share experiences • grand finale
  5. 5. meanwhile…
  6. 6. software kept eating the world
  7. 7. three stone cutters walk into a Pareto Inefficient Nash Equilibrium
  8. 8. you are either building a software business... or you will be losing to someone who is...
  9. 9. obvious
  10. 10. you are either building a learning organization... or you will be losing to someone who is...
  11. 11. @littleideas practical guide to organizational learning
  12. 12. @littleideas practical guide to organizational learning
  13. 13. @littleideas practical guide to organizational learning
  14. 14. The learning organization is one that has the capacity to integrate people and structures in order to move toward continuous learning and change.
  15. 15. a learning organization not only has the advantage of the increasing capacity of cultivated talents, but has advantages attracting and retaining talent
  16. 16. learning cannot be something that happens outside of the process learning is the point of the process
  17. 17. continuous learning
  18. 18. what even is learning?
  19. 19. • 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
  20. 20. how does an organization change behavior?
  21. 21. does your organization value behavior change?
  22. 22. The real company values, as opposed to the nice sounding values, are shown by who gets rewarded, promoted, or let go. ! --Patty McCord
  23. 23. the game has changed
  24. 24. It is not necessary to change. Survival is not mandatory. - W. Edwards Deming
  25. 25. 7 dimensions of Organizational Learning
  26. 26. 7 dimensions of Organizational Learning • continuous learning • inquiry and dialog • team learning • empowerment • embedded system • system connection • strategic leadership
  27. 27. continuous learning represents an organization’s effort to create continuous learning opportunities for ALL of its members
  28. 28. inquiry and dialog an organization’s effort in creating a culture of questioning, feedback, and experimentation
  29. 29. team learning spirit of collaboration and the collaborative skills that undergird the effective use of teams
  30. 30. empowerment encourage feedback and action to address the gap between the current status and the vision regardless of rank
  31. 31. embedded system establish systems to capture and share learning
  32. 32. system connection actions to connect the organization to its internal and external environment
  33. 33. strategic leadership the extent to which leaders act strategically using learning to create change
  34. 34. In my organization? form of questions
  35. 35. In my organization, people openly discuss mistakes in order to learn from them
  36. 36. In my organization, people identify skills they need for future work tasks
  37. 37. In my organization, people are encouraged to ask “why” regardless of rank
  38. 38. In my organization, groups focus both on the group’s task and on how well the group is working
  39. 39. My organization builds alignment of visions across different levels and work groups
  40. 40. how powerful would it be if those weren’t questions?
  41. 41. In my organization! form of statements
  42. 42. and not just is words and spirit but deliberately incentivized if they are not incentivized, they won’t be real
  43. 43. the five disciplines of a learning organization • Personal Mastery • Mental Models • Building a Shared Vision • Team Learning • Systems Thinking
  44. 44. personal mastery discipline of continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively.
  45. 45. mental models deeply ingrained assumptions, generalizations, or even pictures of images that influence how we understand the world and how we take action
  46. 46. building a shared vision a practice of unearthing shared pictures of the future that foster genuine commitment and enrollment rather than compliance
  47. 47. team learning starts with dialogue, the capacity of members of a team to suspend assumptions and enter into genuine thinking together
  48. 48. systems thinking Seeing the big picture, the Fifth Discipline that integrates the other four
  49. 49. let’s get meta
  50. 50. 1-2-3
  51. 51. see what I did there?
  52. 52. get a paper and a pen
  53. 53. color
  54. 54. furniture
  55. 55. flower
  56. 56. show of hands
  57. 57. more paper
  58. 58. Slumber Dream Bed Quiet Nap Pillow Night Blanket Pajamas Snooze
  59. 59. without talking, write down as many words as you can remember
  60. 60. thumb wrestling
  61. 61. mental models?
  62. 62. more paper
  63. 63. close your eyes
  64. 64. fold your paper in half and tear off the bottom right corner
  65. 65. fold your paper in half again and tear off the upper right hand corner
  66. 66. fold the paper in half again and tear off the lower left corner
  67. 67. open your eyes, unfold your paper and hold it up for the group to see
  68. 68. groups of 3
  69. 69. team juggle
  70. 70. 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
  71. 71. EFFORTS ACTUAL PERFORMANCE LIMITING ACTION CONSTRAINT
  72. 72. 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)
  73. 73. you can either easily manage complex systems at scale... or you can’t
  74. 74. you can either easily manage complex systems at scale... or you can’t (has nothing to do with computers)
  75. 75. we can do better
  76. 76. Conway’s Law organizations which design systems... are constrained to produce designs which are copies of the communication structures of these organizations
  77. 77. how many put as much effort into designing their culture as they do their applications and systems?
  78. 78. what are you building?
  79. 79. what game are you playing?
  80. 80. what do you value?
  81. 81. what are you rewarding and promoting?
  82. 82. 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
  83. 83. economies of scale
  84. 84. economies of skill
  85. 85. the game has changed
  86. 86. the payoffs for a given strategy have changed
  87. 87. systems thinking
  88. 88. a community with unique advantages reasoning about systems
  89. 89. ‘that’s not my job’
  90. 90. ‘that decision is above my paygrade’
  91. 91. these are legacy culture smells
  92. 92. be loyal to the truth
  93. 93. don’t be afraid
  94. 94. success is about being the right people
  95. 95. success is about becoming the right people
  96. 96. never stop becoming
  97. 97. don’t limit yourself
  98. 98. don’t limit us
  99. 99. BECOME AWESOME
  100. 100. thanks Velocity @littleidea
  101. 101. come at me @littleidea
  102. 102. bonus material
  103. 103. Anti-Fragile™
  104. 104. A tale of two projects
  105. 105. contrast... the gossamer condor with
  106. 106. The Vasa was launched after failing a stability test.
  107. 107. the gossamer condor broke records for human powered flight

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