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Building Capacities For Learning Organization

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What does it take to become a Learning Organization?

What does it take to become a Learning Organization?


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  • 1. THINKING STRATEGICALLY ABOUT BUILDING LEARNING ORGANIZATIONS Sheila Damodaran 12/10/200 Based on the works of quot;The Fifth Disciplinequot; by Peter Senge 81
  • 2. The Kaniza Triangle 2 Do you see a bright triangle resting on top of three circles and a second triangle with black edges? Based on the works of quot;The Fifth Disciplinequot; by Peter Senge 12/10/2008
  • 3. WHAT DOES THIS MEAN WHEN WE WORK IN ORGANIZATIONS? Is it possible: -We see things that are not there? -We do not see things (that are there)? 12/10/20 Based on the works of quot;The Fifth Disciplinequot; by Peter Senge 083
  • 4. Case I: Manpower shortage FIRST VIEW SYSTEMS VIEW High attrition Recruitment programmes Low morale Welfare programmes Blame on Dialogue management and sessions supervisors Needing to cut Curriculum time in classroom Review Not enough men Overtime or on the ground frequent shifts Blame on officers Supervisory actions 12/10/200 Based on the works of quot;The Fifth Disciplinequot; by Peter Senge 8 4
  • 5. Case II: Too much workload FIRST VIEW SYSTEMS VIEW Unable to attend Increase training training KPIs Perceive Service Quality complainants as training troublemakers Blaming the Dialogue else, supervisors punitive Succumbing to Scrutiny by mistakes inspectorate No time for Needing to family appease wife Sense of caught Depression in a downward spiral 12/10/2008 Based on the works of quot;The Fifth Disciplinequot; by Peter Senge 5
  • 6. WHAT DID YOU LEARN? 12/10/20 08 6 Based on the works of quot;The Fifth Disciplinequot; by Peter Senge
  • 7. WHAT PREVENTS US FROM APPLYING THE SYSTEMS VIEW TO OUR PROBLEMS? 12/10/ 2008 Based on the works of quot;The Fifth Disciplinequot; by Peter Senge 7
  • 8. What is a Learning Organization? The ideas of Learning  Organization help us do one thing! By learning the principles of the five disciplines, teams begin to understand how they think and interact with each other to create results that matter! 12/10/2008 Based on the works of quot;The Fifth Disciplinequot; by Peter Senge 8
  • 9. New skills / capabilities 9 Aspiration, orient towards what they care about  Reflection and conversation, reflect on deep  assumptions and patterns of behaviour Systems Thinking, see larger systems and forces at  play and to test these views Based on the works of quot;The Fifth Disciplinequot; by Peter Senge 12/10/2008
  • 10. 10 Based on the works of quot;The Fifth Disciplinequot; by Peter Senge 12/10/2008
  • 11. New attitudes / beliefs / practices 11 This does not happen quickly. When it does, it  represents change at the deepest level in an organizational culture. We think we can change culture by simply declaring  new values (e.g. we espouse empowering, but an attitude of “they won’t let us do it” prevails). Such things produce cynicism. As experience changes, deep beliefs and assumptions  change and when this happens culture changes. Based on the works of quot;The Fifth Disciplinequot; by Peter Senge 12/10/2008
  • 12. Deep beliefs and assumptions in a Learning Organization 12 BEFORE AFTER  We believe that a person  We become willing to reveal our must be “in control” to be uncertainties, to be ignorant, to show effective incompetencies because they free our capacity for curiosity, wonder and  We embrace the learning. analytical approach to answer all life’s problems  We develop a deep confidence within us and begin to see that we have far  Belief that plans well- greater latitude to shape our future. thought out is adequate.  Aware of uncertainties of life  Culture based on fragmentation,  People living with integrity, openness, compromise, defensiveness commitment and collective intelligence and fear Based on the works of quot;The Fifth Disciplinequot; by Peter Senge 12/10/2008
  • 13. ARCHITECTURE OF LEARNING ORGANIZATIONS Without the work of skilled and committed architects, they can never begin. We need the shell to begin!
  • 14. Supposing you are building a new school, what do you need? 14 Overarching Ideas (how the school building looks and how it could support the learning we desire to occur) Materials (needed Theory/Methods/ for the Tools (to design construction, wood, & eventually build the cement, etc.) physical structure) Based on the works of quot;The Fifth Disciplinequot; by Peter Senge 12/10/2008
  • 15. Tips 15 Must focus on all three, or the triangle collapses  Leaders articulate the guiding ideas to which  they stay committed, else the effort is abandoned when something hot comes along. Without the tools, theories, methods efforts at  change remain superficial. Without infrastructure, people have neither the  opportunity nor resources to pursue their visions or apply the tools They lose faith not just in the organization, but in  the idea of learning. Based on the works of quot;The Fifth Disciplinequot; by Peter Senge 12/10/2008
  • 16. Preparing the soil & developing the seeds 16 Many of the methods and tools of learning  organization will fail without changes in traditional guiding ideas of management. New guiding ideas impossible to instill without  commitment to methods / tools. Based on the works of quot;The Fifth Disciplinequot; by Peter Senge 12/10/2008