for Westrec Principals Jim Schuman Fortune Alsweet Weiss amp Schuman Inc October 15 2014 1 PREMISE Humans designed for learning Psychology 501 Experiences with children 2 FACTS ID: 247466
Download Presentation The PPT/PDF document "Learning Organization Principles" is the property of its rightful owner. Permission is granted to download and print the materials on this web site for personal, non-commercial use only, and to display it on your personal computer provided you do not modify the materials and that you retain all copyright notices contained in the materials. By downloading content from our website, you accept the terms of this agreement.
Slide1
Learning Organization Principles for Westrec Principals
Jim SchumanFortune, Alsweet, Weiss & Schuman, Inc.October 15, 2014
1Slide2
PREMISEHumans designed for learning
Psychology 501Experiences with children
2Slide3
FACTS KIDS DON’T RESIST CHANGE
They resist being changed…Except when damp…3Slide4
PROVERBIAL “RIGHT” ANSWER RAMIFICATIONS
React _______________________________Guess _______________________________Respond _____________________________
Peer _________________________________
4Slide5
PROGRESSION OR REGRESSIONPRESCHOOL TO ELEMENTARY TO MIDDLE TO HIGH SCHOOL TO COLLEGE & BUSINESS
Increasing ______________________Folks do not want to
Be
_____________________________
Or
look ________________________
5Slide6
QUIZ: “WALLY”What kind of men can never die of old age?
___________________________________ What three-letter word completes the first word and starts the second?DON CAR ___________________
Why do women in Argentina own more shoes than women in Columbia?
____________________________________
Who are the most dependable staff in a hospital?
____________________________________
What does a duck do if it flies upside down?
____________________________________
How can a man switch off a light that’s 10 feet from his bed and then get into bed before it is dark?
_____________________________________
6Slide7
WHAT’D YA GETRight Answers?
Competitions and comparisons…Ramifications7Slide8
WHAT’D YOU LEARN?So what?
What’s worth knowing?So What?8Slide9
STATISTICS AND DANG STATISTICS1990 versus 1980
69% of Fortune 500 industrials had _____________________Dominant business philosophy: “The top _________ and the local ________”
Leaders focused on ________ or _________ of the organization.
Over-whelmed by the forces of status quo
9Slide10
STATISTICS AND DANG STATISTICSIn 2012, only 12% of those firms remained
Key to survival --- and for those 88% who filled the ranks?“Abilities to run experiments in the margin”“Continually explored new business opportunities that create new sources for growth & revenue”
Audience examples
What companies come to mind?
Characteristics shared?
10Slide11
PETER SENGE & FUTURIST NOTIONS AT MITUnderstanding the past
The world is made of circlesWe have been thinking in straight lines…Collaboration is vital to sustain profound or deep change
Without it, organizations are overwhelmed by the ___________________________
Commitment cannot be forced
Nudge, nudge --- inspire a little here and there
Back to the ________________________
11Slide12
PETER SENGE & FUTURIST NOTIONS AT MITSenge
& The Sloan School of ManagementAdaptive and generational thinking…So What?
Creative answers!
His team understood that as change accelerated
Then rapid adaptation had to follow
12Slide13
PETER SENGE & FUTURIST NOTIONS AT MITLinear Steps ---- A
to B to C to D no longer adequateLinear problems:S-S-M-T- _ - _ -F
J-F-M-A- _ - _
O-T-T- _ - _ -S-S-E- _ - _
78 + 67.5 – 3.97 + 30% of 180 = ______
13Slide14
PETER SENGE & FUTURIST NOTIONS AT MIT Generational problems:
The English names of 2 major European cities fit the pattern belowCan you name them? __U__ __CH
14Slide15
PETER SENGE & FUTURIST NOTIONS AT MITThink of a five-letter answer to the clue on top. Then add a “K” to the letters and rearrange them to make a six letter answer to the clue on the bottom.
Moisten the thanksgiving turkey __________________________Woven item ___________________________
or
Garden statuette ________________________
Laos border river ________________________
15Slide16
SUSTAINABLE COMPETITIVE ADVANTAGEPrincipals must demonstrate and require increased adaptability
“The only sustainable competitive advantage is the organization’s ability to learn faster than the competition”So what?
16Slide17
LEARNING ORGANIZATIONSConsummately adaptive & creative learning
TargetsNot just right answersGenerative or creative answers
What if?
17Slide18
LEARNING ORGANIZATIONS Opportunities for constant renewal
Through learning we re-create ourselvesEnabled to do new thingsDo some things thought impossible
Re-perceive our world & relationship to it
Extend capacities to
create &
regenerate
Become part of a regenerative process
18Slide19
GENERATIONAL THINKING --- REAL WORLD TESTSApplications
Many clients are focusing on generative learning strategiesCreating and driving improvementsPeople and performance
TQM --- A process, not a program
19Slide20
GENERATIONAL THINKING --- REAL WORLD TESTSEvolution emphasis --- “Loopage”
Competitive plan based on continuous study of data and feedbackManagement focused on continuous improvement processAppraisals rate and review performance
Requires new ways to look at the world
Understand systems that control events
React quickly
Kaizen and Six Sigma ---- Worth your exploration?
