The Learning Organization
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Presentation at SoftShake Conference 2016. Why we don't learn enough? What are the right people and right environment for learning? Which processes must be in place to facilitate learning?
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The Learning Organization
- 2. Luca Merolla Master in Business Administration (MBA) B.Sc. Computer Science EPFL Attestation Startup Board Member PG Certificate in International Business Diploma in Managerial Economics Diploma in Management of Technological Innovation Diploma in Management of Information Systems linkedin.com/in/lucamerolla @lucamerolla
- 3. What is a Learning Organization?
- 4. Definition : “A learning organization is the business term given to a company that facilitates the learning of its members and continuously transforms itself.”
- 5. How do we facilitate learning? What prevent us from constantly transforming?
- 6. How does our brain works?
- 9. Confirmation Bias ❏ Favour information and opinions that confirm our beliefs ❏ Selectively search for evidence that support our beliefs ❏ Actively suppressing or discarding everything else that contradicts our beliefs
- 10. ❏ Intuitive thinking ❏ Involves emotions ❏ Simple mental rules ❏ Cognitive biases System 1 thinking
- 11. System 2 thinking ❏ Rational thinking ❏ Systematic ❏ Considered evaluation ❏ Logical conclusions
- 12. Extrinsic Motivation win an awardCompeting in a sport to... receive a promotionI work hard to... get a good gradeI study to... obtain acknowledgement, fame, respectI learn to...
- 13. Intrinsic Motivation I find it enjoyable and relaxingI read a book because... I feel content and fulfilledI develop a new skill because... I find it interesting and excitingI play a game because... it makes me feel goodI learn because...
- 14. Fixed-Mindset Thinking ❏ They believe intelligence and aptitude are fixed ❏ Are driven to perform for external rewards ❏ React defensively when they make mistakes ❏ Avoid situation where failure is likely ❏ Internal culture of fear
- 15. Growth-Mindset Thinking ❏ They believe intelligence and aptitude can grow with effort ❏ Are internally driven to master tasks or subjects ❏ Seek challenges and opportunities to extend their skills ❏ Are not destabilized by negative feedback ❏ Accept mistakes and failures
- 16. What is an High Performance Learning Organization
- 17. High Performance Learning Organization = The Right People + The Right Processes + The Right Environment
- 18. The right people
- 19. Self-determination Theory People has an innate psychological need for: ❏ Autonomy ❏ Effectiveness ❏ Relatedness Thus they will perform better if these conditions are met
- 20. Self-efficacy Theory ❏ Is our belief in whether we can or cannot do something ❏ Strong Self-efficacy ❏ More comfortable in tackling new challenges ❏ More likely to succeed ❏ Self-efficacy influence how we view threats ❏ Anxiety ❏ Stress
- 21. Theory X mindset Theory X Managers believe that: ❏ Employees are lazy and not ambitious ❏ Employees are resistant to change ❏ Management’s job is to use punishments and rewards to motivate and modify employees’ behaviors
- 22. Theory Y mindset Theory Y Managers believe that: ❏ Employees have the capacity to assume responsibility ❏ Employees can contribute to the organizational good ❏ Management’s job is to create the environment and opportunities for employees to grow
- 23. No one has ever admitted to be Theory X Manager! Still they behave and talk like...
- 25. Employee-centric policies Internal learning system should consistently align: ❏ Company culture ❏ HR policies ❏ Enable and promote learning mindsets and behaviors ❏ Measurements ❏ Rewards
- 26. High Employee Engagement To obtain High Employee Engagement organizations needs to stimulate a positive learning environment that meets employees needs for: ❏ Autonomy ❏ Effectiveness ❏ Growth ❏ Development ❏ Relatedness
- 27. High Employee Engagement Examples ❏ I have the opportunity to do what I do best ❏ In the last 6 months someone gave me feedback ❏ In the last year, I have had the opportunities to grow and develop ❏ At work, my opinions seem to count ❏ My supervisor, or someone at work, cares about me as a person ❏ I have a best friend at work
- 28. Learning Organization Culture ❏ Treating others with dignity and respect ❏ Free to speak policies ❏ Conditional permission to make mistakes that leads to learning ❏ Seeking for truth ❏ Seeking feedback and stress test beliefs
- 29. Behaviors counts! ❏ Being open minded ❏ Being empathetic and humble ❏ Managing one’s fear and other emotions ❏ Managing one’s ego defenses ❏ Actively listening ❏ Being positive emotionally
- 31. We overestimate how good we are At thinking, relating and learning and how much we think we know.
