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Leading A Learning Organization - Stretch

7 dimensions of Organizational Learning, Pareto Inefficient Nash Equilibriums, and some sauce
by

Andrew Shafer

on 13 January 2014

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Transcript of Leading A Learning Organization - Stretch

leading learning organizations
stretch 2013
Andrew Clay Shafer
leading learning organizations
stretch 2013
Andrew Clay Shafer
disclaimer

a school of thought

'there is nothing new to discover'
Lorentz Transformations
Certainty?
leadership is not a solved problem
REAL TALK
@littleidea

we live in amazing times
with incredible opportunities
and challenges...
you are either building a learning organization...

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

Definitions
You must be the change you wish to see in the world. – Mahatma Gandhi
a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task
Leadership:
is acquiring new, or modifying and reinforcing, existing knowledge, behaviors, skills, values, or preferences and may involve synthesizing different types of information.
Learning:
Studies of leadership have produced theories involving traits, situational interaction, function, behavior, power, vision and values, charisma, and intelligence...
PREDICATED ON LEARNING
ASSERTION
Agile™
inspect and adapt
lean startup
build, measure, learn
anti-fragile
gain from stimuli
OODA loop
observe, orient, decide, act
PDCA cycle
plan, do, check, act
and without 'learning'...
PATHOLOGICAL
CERTAINTY...
WHAT HAPPENS WHEN THE GAME CHANGES?
CERTIFIED
MASTER
confident™
...mentally and physically unprepared
the
game
had
changed

In the 1960s, GM averaged a 48.3% share of the U.S. car and truck market
the
game
was
about
to
change
software eating the world
the game is changing
what does that mean?
the payoffs for a given strategy has changed
GAME THEORY
the study of mathematical models of conflict and cooperation between intelligent rational decisions makers

Rational
acting to maximize a utility function
Nash Equilibrium
no player has anything to gain by changing strategy unilaterally
Pareto Efficient
an allocation of resources in which it is impossible to make any one individual better off without making at least one individual worse off
Pareto Inefficient Nash Equilibrium
possible to make an individual better off without making any individual worse off

but no one will change their strategy
until the game changes
CYNEFIN
I’ve seen good bit.
software
infrastructure
agile
devops
employee
founder
success
failure
developer
manager
Is there a pattern?

is highly correlated with the degree of ‘Organizational Learning’

Success and Failure
7 Dimensions 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
team learning
spirit of collaboration and the collaborative skills that undergird the effective use of teams
empowerment
encourage feedback and action to address the gap between the current status and the vision regardless of rank
embedded system
establish systems to capture and share learning
system connection
actions to connect the organization to its internal and external environment
strategic leadership
the extent to which leaders act strategically using learning to create change
how would we measure these dimensions?
the dimensions of organizational learning questionnaire
Watkins and Marsick
in my organization?
In my organization,
people openly discuss mistakes in order to learn from them
In my organization,
people identify skills they need for future work tasks
In my organization,
people are encouraged to ask “why” regardless of rank
In my organization,
groups focus both on the group’s task and on how well the group is working
My organization builds alignment of visions across different levels and work groups
how powerful would it be if those were NOT questions?
what if those were statement?
and not just is words and spirit but deliberately incentivized
WE ARE LEADERS
we are co-creating the game
The real company values, as opposed to the nice sounding values, are shown by who gets rewarded, promoted, or let go.

--Patty McCord
we are in the middle of inventing our culture.
--Patty McCord
“I’m paid to cut stones”

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

We talk about culture...
Are we deliberately cultivating?
ourselves?
our colleagues?
our organizations?
Are we deliberately cultivating learning organizations?
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
don't be afraid of mistakes

be afraid of not learning
‘that’s not my job’
‘that decision is above my paygrade’
these are legacy culture smells
hard work doesn’t always pay off
if you work on the wrong thing, it doesn't matter how hard you work
put some thought into what you are working on
better yet, empower everyone around you to help
don't be afraid of failing at something great
be afraid of succeeding at something meaningless
if someone asks me what I do
I build the future
build the future
change the game
THE FUTURE IS CERTAINLY UNCERTAIN
You cannot predict the future, but you can create it.
come at me
Full transcript