creating a learning organization_11may2012

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    Creating a

    Learning Organization

    May 11, 2012

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    Board Strategic Priority IV: DRIVE CHANGE

    THROUGH EMPLOYEE ENGAGEMENT

    Develop a learning organization strategy andaction plan that:

    1. Educatesthe Agency on innovative approaches toproblem solving

    2. Expandsour current learning strategy fromfocusing solely on individuals to focusing on teams

    and cross-functional processes, and3. Incorporates systems-thinking into the

    decision making process.

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    Relationship to Employee Engagement

    Employee Engagement

    Willingness to Learn &Perform at Work

    Learning Organization

    Building Blocks

    Increased Learning &

    Organizational Results

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    Definition of a

    Learning Organization

    A learning organization is an

    organization skilled at creating,acquiring, and transferring knowledge,

    and at modifying its behavior to

    reflect new knowledge and insights.

    David A. Garvin (July August, 1993.) Bui ldi ng a Learn ing Organization. Harvard Business Review.

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    Why Create a Learning Organization?

    To sustain high performance,organizat ions mus t bui ld the capaci ty to

    learn and keep changing over time.

    Scott Keller and Colin Pr ice (June, 2011). Organizational H ealth:

    The Ul timate Competi tive Advantage. McKinsey Quarterl y.

    71

    1999-2009

    238

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    5 Disciplines of a Learning Organization

    1. Personal Mastery

    2. Mental Models

    3. Building Shared Vision

    4. Team Learning

    5. Systems Thinking

    Peter Senge (1990). The F ifth Discipl ine.

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    Systems Thinking

    The problem is that organizations often

    detect and correct errors (single-loop

    learning)instead of unearthing the causes

    of these errors and the changes requiredfor future prevention and improved output

    (double-loop learning.)

    Abraham Carmeli and Zachary Sheaff er (2008). Journal of Applied Behavioral Science.

    Are we doing things right?

    &Are we doing the right

    things?Gkhan Torl ak (2011). Learn ing Organizations. Jour nal of Economic and Social Research 6 (2), 87-116.

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    After Action Reviews

    The U.S. Armys After Action Review (AAR)

    involves a systematic debriefing after every

    mission, project, or critical activity. This

    process is framed by four simple questions:

    1. What did we set out to do?

    2. What actually happened?3. Why did it happen?

    4. What do we do next time?

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    Learning Organization Activities

    Systematic problem solving

    Experimentation with new approaches

    Learning from their own experience and past history

    Learning from the experiences and best practices of

    others

    Transferring knowledge quickly and efficiently

    throughout the organization

    Building a Learning Organization. Corporate Leadership Council (2002)

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    Building Blocks of a Learning Organization

    A supportive environment

    Concrete learning processes

    Leadership that reinforces learning

    David A. Garvin , Amy C. Edmondson, and Fr ancesca Gino (M arch, 2008).

    I s Yours a Learning Organization? Harvard Business Review.

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    Building Blocks Initiatives

    Bus Operator Succession to Supervisor(BOSS)

    Rail Operator Supervisory Development

    (ROSS)

    License to Lead

    Leadership DARTLeadership Foundations

    Multi-Agency Exchange (MAX)

    Leadership

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    Relationship to Employee Engagement

    Employee Engagement

    Willingness to Learn &Perform at Work

    Learning Organization

    Building Blocks

    Increased Learning &

    Organizational Results

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    Resources

    Harvard Business Review Article

    Is Yours a Learning Organization?

    By David A. Garvin, Amy C. Edmondson and FrancescaGino

    Websites:

    www.Learning.tools.hbr.org

    www.Los.hbs.edu

    www.Hbr.org

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    Contact Information

    Teana Bush, PHR

    [email protected]

    214-749-2977

    mailto:[email protected]:[email protected]