Developing Leaders in Networked Organizations
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Peter M. Senge, Ph.D., Author, The Fifth Discipline: The Art and Practice of The Learning Organization
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Chapter Overview
This chapter discusses the basics of how organizations structure themselves.
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It examines how the formal structure and systems can foster, impair and facilitate the acceptance of change initiatives.
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Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
2
How Do Structures and Systems Relate to Change Management?
Existing formal structures and systems need to be understood when assessing the need for change.
Need to understand how Structures and Systems facilitate or hinder change
Need to understand how Structures and Systems can be used to gain approval for change
Need to understand how Structures and Systems can be used to gain acceptance and promote for organizational change
Need to understand how to create more adaptive Structures and Systems
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
3
The Change Path Model
Making sense of formal systems and structures
Assessing their weaknesses and strengths
Leveraging them to gain approval
Leveraging them to gain acceptance
Creating more adaptive systems and structures
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
4
Awakening
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Acceleration
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Mobilization
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Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
5
Work Differentiation
To what degree are tasks subdivided into separate jobs?
Departmentalization or Integration
On what basis are jobs grouped together?
Chain of Command
To whom do individuals and groups report?
Making Sense of
Organization Structures and Systems (cont.)
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
6
Span of Control
How many individuals report to an individual manager?
Degree of Centralization vs.
Decentralization
Where does decision-making authority lie?
To what degree are there rules and regulations to direct employees and managers?
Standard
Operating
Procedures (SOPs)
Mechanistic vs. Organic
Organizational Forms
More Mechanistic More Organic
Tasks are broken down into separate parts and rigidly defined/assigned
Flexible tasks that are adjusted & redefined through teamwork and participation
High degree of formalization, strict hierarchy or authority/co ...
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Join us to learn how you can use technology to support informal learning at scale — and at the speed of progress. Transform your approach to learning from push to pull. Enable users to access short and timely content relevant to their roles. Empower them to connect with peers and experts, share their knowledge and strengthen the entire learning community.
During this webinar, you will learn:
• Why agile learning is an imperative.
• How organizations are using technology to enable informal learning.
• How to use agile learning to solve specific business challenges.
• A five-step approach to designing and delivering an agile learning solution.
Avoiding the Black Hole: Measuring the ROI of Tuition Assistance Programs
Organizations invest approximately $10 billion annually in tuition assistance programs for their employees. Despite the significant cost, many companies do not formally monitor the return on investment (ROI) of such educational benefits. A national study of employer-sponsored educational programs estimated that poorly planned programs waste about $6,000 per employee. Organizations need to know how effectively their investment in tuition reimbursement helps recruit, train and retain quality employees. In this workshop, chief learning officers will gain insight about how best to track the ROI of their organization’s tuition benefits programs.
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• CEOs’ perspectives on the changing competitive landscape.
• New evidence on the link between people and profits.
• Debunking problematic myths.
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Chapter Overview
This chapter discusses the basics of how organizations structure themselves.
It outlines how change leaders can diagnose the strengths and weaknesses of existing systems and structures.
It examines how the formal structure and systems can foster, impair and facilitate the acceptance of change initiatives.
It lays out ways to manage systems and structures to gain approval for change initiatives. Formal approval, coalition-building and renegade approaches to change are discussed.
It reviews ways to develop more adaptive systems and structures to increase the likelihood of continuous improvement.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
2
How Do Structures and Systems Relate to Change Management?
Existing formal structures and systems need to be understood when assessing the need for change.
Need to understand how Structures and Systems facilitate or hinder change
Need to understand how Structures and Systems can be used to gain approval for change
Need to understand how Structures and Systems can be used to gain acceptance and promote for organizational change
Need to understand how to create more adaptive Structures and Systems
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
3
The Change Path Model
Making sense of formal systems and structures
Assessing their weaknesses and strengths
Leveraging them to gain approval
Leveraging them to gain acceptance
Creating more adaptive systems and structures
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
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Awakening
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Acceleration
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Chapter 10
Mobilization
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Making Sense of
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Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
5
Work Differentiation
To what degree are tasks subdivided into separate jobs?
Departmentalization or Integration
On what basis are jobs grouped together?
Chain of Command
To whom do individuals and groups report?
Making Sense of
Organization Structures and Systems (cont.)
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
6
Span of Control
How many individuals report to an individual manager?
Degree of Centralization vs.
Decentralization
Where does decision-making authority lie?
To what degree are there rules and regulations to direct employees and managers?
Standard
Operating
Procedures (SOPs)
Mechanistic vs. Organic
Organizational Forms
More Mechanistic More Organic
Tasks are broken down into separate parts and rigidly defined/assigned
Flexible tasks that are adjusted & redefined through teamwork and participation
High degree of formalization, strict hierarchy or authority/co ...
