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Definitions

7 Dimensions of Organizational Learning

the extent to which leaders act strategically using learning to create change

I build cathedrals

the future is uncertain.

no leader has all the answers

more important to be right at the end of a meeting, than at the beginning

if someone asks me what I do

I build the future

build the future

change the game

better yet, empower everyone around you to help

You cannot predict the future, but you can create it.

put some thought into what you are working on

if you work on the wrong thing, it doesn't matter how hard you work

THE FUTURE IS CERTAINLY UNCERTAIN

hard work doesn’t always pay off

be afraid of not learning

be afraid of succeeding at something meaningless

don't be afraid of mistakes

don't be afraid of failing at something great

“I use special techniques to shape stones in an exceptional way, here let me show you”

“I’m paid to cut stones”

Success and Failure

is highly correlated with the degree of ‘Organizational Learning’

  • continuous learning
  • inquiry and dialog
  • team learning
  • empowerment
  • embedded system
  • system connection
  • strategic leadership

continuous learning

represents an organization’s effort to create continuous learning opportunities for ALL of its members

inquiry and dialog

an organization’s effort in creating a culture of questioning, feedback, and experimentation

Is there a pattern?

team learning

spirit of collaboration and the collaborative skills that undergird the effective use of teams

these are legacy culture smells

empowerment

encourage feedback and action to address the gap between the current status and the vision regardless of rank

embedded system

‘that decision is above my paygrade’

failure

manager

infrastructure

establish systems to capture and share learning

system connection

devops

employee

‘that’s not my job’

I’ve seen good bit.

developer

software

Pareto Inefficient Nash Equilibrium

actions to connect the organization to its internal and external environment

possible to make an individual better off without making any individual worse off

but no one will change their strategy

founder

agile

until the game changes

strategic leadership

success

Are we deliberately cultivating learning organizations?

our organizations?

how would we measure these dimensions?

our colleagues?

ourselves?

Are we deliberately cultivating?

an allocation of resources in which it is impossible to make any one individual better off without making at least one individual worse off

the dimensions of organizational learning questionnaire

Pareto Efficient

Watkins and Marsick

in my organization?

we are in the middle of inventing our culture.

--Patty McCord

We talk about culture...

The real company values, as opposed to the nice sounding values, are shown by who gets rewarded, promoted, or let go.

--Patty McCord

In my organization,

people openly discuss mistakes in order to learn from them

no player has anything to gain by changing strategy unilaterally

Nash Equilibrium

In my organization,

people identify skills they need for future work tasks

the study of mathematical models of conflict and cooperation between intelligent rational decisions makers

GAME THEORY

In my organization,

people are encouraged to ask “why” regardless of rank

we are co-creating the game

In my organization,

groups focus both on the group’s task and on how well the group is working

acting to maximize a utility function

Rational

My organization builds alignment of visions across different levels and work groups

@littleidea

the payoffs for a given strategy has changed

what does that mean?

how powerful would it be if those were NOT questions?

the game is changing

disclaimer

a school of thought

what if those were statement?

software eating the world

and not just is words and spirit but deliberately incentivized

the

game

was

about

to

change

WE ARE LEADERS

come at me

In the 1960s, GM averaged a 48.3% share of the U.S. car and truck market

the

game

had

changed

...mentally and physically unprepared

Lorentz Transformations

confident™

WHAT HAPPENS WHEN THE GAME CHANGES?

CERTIFIED

MASTER

CERTAINTY...

leadership is not a solved problem

Certainty?

PATHOLOGICAL

and without 'learning'...

inspect and adapt

build, measure, learn

observe, orient, decide, act

PREDICATED ON LEARNING

gain from stimuli

plan, do, check, act

ASSERTION

REAL TALK

lean startup

Agile™

we live in amazing times

anti-fragile

OODA loop

PDCA cycle

is acquiring new, or modifying and reinforcing, existing knowledge, behaviors, skills, values, or preferences and may involve synthesizing different types of information.

CYNEFIN

Learning:

a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task

Studies of leadership have produced theories involving traits, situational interaction, function, behavior, power, vision and values, charisma, and intelligence...

Leadership:

and challenges...

you are either building a learning organization...

or you will be losing to someone who is...

You must be the change you wish to see in the world. – Mahatma Gandhi

with incredible opportunities

'there is nothing new to discover'

leading learning organizations

stretch 2013

Andrew Clay Shafer

leading learning organizations

stretch 2013

Andrew Clay Shafer

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