Look at the new “generation” of companies
20Slide21
LEADERS’ NEW WORKToday most successful organizations became learning organizations
Why did “old companies” become extinctTraditional leaders were people who set the company’s directionMade key decisions
“Energized the troops…”
Charisma is their gift in the short term --- but a fickle asset
Incompetency was tolerated
21Slide22
LEADERSHIP IN LEARNING ORGANIZATIONSDesigners, Teachers, and Stewards --- Not charismatic heroes
Requires new skill sets:Ability to build a shared visionAbility to identify and challenge prevailing “mental models” or ways that business is done
Ability to identify audiences
Ability to identify new products or services
Ability to foster new thinking
22Slide23
LEADERSHIP IN LEARNING ORGANIZATIONSLeaders in learning organizations are responsible for building organizations where people are:
Continually expanding their capabilitiesShaping the organization and their futuresLeaders are responsible for learning
And leading change
23Slide24
CREATIVE TENSIONCreative tension --- The integrating principle
Leader’s vision begins with this principleCurrent realitySeeing clearly where we want to be as an organization
Understanding “our vision”
Telling the truth about where we are---Our current reality
24Slide25
CREATIVE TENSIONCreative tension exerciseDemonstration
So, what’d ya learn?AnalogiesGaps between vision and current reality
Two resolution options: Strategic Visions
Raising current reality toward the vision
Lowering the vision
25Slide26
CREATIVE TENSIONIndividuals, groups, teams and organizations who learn how to work with creative tension use the energy generated to move reality more reliably toward their strategic vision
Without vision there is no creative tensionAnalysis paralysis
The principle of creative tension teaches that an accurate picture of the current reality is as important as a compelling picture of the desired future
26Slide27
CREATIVE TENSIONLeading through creative tension is different than solving problems
Problem solving usually involves external motivationGet it done!Creative tension triggers intrinsic motivation
What if…?
27Slide28
NEW ROLES Traditional authoritarian image: The boss is calling the shots
Overly simplified and inadequateSenge understands that leadership is intertwined with “culture formation”There have always been “designers, stewards and teachers” in organizations
However those roles take on new meaning in learning organizations
Demands new skills and tools
28Slide29
NEW ROLES Imagine that your region, marina, resort, harbor, park, rock company or office or affiliate is an ocean liner and that you are the “Leader”.
What is your role? ________________________________ ________________________________
________________________________
________________________________
29Slide30
NEW ROLESNeglected leadership role is “Designer”
No one has more sweeping influence than the designer“Turn starboard 30 degrees…”Rudder will only turn to port…
It’s futile to be the leader in an organization that is poorly designed
30Slide31
NEW ROLES Functions of design are rarely visible --- strategic
“Social Architecture” takes place behind the scenesRequire thought and “EEEEP” factorsPatience and “MBWA” will show benefits far in the future
Key: building a foundation of purpose and core values
31Slide32
NEW ROLESLeader as steward
Subtlest role of leadershipLeaders sense of leadership operates on two levelsAppreciation re the impact they have as models rather than critics
They involve folks so there is SE=SU=SC (courtesy Sandy!)
SE:_______________________________________
SU:_______________________________________
SC:_______________________________________
Driving engagement or commitment opportunities
Enrolled
Involved
Committed
32Slide33
NEW ROLESLeader as steward
All of us are smarter than one of usCrafting strategies and fostering strategic---and lateral---thinkingProcess
Scenario analysis
Encourage managers to think through how they would lead
Ferret out implications
Planning as a learning opportunity
33Slide34
NEW ROLESLeader as a teacher
First responsibility: Define RealityThe leader as teacher is not an authoritarian expertRather a collector of the views of others re the current reality
Consider events, patterns of behavior & system’s structure
Team goals: Listen and learning and planning for today & specific time frames
Collaborate
Invent
Design
Impact
34Slide35
LEADER’S FOCUSWhere’s their attention and the organization’s attention?
Traditional organization: “Event Explanation”Who did what to whom?Dooms leader to a reactive stance to change
Pattern of behavior explanations
Focus on long-term trends & assessing implications
Explain how, over time, organization can respond to shifting conditions
Structural explanations are the most powerful
Address underlying causes of behavior such that patterns of behavior can be changed
35Slide36
SO WHAT?Most leaders focus attention on events & patterns of behavior
Under their direction, their organizations do likewise…Leaders in learning organizations pay attention to their responsibilitiesDesigners, stewards and teachers
They teach and coach
They focus on stretching the organization with their colleagues
They collaborate, invent, design and impact their people customers & community
36Slide37
EXPECT THE UNEXPECTED --- OR YOU’LL NEVER FIND ITCheck out the rubber band
What’s next?Be dissatisfiedWhat are you dissatisfied about?
What are you going to do about that?
37Slide38
EXPECT THE UNEXPECTED---OR YOU’LL NEVER FIND ITDaring you to chart your course
When?What will it take to achieve your goals?Incremental accomplishments toward attaining goals
Starting with “Making your bed…”
Bill’s introduction to video
38