The People Subsystem inMarquardt’s Learning Organization Model

From Building the Learning OrganizationMichael J. Marquardt (2011)

notes and summary

Ruth SandovalOLIT 514April 11, 2013

Marquardt’s System Learning Organization Model

Marquardt’s System Learning Organization Model is based on over 25 years’ experience with and study of learning organizations. The model includes and builds on systems models brought forward by others in the study of Organizational Learning including Chris Agyris, Donald Schon, and Peter Senge. Marquardt’s model is made up of 5 individual, but not separate sub-systems. He discusses that learning takes place at the levels of the individual, group, and organization and that there are types of learning that take place as well as skills utilized within this model.

Each part of Marquardt’s model is a component of the whole learning organization system. In his book, Building the Learning Organization (2011), he states that “all five are necessary to sustain viable, ongoing organizational learning”. And his study indicates that “all five of the sub-systems are dynamically related and complement one another”

Learning

LEVELSIndividual learning informs/feeds/affects group Group/Team learning informs organization Organizational learning/transformation

TYPES-Adaptive-Individual/group/organization reflects on past experience to modify future actions. (what has been done? What can be done?)-Anticipatory-Acquiring knowledge from envisioning various futures. (what are the possible outcomes or paths?)-Action-Learning while engaging in action (learn as you experience)

SKILLS-Systems Thinking-Conceptualize “bigpicture” of systems in place in order to modify and improve.- Mental models-Assumptions/ideas-Personal Mastery-Individual proficiency/learning- Self-Directed-Dialogue-Listening and communication between individuals

PeopleOrganization

TechnologyKnowledge

The Learning Subsystem

The People SubsystemEnabling and Empowering individuals within the organization

The People sub-system - represents how empowering and enabling people impacts and drives learning in an organization.

How does empowering and enabling people support learning?

ManagersLeaders

Employees

CommunitySuppliers

Customers

Partners and Alliances

Marquardt says that only people are able to learn. They are able to take information and transform it into valuable knowledge for the organization.

“Each of these groups must be empowered and enabled. If they are empowered but not enabled, they will have the necessary resources at their disposal,. But not the knowledge to effectively use them”

People

1. Develop Modular, exciting, and portable learning content2. Increase organization’s ability to learn how to learn3. Develop the discipline of organizational dialogue4. Design Career Development plans for employability5. Establish Self-development programs6. Build team learning skills7. Encourage and practice systems thinking8. Utilize scanning and scenario planning9. Expand multicultural and global mind-sets and learning10. Change the mental models of learning

Marquardt’s top 10 strategies for building Learning Subsystems

HOW CAN THESE STRATEGIES BE APPLIED TO ENHANCE LEARNING ?

Tools for Empowering/ EnablingManagers/Leaders

Example-Research and identify a strength-based training program such as Gallup’s Strengths Quest to bring to organization’s leaders empowering and enabling them to work from new and innovative mental models. They, in turn, can bring the new models to employees, customers, partners, suppliers, shifting the people in the organization to a learning mind set. Train employees to train others giving them the authority and knowledge to sustain the learning organization.

Example-Design time in leadership meetings for regular organizational visioning time, discussion of mental models, open time to challenge and test the current mental models. Create expectation for leadership to model this regularly for team meetings with peers and employees.

Example-Inspire and promote Action Learning by training leadership to engage employees in processes of solving complex issues and challenges. This can be accomplished by enlisting task teams to brainstorm, share innovative ideas, and solve issues as they occur. Give employees the authority to carry out solutions in a real-time fashion to directly affect outcomes.

INCREASE ABILITY TO LEARN HOW TO LEARN-MENTAL MODELS-ENCOURAGE AND PRACTICE SYSTEMS THINKING-DEVELOP ORGANIZATIONAL DIALOGUE-BUILD TEAM LEARNING

Shift to roles of leadership from Authoritative Leadership style to role of Coach, Mentor, Co-Learner, supporting and enabling others to learn. Engage in systems thinking, acknowledge and challenge mental models, and encourage creativity and employee involvement.

Tools for Empowering/EnablingEmployees

Example: Delegate authority and responsibility by breaking down project into smaller parts and creating teams to manage them. Work with teams to require accountability and innovation while fostering a safe learning environment.

Example-Create, conduct, study a survey to examine employee perceptions of the balance between individual and organizational needs. Involve employees to create sustainable systems for individual health and wellness to create and maintain balance for optimum productivity.

Example-Implement a self-service process for employee development, training and advancement to empower individuals to work from their interests, strengths and abilities. Promote from within this pool of strengths-based individuals whenever possible.