- 32. We operate too much on autopilot System 2 thinking and conversations are necessary for learning to occur
- 33. Although, a person can speak at only 100-150 words a minute The brain can process up to 600 words a minute
- 34. 50 % body language, 38% tone of voice Only 7% is represented by words Unspoken emotional messages
- 35. System 2 & Learning Conversations Learning is triggered by our engagement and emotional system. Setup constructive conversations Disagreement can be good: ❏ Being comfortable with disagreement ❏ Openly engage: no EGO about who is right or wrong
- 37. Help us to mitigate our tendencies to be lazy thinkers! Critical Thinking Tools can be useful in every domain of learning
- 38. Treat everything you think you know as hypotheses to be constantly re-tested by new data. Critical Thinking Tools can help to abandon any belief that is not supported by evidence
- 39. Critical Thinking Tools Examples ❏ Unpacking assumptions ❏ Toyota 5 Whys ❏ Lean Startup ❏ PreMortem Tool
- 40. “The good senior leader always go back and reset the assumptions underlying what they think it’s true.” Jeff Bezos, Amazon
- 41. Critical Thinking Exercises Write 2 articles for a newspaper in the future: ❏ My-company-name: a story of success ❏ The demise of my-company-name: a sad story Imagine to be replaced. Write a letter to your successor: ❏ What would you like your successor to do that you are not doing right now?
- 42. Why Organizations Don’t Learn Enough?
- 43. Biased toward SUCCESS We want to WIN! We don’t focus on the potential to learn
- 44. Biased toward ACTION Exhaustion Lack of reflection
- 45. Pain + Reflection = Progress 20% better performance on 4 weeks period for teams that systematically apply 15mins of reflection daily
- 46. Biased toward FITTING IN The need to conform can limit the strengths we bring to the organization
- 47. “It doesn’t make sense to hire smart people and tell them what to do; we hire smart people so they can tell us what to do.” Steve Jobs
- 48. Biased toward EXPERTS Experts of the… past. Resistance to change Lack of empowerment
- 49. Asking, not telling Humble inquiry is a necessary skill and process for learning conversations. It is a process discovery.
- 51. Meaningful work and meaningful relationships through radical truth and radical transparency Employees rated 4.4 out of 5 Bridgewater’s culture as key of its success
- 52. Radical Transparency Meetings are recorded and available to every employee You can’t talk behind somebody’s back
- 53. Best Independent Thinkers Through disagreement and thoughtful conversations you get to know the talents and weaknesses of people
- 54. Let’s agree to disagree Don’t let emotions hijack your thinking. Appreciation for the fact that people are different Why people cannot peacefully disagree?
- 55. Fail, Learn, Move Forward Fail is part of the process, not unusual
- 56. Culture of feedback Gets over who’s right or wrong. Focus on accurate or inaccurate
- 57. Bridgewater Associates’ Personal Growth Tools
- 58. Personal Growth Tools The 3 purposes of the Bridgewater Associates Personal Growth Tools are: ❏ Know people strengths and weaknesses ❏ Track performance over time ❏ Place people into position of their strengths
- 59. The Baseball Card Each employee has a daily Index score on how they perform The data is used for determining job and assignment fit
- 60. The Dot Collector & The Dot Connector Each employee has the possibility to evaluate every employee transparently
- 61. The Pain Button Each employee has an app on their phone to report their feelings The purpose is to write down and reflect on the “pain”
- 62. Feedback? Let’s try! Leave your transparent and honest feedback @lucamerolla #TheLearningOrganization #SoftShake
- 63. Thanks!
- 64. All the people who gave me accurate feedback... Special Thanks to... Mémé aurait aimé - Illustrations