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Provide a leadership development framework to enable performance for all leader
Review key metrics and enablers for leadership development
MEASURING THE BUSINESS IMPACT OF LEARNING: WHAT WE’VE LEARNED
The ‘Measuring the Business Impact of Learning’ benchmarking survey, conducted by LEO Learning and Watershed (on behalf of Learning Technologies Group) is entering its fourth year. With the survey launching on November 1st and closing on December 13th, LEO Learning and Watershed are holding a webinar to reflect on the results so far, plus discuss how organizations they’re working with have overcome the barriers in measurement planning and implementation. The insights are drawn from their group experience working with a range of clients in this field and should be valuable for anyone who wants to get going in learning analytics and sustainable business impact assessment.
Join your hosts as they cover the state of the world of measurement, and you’ll receive:
An understanding of how well-known organizations have overcome the barriers in measurement planning and implementation.
Real-world examples of how to get management buy-in, designing for data, building data ecosystems, implementing a learning analytics strategy and more.
The opportunity to take this years ‘Measuring the Business Impact of Learning’ survey, and see the results coming in live!
EMPOWER A CAREER JOURNEY: FOSTER YOUR WORKFORCE’S GROWTH AND DEVELOPMENT
Learning and development is critical to an organization, if you don't help the workforce learn and grow in their jobs and their roles, they're not going to be engaged in their positions. Join Ryan Rippy, Talent Management System Administrator at Trustmark Bank as he discusses the challenges of taking a manual process and automating it to achieve business goals and track performance across roles - using succession planning to create a talent pipeline for key positions and developing all associates along their journey.
By the conclusion of the webinar, you’ll leave with:
Ways to help your workforce be engaged in their jobs and be engaged as employees
The benefits a succession plan has to your organization and your employees
Effective LMS strategies to integrate talent modules
View successful metrics and how it begins with onboarding through performance management and into development
STRATEGY + TECHNOLOGY A WINNING COMBINATION FOR EFFECTIVE LEARNING MEASUREMENT
How do you know if your learning program is really working?
Proper course tracking and sharing of learning data can help organizations develop best practices for how organizations measure the impact of learning. When historically, tools and systems haven’t made it easy to access and correlate data in order to measure, finding the right combination of strategy and technology can help optimize learning results to increase performance and impact business outcomes across the entire organization.
In this webinar you will learn about:
Best practices for measuring and optimizing learning programs.
Learning tools that improve workflow efficiency.
Expanding L&D value across the enterprise to drive results.
8 PRINCIPLES OF ORGANIZATIONAL RELEVANCE
In this age of digital transformation, the speed of business propels at breakneck pace. Thirty years ago, companies moved much slower, akin to a Class-II whitewater rapid. The executives at the helm of the lead boat negotiated the rapids dragging everyone else behind in another boat. Support functions and many individuals definitely didn’t have a place in the lead boat, but it didn’t matter much, as the convoy still succeeded moving at a manageable pace.
But today, companies demand agility, responsiveness, and foresight as they traverse dangerous Class-VI rapids. Insufficient or ineffective communication fostered or hindered by Relevancy of individuals and Teams across all disciplines leaves your organization perched precariously on the edge of a major crisis, potentially provoking financial catastrophe, deteriorating customer loyalty, and brand presence.
Damage comes in more insidious forms as well, including the repercussions of ineffective production and communication, or the cancer of a toxic organizational culture. Despite these treacherous waters, we are still often not asked to be part of the lead boat. Pat Bodin, the best-selling author of Get in the Boat: A Journey to Relevance, will discuss organizational relevance and actionable items to give you the opportunity to earn a seat in the lead boat.
Impacts of Organizational Relevance include:
For the Individual:
Elevates their awareness of the needs of all groups within the organization
Broadens their visibility to the core operations in support of its’ needs
Creates improved job satisfaction and belonging
For the Organization:
Strengthens the working relationships across all disciplines and improves retention
Fosters Talent Development
Drives performance through common focus between individuals and groups
THE AGILITY SHIFT: T-MOBILE DEVELOPS LEADERS FOR A VUCA WORLD
A volatile, uncertain, complex, ambiguous (VUCA) workplace requires a distinct set of leadership competencies: non-hierarchical influence, the ability to rapidly align across functions, creativity for drawing insights across domains, and most of all, “empathy,” the linchpin leadership skill in the modern workplace. Empathy allows us to imagine the world from different perspectives, unite across functions, generations, regions. Join Melissa Lanier of T-Mobile to learn about “The Agility Shift,” an award-winning leader development offering designed to equip people managers to thrive in an uncertain, complex, and ambiguous environment. The program, which will utilize cutting-edge virtual simulation technology, is designed to help leaders respond quickly and increase resilience by immersively preparing them for stressful encounters. Impact is measured on an individual, function and business level. Collectively, managers report learning how to “avoid tunnel vision,” "think on their feet," “respond rather than react” and embrace a positive mindset.
