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Learning
OrganizationsMay 11, 2010
MGMT 4000, Harvard Extension SchoolLinda Miklas and Christina Dunn Finegold
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Disciplines of LearningThe dimension that distinguishes learning from moretraditional organizations is the mastery of certain basicdisciplines or component technologies . The five thatPeter Senge identifies are said to be converging to
innovate learning organizations. They are:Systems thinkingPersonal masteryMental modelsBuilding shared vision
Team learning
Source: http://www.infed.org/thinkers/senge.htm
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Experience-BasedDevelopment
Conscious Development in RoleHelp employees to consciously extract development value fromcurrent role
Stretch Opportunities Assign additional projects or responsibilities that encourage thedevelopment of targeted skill areas and provide an opportunity towork on next -level job responsibilities
Rotations/TransfersMove employees into new positions, whether in shape of atemporary job rotation, a lateral transfer (e.g., geographic, cross-functional), or a specific crucible role, to provide participantswith a range of business and leadership experiences
Source: Maximizing On-the-Job Experiences for Development, December 2008, www.corporateleadershipcouncil.com
http://www.corporateleadershipcouncil.com/http://www.corporateleadershipcouncil.com/8/14/2019 Class 15 Learning Organizations.ppt
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Learning through
InquiryQuestion Everything!
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Where Might We Apply?
Clarity
Communication
Rigor
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10 Commandments forImplementing Change Todd Jick
What does this change require?
1. Analyze the organization and its need for change2. Create a shared vision and common direction3. Separate from the past4. Create a sense of urgency5. Support a strong leaders role6. Line up political sponsorship
7. Craft an implementation plan8. Develop enabling structures9. Communicate, involve people and be honest10. Reinforce and institutionalize the change
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Table Discussions
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Congratulations!
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Execution:The Discipline of Getting Things Done
What adjustments
have we made?
People
OperationsStrategy
Source: Execution: The Discipline of Getting Things Done. Bossidy, Larry and Charan, Ram, 2002, Crown Business.
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Hows My Team?
Results
Accountability
Commitment
Conflict
TrustFive Dysfunctions of a Teamb y Patr ick L encion i
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Do I Have the Right People in theRight Jobs?
Skills
Knowledge
HayGroup=Achievement
PowerAffiliation
Butler =Passion
ConnectionAchievement
PowerA Powerful New Model =
AcquireBond
ComprehendDefend
Inner Work Life =Creativity
ProductivityCommitmentCollegiality
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Circle of Influence
From Stephen Coveys, The Seven Habits of Highly Effective People
Concern
Influence
Where does the opportunity exist?
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Handouts for Table
Discussion
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Execution:The Discipline of Getting Things Done
People
OperationsStrategy
Source: Execution: The Discipline of Getting Things Done. Bossidy, Larry and Charan, Ram, 2002, Crown Business.
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The Five Dysfunctions of a Team
Results
Accountability
Commitment
Conflict
TrustFive Dysfunctions of a Teamb y Patr ick L encion i
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Iceberg Model
Skills
Knowledge
HayGroup=Achievement
PowerAffiliation
Butler =Passion
ConnectionAchievement
PowerA Powerful New Model =
AcquireBond
ComprehendDefend
Inner Work Life =Creativity
ProductivityCommitmentCollegiality
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Circle of Influence
From Stephen Coveys, The Seven Habits of Highly Effective People
Concern
Influence