the art of managing the team learning and peter senge's fifth discipline
Post on 22-Oct-2014
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A qualitative study on the five disciplines defined by Peter Senge and its implications on Learning OrganizationTRANSCRIPT
Organization skilled at Creating, Acquiring, and Transferring KNOWLEDGE and Modifying its BEHAVIOUR to reflect new insights
Without accompanying changes in the way that work gets done, only the potential for improvement exists
Translate new knowledge into new ways of behaving
Learning Organization
Adaptive Learning
Generative
learning
Learning Organizati
on
Learning as a process..
In a Learning Organization•Flexibility - core value of organization
•People - appreciated for skills, values and work
•Staff Opinions - sought and treated with respect.
•Exchanging information - sharing ideas and
experiences is encouraged.
•Learn new skills - apply to jobs to enhance services and
improvement.
•Opportunities exist - creative, learn from mistakes, take
risks and reach new levels of expertise.
•Learning Occur – at individual, group and organization
1. Employees seem unmotivated or uninterested in their work
2. Workforce lack the skill and knowledge to adjust to new jobs
3. Workforce simply follow orders
4. Teams argue constantly and lack real productivity
5. Lack communication between each other
A company that needs to learn…
Why they fail?In 1983, a Royal Dutch survey found that one third
of the firms in the Fortune "500" in 1970 had vanished.
Most organizations learn poorly and create fundamental learning disabilities
The seven learning DisabilitiesI AM MY POSITIO
N
THE ILLUSION OF TAKING CHARGE
THE PARABLE OF THE BOILED
FROG
THE DELUSION OF LEARNING
FROM EXPERIENCE
THE FIXATION
OF EVENTS
THE MYTH OF THE
MANAGEMENT TEAM
THE ENEMY IS OUT THERE
Trained to be loyal to our job and confuse them with our own identities.
Tendency to see responsibilities as limited to the boundaries of position.
Eg: American steel company-closing plants-train the displaced steelworkers-training never happened-acute identity crises-describe the tasks they perform every day, not the purpose of the greater enterprise.
Eg: Detroit auto maker When people in organizations focus only on their
position, they have little sense of responsibility for the results produced when all positions interact.
I am my Position
The propensity to find someone or something outside ourselves to blame when things go wrong.
Thou shall always find an external agent to blame.
Marketing blames manufacturing blames engineering blames marketing
This syndrome is a by-product of "I am my position”.
THE ENEMY IS OUT THERE
Proactiveness is reactiveness in disguise. Aggressive fighting the ‘enemy out there’ means we are
reacting- True proactiveness comes from seeing how we contribute to our
own problem.
THE ILLUSION OF TAKING CHARGE
THE FIXATION ON EVENTS
•Focusing on events distract from seeing the longer-term patterns of change •Distracts from understanding the cause of those patterns•Cave men needed to react to events quickly for survival-ability.to contemplate• the cosmos is not required - ability to see the tiger over your left shoulder is only required.•Generative learning cannot be sustained in an organization if people's thinking is dominated by short-term events.
THE PARABLE OF THE BOILED FROG: We are adept at responding to sudden changes in our environment.
We are terrible at assessing slow, gradual changes, even when they threaten our survival.
The Delusion of Learning from Experience
Practice makes permanent, rather than perfect
Team learning starts with ‘dialogue’= the capacity of members of a team to suspend assumptions and enter genuine ‘thinking together’
Allows the group to discover insights not attainable individually
Is a shared vision only when it connects with the personal vision of people throughout the organization.
Shows group how to recognize the patterns of interaction that undermine learning
SHARED VISION
Vision creates the spark; the excitement that lifts an organization out of the mundane.
Fosters risk taking and experimentation Encourages building personal vision-personal
mastery-the bedrock.Compliance: An organization made up of genuinely
compliant people will be very productive and cost effective contrary to grudging compliance
Commitment: Brings along energy, passion, and excitement. Does not play by the “rules of the game” but is
responsible for the game
• “What?” – the picture of the future we seek to create.
Vision
• “Why?” the organization’s answer to the question, “Why do we exist?”Mission
• “How do we want to act? A company’s values describe how the company wants life to be on a day-to-day basis while pursuing the visionCore values
Governing ideas answer three critical questions: “What?” “Why?” and “How?”
Political environment-importance who>what. Two different aspects of openness – participative
and reflective Participative openness - the freedom to speak
one’s mind-focuses purely on the “means” or process of interacting, not on the “results” of that interaction.
Reflective openness - leads to people looking inward-involves not just examining our own ideas but examining each other’s thinking.
An attitude which may accept that “I may be wrong and the other person may be right”
Openness
-“Personal mastery” is the phrase we use for the discipline of personal growth and learning. People with high levels of personal mastery are continually expanding their ability to create the results in life that they truly seek.