FUTUREPROOF YOUR ORGANIZATION: SUCCESSION PLANNING IN THE SKILLS ECONOMY
According to Bersin by Deloitte, only 33% of millennials believe their organizations are using their skills well, and 42% say they are likely to leave because they are not learning fast enough. Developing new knowledge, new skills and new abilities is critical to futureproofing your organization’s evolving talent needs. Additionally, assessing the abilities of your talent is essential to understanding the profiles of your employees and ensuring the right role is filled with the right ability. Whether employees need development or have mastered success, understanding the skill profile of your talent is critical to futureproof organizational growth and innovation. This session explores ways to fine-tune your talent’s abilities to perform their job duties as well as future ones.
Attendees of this presentation will have a clear understanding of:
Methods to assess the skills and abilities of your talent to ensure the right role is filled with the right employee.
Ways to incorporate development, skills assessments and succession planning into employee performance conversations.
How to create now the company culture you want to be then.
RE-EVALUATING YOUR ORGANIZATION’S SKILL GAPS
Many companies seem to have fallen victim to the ominous skills gap – but only because they’ve found it’s easier to place blame somewhere than to look at what they can do to fix it. If you’re struggling to find qualified candidates, you might need to take a deeper look at your organization and ask some pointed questions. Are there areas of the recruiting process that are lending to skill gaps? Have you done a formal assessment to uncover skill gaps? Are you using modern learning methods to bridge gaps by upskilling your current workforce?
Join Katie Miller from BizLibrary as we re-evaluate potential root causes of your organization’s skill gaps and discuss what can be done to fill them efficiently.
In this webinar, you’ll learn:
The factors that could be contributing to your skill gaps, and how to find and address the root causes
How to re-evaluate what a “qualified candidate” is in order to create more relevant and realistic talent expectations
How to start uncovering your organization’s skill gaps with a formal assessment
How to use modern training methods to bridge skill gaps by upskilling your workforce
HOW TO FIX THE LEADERSHIP DEVELOPMENT GAP
Behind every successful organization is a great team of leaders. But despite billions of dollars spent each year on leadership development programs most companies are still failing their next generation of emerging leaders. In fact, according to Gallup, 50% of attrition is due to poor managers––which makes that the biggest driver of employee disengagement.
So why are leadership development programs failing? And how can we fix it?
Join us for a live webinar where we discuss reasons these programs fail and how to keep your leadership development on track. We’ll explore:
How to identify who should be a leader in the first place
The big, pervasive problem with leadership development
What to do with great employees who might not be cut out for management
The best traits to bring out of your emerging leaders
And more!
EXPLORE THE CORE PRINCIPLES OF DESIGN THINKING
Design Thinking is getting a lot of attention today, for many reasons. Innovation is the key to reinvention, which is the goal of organization’s who are looking to future-proof and define themselves as leaders in the Experience Economy. Join Kristin Shackleford for a practical discussion to review the core principles of Design Thinking, and walk away with insight around:
Why it’s important
Who should participate
How to create a culture of Design Thinking
Practical ways to get started driving creativity and innovation that will make a difference to your customers and within your organization
REACHING THE BLUE COLLAR WORKFORCE: HOW POLARIS DEVELOPS TALENT IN 2019
Traditional L&D isn’t obsolete, but it has become outdated. That’s why we collected data from nearly 800 workers, managers, and leaders from around the globe to gain some insights into where L&D and talent leaders can be more effective. The survey says…..L&D is falling short for the modern workforce. In fact, our respondents gave their employers an overall Net Promoter Score of -25 on their learning and development strategies. But many business leaders know this already. What they don’t know is how to fix it. The good news is that employees still love learning and they’re looking for organizational guidance. By honing in on the data and insights that impact how people — and companies — learn, you can make smarter investments in your most valuable assets: the skills of your people. Lucky for you, this event also includes a quick case study from Booking.com on how they are making this data come to life in their organization.
Register for this webinar to learn:
The difference between learning and acquiring new skills
How to apply hard metrics to your L&D strategy
How to align your employees’ learning goals with those of your larger company
How Polaris is putting the insights from the research to work at their organization
HIRING & FIRING AROUND THE WORLD: AVOID LEGAL TRIPWIRES IN THE TOP COUNTRIES ...
The war for talent is heating up and businesses are smart to consider qualified, passionate candidates from around the world.
That said, hiring and firing in countries other than the U.S. comes with interesting (and often surprising) challenges.
In the U.S., companies can hire quickly as business entities are already established. They can fire quickly as well, so long as the reason isn’t illegal.