MENTAL MODELS-SHARED VISION-TEAM LEARNING SKILLS-SELF DEVELOPMENT PROGRAMS-SYSTEMS THINKING-CAREER DEVELOPMENT PLANS

Treat employees as creative and resourceful adults with the capacity to learn. Offer freedom and support. Delegate authority and responsibility so that the people closest to the challenge are able to manage and solve issues. Involve them in developing strategies. Balance individual and organizational needs by offering career advancement opportunities, professional development, wellness and health resources.

Empowering/Enabling

Business Alliances and PartnersCreate a learning environment with business partners through training and advisory committees:

Example-Form an advisory committee team on which business partners can serve and share valuable industry information, feedback, and where they can participate creatively in innovative processes. Provide training, orientation to partners to promote a shared vision of the partnership, current mental models, discussion.

SHARED VISION- MENTAL MODELS-TEAM SKILLS

Suppliers and Vendors

Create a learning environment with suppliers and vendors through information, training:

Example-Offer video training, presentations, orientations to suppliers and vendors that bring the learning culture to them. If certifications are available, offer what is possible with the technology at hand. Provide a forum for feedback and innovation.

SYSTEMS THINKING-MENTAL MODELS-SELF DEVELOPMENT

Community

Partner with diverse areas of community to educate and inform about the organization creating a learning culture within community:

Example-work with local schools and clubs to share mission and vision of organization by teaching, presenting, discussing. Encourage others in the community to come into organization for training, and sharing expertise. Provide a forum for suggestions and feedback encouraging dialogue and shared vision with community members.

MENTAL MODELS-SELF DEVELOPMENT PLANS-MULTICULTURAL AND GLOBAL MIND SETS-SYSTEMS THINKING-PORTABLE LEARNING CONTENT

Customers

Empower customers by offering participation in process and end product.

Example-Create focus groups of in which customers have input and ability to contribute to process and product of organization. Allow these groups to have an impact on processes and end product Offer training and forum for discussion.

TEAM LEARNING SKILLS-MENTAL MODELS-SYSTEMS THINKING-MULTICULTURAL AND GLOBAL MIND SETS INCREASE ABILITY TO LEARN-PORTABLE LEARNING CONTENT

Empowering/Enabling

BooksBuilding the learning organization, 3rd edition: Achieving Strategic Advantage Through a Commitment to Learning, Michael J. MarquardtThis summary is based mostly on Marquardt’s book. Easy to read and invaluable to use as a reference.

The Fifth Discipline-The Art and Practice of the Learning Organization, Peter M. Senge,Introduction and guide to organizational disciplines-Personal Mastery, Mental Models, Shared Vision, Team Learning.

Thinking in Systems: A Primer, Donella H. MeadowsGood for shifting to new thought processes in systems thinking

Co-Active Coaching-Changing Business, Transforming Lives, Karen and Henry Kimsey-House, Phillip Sandahl and Laura WhitworthThe best guide to coaching practices I have ever read

Strengths Quest, Clifton, AndersonAn introduction and guide to a strength-based approach to empowering people with a code to take the Clifton Strengths Finder survey

VideoMichael Marquardt Action Learning LecturePublished on Feb 1, 2013 http://www.youtube.com/watch?v=ZtVG8kF8qf4Good discussion of elements of Action Learning

Resources

Websites

2010. e-Global Organizations Transformations. http://www.mszscience.info/learning_org_hb/learning_org_hb8.html Nice guide for implementation of Marquardt’s subsystems

How Can I empower Employees?http://www.entrepreneur.com/article/217880An interview with tips for employee empowerment

References

Clifton, Donald O., Anderson, Chip. (2006) Strengths Quest. New York, Gallup Press. Empowerment: a Necessary Attribute of a Learning Organization? Bijaya Mishra, A.Uday Bhaskar.ISSN 2029-4581. Organizations and Markets in Emerging Ecomomies, 2010, VOL. 1, No. 2(2)Kimsey-House, Henry, Kimsey-House, Karen, Sandahl, Phillip, Whitworth, Laura. (2011) Co-Active Coaching, Boston, Nicholas-Bradley Publishing. Marquardt, M. J. (2011). Building the Learning Organization. Boston, MA: Brealey Publishing, p. 121-154.O'Leary, D.E. (1998). Reengineeting and knowledge management. In D. Fensel and R. Studer (eds) Lecture Notes in Computer Science, Springer, p 1-12.Salisbury, M. (2009). iLearning: How to create an innovative learning organization. San Francisco, CA: Pfeiffer Publishing, p. 67-76.Senge, Peter M. (1990). The Fifth Discipline. New York, Doubleday.2010. e-Global Organizations Transformations. http://www.mszscience.info/learning_org_hb/learning_org_hb8.html