Personal vision comes from within Focuses on the means rather than result. Real vision cannot be understood in isolation from
the idea of purpose. But vision is different from purpose Vision is multifaced.
Personal Vision
Personal Mastery•Creative Tension is measured by the difference between our goals and our current reality.•Relieve the tension by reducing your goals to match your current reality, or change your perception of your current reality to be closer to your goalWhen setting goals for your team, follow this game
plan:•Set goals without worrying how you will get there.•Make an honest assessment of the current reality.•Relieve some tension by modifying the goals without changing the honest assessment of the current reality.
Structural Conflict “Most of us hold one or more opposing beliefs that limits our ability to create what we really want”
Overcoming Structural Conflicts
Letting our vision erode
Conflict manipulation/Negati
ve Vision
Will power
Commitment to Truth
• People always want formula,
a technique, something
tangible that can apply to
solve problem of Structural
conflict
• But Commitment to Truth is
far more powerful than any
technique
• Here truth is relentless
willingness to root out the
ways we limit or deceive
ourselves from seeing what is
continually broadening our
awareness
Using The Subconscious-you don’t Really Need to Figure it all out
High personal Mastery
High level of Rapport
Normal Awareness
Sub consciousness
develops
Meditation Practice
In working more productively with the
subconscious mind
helpful
• Implicit in the practice of personal mastery is
another dimension of the mind.(subconscious)
• Through subconscious that “all of us” deal with
complexity.
• We have all mastered a vast repetitive of skills
through “training” the sub conscious.
• Effective way to focus on subconscious is through
imagery and visualization
It is an explanation of someone's thought process about how something works in the real world.
MENTAL MODEL
Managing Mental Models
Surfacing
Testing
Improving our internal pictures of how the World works
- The learning Curve
Learning eventually results in changes in action, not just taking in new information and forming new “ideas.”
That is why recognizing the gap between our adopted theories (what we say) and our “theories-in-use” (the theories that lay behind our actions) is vital.
Most of our mental models are systematically flawed.
The Art of Managing Team Learning
Team learning is the process of working collectively to achieve common objectives in a group. In the Learning Organization context, team members tend to share knowledge and complement each other's skills.
TEAM LEARNING
Team
Shared
Vision
Personal
Mastery
Disciplines of Team Learning
Dialogue and Discussion
Conflicts and Defensive Routines
Practice
Dis
ciplin
e o
f Te
am
Le
arn
ing Dialogue
Discussion
There is the free and creative exploration of complex and subtle issues, a deep “listening” to one another and suspension of one’s own views
Different views are presented and defended. There is a search for the best view to support decisions that must bemade at this time.
Thought denies that it is participative
Thought stops tracking reality
Thought establishes its own standard of reference for fixing
problems,which it contributed to creating
in the first place.
Purpose of Dialogues – reveal incoherence in our thought
The difference between great teams and mediocre teams lies in how they face conflict and deal with the defensiveness that invariably surrounds conflict.
Defensive routines form a sort of protective shell around our deepest assumptions.
It is not the absence of defensiveness that characterizes learning teams but the way defensiveness is faced.
Team Learning
Questioning
Valuing Diversity
Communicating
Learning Review
Fifth Discipline Seeing inter-relationships, patterns of change, wholes What is a system?
SYSTEMS THINKING
US GOVERNMENT VIEWPOINT
TERORIST ATTACKS
THREAT TO AMERICANS
NEED TO RESPOND MILITARILY
TERRORISTS VIEWPOINT
US MILITARY ACTIVITY
PERCEIVED AGGRESSIVENESS
TERRORIST RECRUITS
TERRORIST ATTACKS
THREAT TO AMERICA
NEED TO RESPOND MILITARILY
US MILITARY ACTIVITY
PERCEIVED AGGRESSIVENE
SS
TERRORIST RECRUITS
SYSTEM
Correcting the mismatch Neither incentives nor means to integrate
learning disciplines
Why SYSTEMS THINKING?
Detail Complexity arises when we use advanced procedures to analyze a set
of procedures or data Too much of analysis leads to various complexities in
arriving at an improper conclusion. Dynamic Complexity
Cause and effect are subtle Obvious interventions produce non-obvious consequences
REINFORCING FEEDBACK Small change builds on itself It leads to large consequences – better or worse
BALANCED FEEDBACK System that seeks stability Decision based on balancing end up as errors
DELAYED FEEDBACK Creates instability in the system
FEEDBACK
Solutions attending symptoms give short term benefits
Root cause has to be found and eliminated for long term benefits
Identifying small changes that lead to large benefits is a challenge
“Too Much information is the cause for ‘information’ problem”
PROPER ACTIONS
THANK YOU!