What many executive teams overlook is that this efficiency isn’t the same when expanding and adding team members globally. Internationally, hiring without setting up a subsidiary is impossible. And the concept of at-will employment, where companies can let go of employees at any time, does not exist.
What does this mean for your international expansion plans and your business? What would normally be an uneventful employment action or termination in the U.S. could blindside your company in an international context.
Navigating the intricacies of country-specific labor laws can feel like a minefield of potential legal exposure, expensive litigation, and costly payouts. It’s critical to be prepared before you make the first international hire.
In this webinar, you’ll learn:
3 things every HR lead needs to know when it’s time to hire globally
Surprising facts about employment law and benefits packages in EMEA, APAC and more
What U.S.-based HR teams need to know about the termination process in key expansion countries (and real stories from international HR specialists on the ground)
INNOVATION GENERATION: THE BIG HR TECH DISCONNECT WEBINAR
Register for the webinar to hear:
From VP Proposition and Client solutions, Matthew Jackson about how organizations are driving the change needed for a competitive advantage.
Stephen Migliaccio, Director Global Provider Automation, share his thoughts on how HR technology and provider automation create a globally consistent employee experience.
James Knight, SVP Data and Analytics on how data and analytics is powering the future of HR.
Dont wait what 300 ld leaders have learned about building data fluency
Data science and AI are impacting many industries globally, from healthcare and government to agriculture and finance. Everybody needs to be able to work with data the way everybody needed to start using email 20 years ago. As we wrote in Harvard Business Review, “Very few companies expect only professional writers to know how to write. So why ask only professional data scientists to understand and analyze data, at least at a basic level?”
But what value can data fluency actually add, what are best practices to build it into your organization, and what are the biggest challenges that businesses encounter in data-driven transformations?
To answer these questions and more, we conducted a survey of over 300 Learning and Development leaders from diverse industries including healthcare, technology, consumer goods, government, and finance. Join this webinar with Dr. Hugo Bowne-Anderson, a data scientist and educator at DataCamp, to find out what we discovered and what 300 L&D leaders have learned about building data fluency.
Learning Objectives:
What value can data fluency actually add?
What are the best practices to build data fluency in your organization?
What are the biggest challenges that businesses encounter in data-driven transformations?
HUMANIZING BUSINESS AND CHANGE
As businesses become more technological (AI and robotics), there is a challenge and opportunity to, paradoxically, make them more human. The Business Roundtable talked about the importance of human stakeholders over just profit — but how close are we? Are those nice words? What would it take to make business and change more human? As a change, ethics and leadership expert with 40 years of experience, Paul Gibbons will talk us through conclusions from his new book “IMPACT.”
LEARNING OBJECTIVES:
1) Is the Fourth Industrial Revolution really "a thing?” What is it and what makes our time special?
2) What are the human implications of new technologies? Who will benefit? What is the potential harm?
3) What can workplaces and leaders do to equip themselves for these workplace transformations (future of work)?
Unlock Your Courageous Culture
Courage (noun): the mental or moral strength to venture, persevere, and withstand danger, fear, or difficulty. Author Ryan Berman has devoted the past three years interviewing many of the most courageous people and leaders on the planet. Through this experience, he learned that the companies that win share courageousness as a trait. Berman unveils how every brand can unlock courage in their people, leaders or culture. This presentation culminates with ways for the audience to take action today to transform from a Coward Brand or Stasis Brand into a Courage Brand.
After this discussion you’ll be able to:
Build a culture of empowered, courageous behavior and experimentation.
Utilize a modern day, step-by-step framework to becoming a Courage Brand.
Overcome the clarity epidemic we currently find ourselves in.
Create true conviction and healthy retention with your best people.
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
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- 1. Roots of organizational learning movement The “networked organization” Core learning/leading capabilities The shifting context The role of business & possibilities for Peter M. Senge, business leadership MIT & SoL (Society for Organizational Learning solonline.org) 2010
- 2. Roots of Organizational Learning Movement
- 3. Roots of Organizational Learning Movement
- 4. Yet, a few organizations live for a very long time • Identity: sense of who we are that transcends what we do • Tolerance: openness to what we do not know • Fiscal conservatism: maintain control of one’s destiny • Sensitivity to environment: larger sense of responsibility, as a natural by-product of how we operate
- 5. Skills & Capabilities Guiding Ideas Sensibilities & Practices Attitudes & Beliefs Innovations In Theory, Deep Learning Cycle Infrastructure Tools & Methods Organizational Architecture Results
- 6. Rethinking and Redesigning Building Generative Enterprises Creating: Seeing beyond reactive Systems problem solving Reflection & Collaborating Across Boundaries (The Fifth Discipline, 2007 Necessary Revolution, 2008)