Building a Learning Organization

Download Building a Learning Organization

Post on 18-Jan-2017




2 download

Embed Size (px)


<ul><li><p>BUILDING A LEARNING ORGANIZATION</p><p>DUONG Trong Tan, Agilead</p></li><li><p>Who knew the termLearning Organizationbefore?</p></li><li><p> Setting new standards in all segments it enters</p><p> Speed and (not or) quality </p><p> VinGroup Learning Organization:</p><p> All employees must learn (~100hrs/year) </p><p> All managers must teach (1hr/week) Forever Entrepreneurship'</p></li><li><p>FPT Corporation: Year of Learning (2015)</p><p> Constructivism MOOC Learning Organization</p><p>2015 - YEAR OF LEARNING </p><p>ConstructivismLean Startup</p><p>MOOC</p><p> Establish FPT Corporate University </p><p> Bring MOOC to all: minimum 1 course/year All managers must learn or teach</p><p> Mentor-Mentee Program</p><p> Genghis Khan policy to encourage entrepreneurship</p><p>Mr. Truong Gia Binh, Chairman of FPT, in his pubic seminar TGB on LeadershipPhoto:</p><p>Learning Organization</p></li><li><p>Corporate Universities Everywhere</p></li><li><p>Learning is at the core of many start-ups</p><p>Lean Startup</p></li><li><p>"The rate at which organization and individual </p><p>learning may well become the only sustainable </p><p>competitive advantage</p><p>- Ray Stata, Analog Devices</p></li><li><p>Learning Organization: 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. - P. Senge</p><p>What is learning organization?</p><p>A learning organization is an organization skilled at creating, acquiring and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights. D. Garvin</p></li><li><p>Is your organization aLearning Organization?</p></li><li><p>Why Learning Organization is hard?</p><p>1. The concept is too abstract2. Targeting mostly at executive level</p><p>3. Fixed Mindset 4. Too busy to improve anything 5. Overreliance on past performance</p><p>6. Lacking of practical practices &amp; tools </p></li><li><p>Building a learning organization, step-by-step</p><p>Individual Team Organization</p></li><li><p>Individual Learning</p><p> Corporate-Led Training Program Self-directed Learning </p><p> Utilizing MOOC/Online Learning Accessible Self-paced Personalized Cost-effective</p><p> Policy: All staffs must learn</p></li><li><p>react-text:128Dr.BarbaraOakley/react-textreact-text:129,ProfessorofEngineering /react-textIndustrial&amp;SystemsEngineering, OaklandUniversity</p><p>LEARNING HOW TO LEARN</p><p></p><p>on Planning to learn Reading Asking questions Searching and evaluating information Taking note and organizing information How to develop mastery Illusions of learning, memory techniques, </p><p>dealing with procrastination</p><p> How to evaluate learning 1.4M+ learnersin 14 languages(including Vietnamese)</p><p>Dr. Barbara, Professor of Engineering Industrial &amp; Systems Engineering, Oakland University</p><p>Terrence Sejnowski, Francis Crick Professor at the Salk Institute for Biological Studies Computational Neurobiology Laboratory</p></li><li><p>Developing Mastery</p><p> One of key motivation factors (Pink)</p><p> One of 5 disciplines of LO (Senge) </p><p> Incrementally developed Time-consuming</p><p>react-text:128Dr.BarbaraOakley/react-textreact-text:129,ProfessorofEngineering /react-textIndustrial&amp;SystemsEngineering, OaklandUniversity</p><p>IgnitionDeep</p><p>Practice Talent</p><p>Coach</p><p>D.Coyle:Talent=DeepPractice+10000hrs</p><p>Dreyfusmodelofskillacquisition</p></li><li><p>Learning in Organizations is Experiential</p><p>Experience</p><p>Reflection</p><p>Conceptualization</p><p>Experimentation</p><p>ExperientialLearning,D.Kolb</p></li><li><p>Team Learning</p><p> Dialog/Debate Pairing/Coaching Group Work Apprenticeship Retrospectives</p><p> After-Action Reviews </p><p>react-text:128Dr.BarbaraOakley/react-textreact-text:129,ProfessorofEngineering /react-textIndustrial&amp;SystemsEngineering, OaklandUniversity</p><p>PLAN EXECUTE REVIEW</p><p>RETROSPECTRequirement Taskboard</p><p>Improvements</p><p>SCRUM HABITTHAT FOSTERS LEARNING</p><p>1. What did we set out to do?2. What actually happened?3. Why did it happen?4. What do we do next time?</p><p>On habit: people need avg. 66 days to form a habit. Keep trying.</p></li><li><p>Learning at Organization Level</p><p> Systematic Kaizen Programs Strategic Training Programs Knowlege Management Sharing Knowledge </p><p>Environment Online: KMS, Social Groups Offline: Seminars, Conferences, </p><p>Workshops Community of Practices</p><p> Tips: Develop modular, reusable </p><p>learning content Career Development Plan</p><p> New Roles Instructor Coach Mentor Knowledge Manager Learning Coordinator</p></li><li><p>Putting Togetther:THE SECI MODEL</p></li><li><p>Learning Organization Building Blocks</p><p>Environment Psychological safety Appreciation of </p><p>differences Openness to new ideas Time for reflection</p><p>Platform Processes Practices Policy Structure Tools</p><p>Leadership Vision Dialogue and debate Learning and mastery </p><p>encouragement Commitment Leaders learn first</p></li><li><p>Learning Organization Survey Developed by Prof. David </p><p>Garvin at Harvard For self-check and reflection A benchmark tool Used at groups &amp; organization </p><p>level</p><p></p></li><li><p>Knowledge Leaders</p><p> Create and maintain shared vision Active learners Teach, mentor &amp; coach others Foster learning and knowledge creation </p><p>in others Acknowledge and test mental models Engage in systems thinking Wise leaders</p></li><li><p>Our behavior is driven by a fundamental core belief: the desire, and the ability, of an organization to continuously learn from any source, anywhere; and to rapidly convert this learning into action is its ultimate competitive advantage. </p><p>Jack Welch, GE CEO</p></li><li><p>Thank you!</p><p></p></li><li><p>References</p><p> Coyle, Daniel. The talent code: Greatness isn't born, it's grown. Random House, 2010.</p><p> Garvin, David A., Amy C. Edmondson, and Francesca Gino. "Is yours a learning organization?." Harvard business review 86.3 (2008): 109.</p><p> Marquardt, Michael J. Building the learning organization. New York, NY: McGraw-Hill Companies, 1996.</p><p> Nonaka, Ikujiro, et al. Managing flow. Palgrave Macmillan, 2008. Senge, Peter M. The fifth discipline fieldbook: Strategies and tools for </p><p>building a learning organization. Crown Business, 2014. (Kindle version)</p></li></ul>