1 Learning Organizations May 11, 2010 MGMT 4000, Harvard Extension School Linda Miklas and Christina Dunn Finegold

2 The Learning Organization According to Peter Senge (1990: 3) learning organizations are: learning organizationslearning organizations …organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together. Source:

3 Disciplines of Learning The dimension that distinguishes learning from more traditional organizations is the mastery of certain basic disciplines or ‘component technologies’. The five that Peter Senge identifies are said to be converging to innovate learning organizations. They are: The dimension that distinguishes learning from more traditional organizations is the mastery of certain basic disciplines or ‘component technologies’. The five that Peter Senge identifies are said to be converging to innovate learning organizations. They are: Systems thinking Systems thinking Personal mastery Personal mastery Mental models Mental models Building shared vision Building shared vision Team learning Team learning Source:

4 Successful Development Judy Rosenblum, retired Vice President and Chief Learning Officer at Coca-Cola, suggests these principles for successful development of a company-wide learning strategy: Learning should not be passively managed Learning should not be passively managed Learning is a process vs. event Learning is a process vs. event Leadership in a learning environment requires flexibility–Leaders need to provide the opportunity for learning and strongly encourage employees to participate; conversely, employees should be empowered to find their own learning opportunities Leadership in a learning environment requires flexibility–Leaders need to provide the opportunity for learning and strongly encourage employees to participate; conversely, employees should be empowered to find their own learning opportunities Learning strategies are most effective when learning as a value is adopted company-wide and opportunities for learning are embraced at all levels Learning strategies are most effective when learning as a value is adopted company-wide and opportunities for learning are embraced at all levels Learning should be defined as either a people issue or a business issue, with connections between the two, clearly expressed Learning should be defined as either a people issue or a business issue, with connections between the two, clearly expressed The link between learning business strategy should be clearly defined The link between learning business strategy should be clearly defined Learning cultures are vital for the adoption and maintenance of learning strategies; asking “why?” Learning cultures are vital for the adoption and maintenance of learning strategies; asking “why?” Source: Creating an Organization-Wide Learning Strategy, April 2001,

5 Experience-Based Development Conscious Development in Role Conscious Development in Role Help employees to consciously extract development value from current role Help employees to consciously extract development value from current role Stretch Opportunities Stretch Opportunities Assign additional projects or responsibilities that encourage the development of targeted skill areas and provide an opportunity to work on “next-level” job responsibilities Assign additional projects or responsibilities that encourage the development of targeted skill areas and provide an opportunity to work on “next-level” job responsibilities Rotations/Transfers Rotations/Transfers Move employees into new positions, whether in shape of a temporary job rotation, a lateral transfer (e.g., geographic, cross- functional), or a specific “crucible” role, to provide participants with a range of business and leadership experiences Move employees into new positions, whether in shape of a temporary job rotation, a lateral transfer (e.g., geographic, cross- functional), or a specific “crucible” role, to provide participants with a range of business and leadership experiences Source: Maximizing On-the-Job Experiences for Development, December 2008,

6 Learning through Inquiry Question Everything!

7 Galbraith’s Star Model Are we set for success? Processes People Rewards Structure Strategy Source: 2009 Corporate Executive Board, Corporate Leadership Council’s “Frameworks for Organizational Design”

8 Where Might We Apply? Clarity Clarity Communication Communication Rigor Rigor

9 10 Commandments for Implementing Change Todd Jick What does this change require? 1. Analyze the organization and its need for change 2. Create a shared vision and common direction 3. Separate from the past 4. Create a sense of urgency 5. Support a strong leaders role 6. Line up political sponsorship 7. Craft an implementation plan 8. Develop enabling structures 9. Communicate, involve people and be honest 10. Reinforce and institutionalize the change

10 Table Discussions

11 Congratulations!

12 Execution: The Discipline of Getting Things Done What adjustments have we made? People Operations Strategy Source: Execution: The Discipline of Getting Things Done. Bossidy, Larry and Charan, Ram, 2002, Crown Business.

13 How’s My Team? ResultsAccountabilityCommitmentConflictTrust Five Dysfunctions of a Team by Patrick Lencioni

14 Do I Have the Right People in the Right Jobs? Skills Knowledge HayGroup= Achievement Power Affiliation Butler = Passion Connection Achievement Power A Powerful New Model = Acquire Bond Comprehend Defend Inner Work Life = Creativity Productivity Commitment Collegiality

15 Circle of Influence From Stephen Covey’s, The Seven Habits of Highly Effective People Concern Influence Where does the opportunity exist?

16 Handouts for Table Discussion

17 Execution: The Discipline of Getting Things Done People Operations Strategy Source: Execution: The Discipline of Getting Things Done. Bossidy, Larry and Charan, Ram, 2002, Crown Business.

18 The Five Dysfunctions of a Team ResultsAccountabilityCommitmentConflictTrust Five Dysfunctions of a Team by Patrick Lencioni

19 Iceberg Model Skills Knowledge HayGroup= Achievement Power Affiliation Butler = Passion Connection Achievement Power A Powerful New Model = Acquire Bond Comprehend Defend Inner Work Life = Creativity Productivity Commitment Collegiality

20 Circle of Influence From Stephen Covey’s, The Seven Habits of Highly Effective People Concern Influence