the learning organization (agilia2017)
TRANSCRIPT
Learning to Learn: Leadership For Business
Agility
1889
1958
1980
1990
Learn from your customer
Experimentation
Learning
Business Agility
How to nurture business agility?
Management vs. Leadership
Management evolution
1st Industrial revolution • Consumer • Management 1.0 • Workforce • Productivity • Scientific management
Factory produced goods
2nd Industrial revolution • Mass consumption
(Consumerism) • Management 2.0 • Semi-skilled workforce • Efficiency • Mass production • TPS, Lean, TQM …
Affordable factory-produced goods
3rd Industrial revolution • Pro-sumer • Management 3.0 • Knowledge worker • Complexity • Customization • Agile
Customized & highly-affordable goods.
Customization
Why does it start in the software industry?
Agile…
…15 years after the manifesto.
Management for the
3rd Industrial revolution
Customization
Leadership evolution
Leadership for the
3rd Industrial revolution
Leadership for learning
“The only way to win is to learn faster than anyone else.” - Eric Ries
“A learning organization is an organization that is continually expanding its capacity to create its future.”
- Peter Senge
“Business Agility is the capability to continuously learn about the inside
and the outside of your organization” -Angel Diaz-Maroto
Develop learning capabilities at all levels.
Leadership for Learning
Do you want to try?
What is learning?
KnowledgeExperience
Transformation
Learning as an act of understanding through
Source “the Newfield Network” ontologycal coaching.
Leadership for Learning spectrum
Organizational change
Interact
Act
Be Culture
PERSONAL
DIMENSION
COLLECT IVE
DI
MENSION
InteractPERSONAL
DIMENSION
COLLECT IVE
DI
MENSION
Interact
Be
PERSONAL
DIMENSION
COLLECT IVE
DI
MENSION
Observa(on Needs Feelings Requesttotheother
Requesttothemyself
Requesttosomeone
else
Interact
Act
Be
PERSONAL
DIMENSION
COLLECT IVE
DI
MENSION
Observa(on Needs Feelings Requesttotheother
Requesttothemyself
Requesttosomeone
else
Interact
Act
Be
PERSONAL
DIMENSION
COLLECT IVE
DI
MENSION
Observa(on Needs Feelings Requesttotheother
Requesttothemyself
Requesttosomeone
else
Organizational change
Interact
Act
Be Culture
Structure
Complexity thinking
PERSONAL
DIMENSION
COLLECT IVE
DI
MENSION
Processes
Structure
Culture
Observa(on Needs Feelings Requesttotheother
Requesttothemyself
Requesttosomeone
else
Organizational change
Interact
Act
Be Culture
Structure
Process
Complexity thinking
PERSONAL
DIMENSION
COLLECT IVE
DI
MENSION
Processes
Structure
Culture
Observa(on Needs Feelings Requesttotheother
Requesttothemyself
Requesttosomeone
else
Organizational change
Interact
Act
Be Culture
Structure
Process
Complexity thinking
PERSONAL
DIMENSION
COLLECT IVE
DI
MENSION
Processes
Structure
Culture
Observa(on Needs Feelings Requesttotheother
Requesttothemyself
Requesttosomeone
else
Organizational change
Interact
Act
Be Culture
Structure
Process
Complexity thinking
PERSONAL
DIMENSION
COLLECT IVE
DI
MENSION
Processes
Structure
Culture
Observa(on Needs Feelings Requesttotheother
Requesttothemyself
Requesttosomeone
else
Interact
Act
Be Culture
Structure
Process
Complexity thinking
PERSONAL
DIMENSION
COLLECT IVE
DI
MENSION
Processes
Structure
Culture
Observa(on Needs Feelings Requesttotheother
Requesttothemyself
Requesttosomeone
else
Organizational change
Interact
Act
Be Culture
Structure
Process
Complexity thinking
PERSONAL
DIMENSION
COLLECT IVE
DI
MENSION
Processes
Structure
Culture
Observa(on Needs Feelings Requesttotheother
Requesttothemyself
Requesttosomeone
else
Organizational change
Interact
Act
Be Culture
Structure
Process
Complexity thinking
PERSONAL
DIMENSION
COLLECT IVE
DI
MENSION
Processes
Structure
Culture
#LeadersDancefloor
#LeadersDancefloor The leadership dance floor. By: Angel Diaz-Maroto @adiazmaroto
Enemies of Learning
Julio Olaya - ontologycal coaching.
• Inability to admit that I don’t know • Unwillingness to allow others to teach me; • Lack of priority for learning • Resentment, Resignation and Anxiety; • The desire for clarity all of the time • Inability to unlearn
Source “the Newfield Network” ontologycal coaching.
What leadership behaviours obstruct your organization from learning?
• Inability to admit “I don’t know” • You don’t know that you don’t know, but you act as you do; • I should already know • Living in the belief “I cannot learn, given who I am” • Inability to unlearn • Making everything trivial, not taking your learning seriously • Not prioritizing learning • Confusing learning with acquiring information • Addiction to answers or novelty • Not giving others permission to teach us • Don’t trust ourselves • Don’t trust our teachers • Forgetting the domain of emotions and its impact on learning • Forgetting the body as a domain of learning
Source “the Newfield Network” ontologycal coaching.
Friends of Learning
• Willingness to admit “I don’t know” • Active Listening • Openness • Respect and Admiration • Willingness to question your questions • A mood of perplexity and inquiry • Curiosity
Source “the Newfield Network” ontologycal coaching.
What leadership behaviours encourage your organization to learn?
• Willingness to admit “I don’t know” • Active Listening • Openness • Respect and Admiration • Willingness to question your questions • A mood of perplexity and inquiry • Curiosity
Source “the Newfield Network” ontologycal coaching.
What is leadership for business Agility?
Leadership for learning
@adiazmaroto
Angel Diaz-Maroto @adiazmaroto www.agilar.org
@adiazmarotoAngel Diaz-Maroto
www.agilar.org
CAL
Leading Organizational
Change
Complexity thinking
Personal Dimension
Be
ActObserva(on Needs Feelings Requestto
theother
Requesttothemyself
Requesttosomeone
else
Interact
Culture
Structure
Process
Processes
Structure
Culture
Collective Dimension
Leadership Dancefloor