the society for organizational learning founded april 1997

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The Society The Society for for Organization Organization al Learning al Learning Founded April 1997 Founded April 1997

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Page 1: The Society for Organizational Learning Founded April 1997

The Society for The Society for Organizational Organizational

LearningLearningFounded April 1997Founded April 1997

Page 2: The Society for Organizational Learning Founded April 1997

SoLSoL

A global, enabling network A global, enabling network where dialogue, research, where dialogue, research, collaborative action, and collaborative action, and learning can take placelearning can take place

Page 3: The Society for Organizational Learning Founded April 1997

SoL PurposesSoL Purposes

An intentional An intentional learning communitylearning community composed composed of organizations, individuals, and local SoL of organizations, individuals, and local SoL communities around the world. We are a not-communities around the world. We are a not-for-profit, member-governed corporation. for-profit, member-governed corporation.

SoL connects corporations and organizations, SoL connects corporations and organizations, researchers and consultants to researchers and consultants to generate generate knowledgeknowledge about and about and capacity for fundamental capacity for fundamental innovation and changeinnovation and change through collaborative through collaborative action inquiry projects action inquiry projects

Who We Are: Practitioners, Researchers, Capacity Builders

Page 4: The Society for Organizational Learning Founded April 1997

SoL GoalsSoL Goals More than simple collaboration -- we strive to More than simple collaboration -- we strive to

develop the researcher, capacity builder and develop the researcher, capacity builder and practitioner in each of us! practitioner in each of us! As an action learning community, we generate real As an action learning community, we generate real

business and social system business and social system resultsresults new new intellectual capitalintellectual capital and and on-going personal and professional on-going personal and professional networksnetworks

Purpose: discover (research), integrate (capacity Purpose: discover (research), integrate (capacity development) and implement (practice) development) and implement (practice) theories/practices of organizational learning for the theories/practices of organizational learning for the interdependent development of people and their interdependent development of people and their institutions and communities to continuously increase institutions and communities to continuously increase capacity to collectively realize our highest capacity to collectively realize our highest aspirations and productively resolve our differences aspirations and productively resolve our differences

Page 5: The Society for Organizational Learning Founded April 1997

It is through these goals:It is through these goals:

that organizations are truly that organizations are truly worthy of the commitment worthy of the commitment of their employees and of their employees and communities communities

Page 6: The Society for Organizational Learning Founded April 1997

The DilemmaThe Dilemma

Pressures created by issues tend to keep leaders in a Pressures created by issues tend to keep leaders in a continual continual doing rather than reflectingdoing rather than reflecting mode. mode.

ToolsTools and and methodsmethods and, as important, the and, as important, the quality of quality of relationshipsrelationships and and common concernscommon concerns within the SoL within the SoL community, can create unique opportunities for community, can create unique opportunities for leaders to meet and genuinely think together, the real leaders to meet and genuinely think together, the real meaning of dialogue. meaning of dialogue.

Sustaining this opportunity may be vital in Sustaining this opportunity may be vital in developing new capacities for shared understanding developing new capacities for shared understanding and coordinated action. and coordinated action.

Page 7: The Society for Organizational Learning Founded April 1997

Topics of ConcernTopics of Concern

The social (and economic) divideThe social (and economic) divide The system seeing itselfThe system seeing itself Redefining growthRedefining growth Variety and inclusivenessVariety and inclusiveness Attracting talented people and realizing Attracting talented people and realizing

their potentialtheir potential The role of the corporationThe role of the corporation

Page 8: The Society for Organizational Learning Founded April 1997

The Social (and Economic) DivideThe Social (and Economic) Divide

Existence of an ever-widening gap between thoseExistence of an ever-widening gap between those participating inparticipating in the increasingly interdependent the increasingly interdependent global economy and those not, both between and global economy and those not, both between and within different countries within different countries ““Digital Divide" is one dimension of this. Digital Divide" is one dimension of this. However, framing the problem this way invokes However, framing the problem this way invokes

technological responses, not deeper inquiries into the technological responses, not deeper inquiries into the forces behind and consequences of globalization forces behind and consequences of globalization

Page 9: The Society for Organizational Learning Founded April 1997

The Social/Economic Divide - 2The Social/Economic Divide - 2

Anti-globalization movement is growing not Anti-globalization movement is growing not because people lack access to the Internet but because people lack access to the Internet but because they feel a profound sense of because they feel a profound sense of dislocation and threat. dislocation and threat.

Moreover, collaborative inquiry possibilities Moreover, collaborative inquiry possibilities are diminishing as fear and distrust grows. are diminishing as fear and distrust grows.

What are leading corporations doing today to What are leading corporations doing today to address these issues, and how are they making address these issues, and how are they making it part of their business? it part of their business?

Page 10: The Society for Organizational Learning Founded April 1997

The Social/Economic Divide - 3The Social/Economic Divide - 3

What are the ranges of innovations that must What are the ranges of innovations that must be considered for the future?be considered for the future? in market growth in market growth human resourceshuman resources ownership and governance ownership and governance

What new relationships are developing among:What new relationships are developing among: corporationscorporations NGOsNGOs Local governmentsLocal governments

Page 11: The Society for Organizational Learning Founded April 1997

Mirroring - The System Seeing Itself Mirroring - The System Seeing Itself Challenges for coordination and coherence in social Challenges for coordination and coherence in social

systems, be they global corporations, industries, or systems, be they global corporations, industries, or still larger systems still larger systems

Organizations traditionally oscillate between Organizations traditionally oscillate between decentralizationdecentralization when business is good when business is good Yielding: lack of clarity, waste, unnecessary internal Yielding: lack of clarity, waste, unnecessary internal

conflicts, confusion and frustration for customers, and conflicts, confusion and frustration for customers, and inability to work productively for the common good, both inability to work productively for the common good, both the firm's and society's the firm's and society's

and and centralizationcentralization when it is not when it is not central control is inevitably limited in diverse, central control is inevitably limited in diverse,

geographically distributed enterprises geographically distributed enterprises

Page 12: The Society for Organizational Learning Founded April 1997

Mirroring -2Mirroring -2 Consider alternatives to central control in Consider alternatives to central control in

achieving high levels of coordinated actionachieving high levels of coordinated action What sorts of capabilities, technologies, and What sorts of capabilities, technologies, and

infrastructures need to be developed to help infrastructures need to be developed to help people better see how local actions impact people better see how local actions impact extended, interdependent systems that are extended, interdependent systems that are invisible locally, as well as the overall invisible locally, as well as the overall performance of the enterprise? performance of the enterprise?

How do we balance autonomy with health of How do we balance autonomy with health of the whole the whole

Page 13: The Society for Organizational Learning Founded April 1997

Redefining growth: Redefining growth: Economic growth based on ever-increasing material use and Economic growth based on ever-increasing material use and

discard is inconsistent with a finite world, and finite capacity discard is inconsistent with a finite world, and finite capacity to dissipate wasteto dissipate waste

Business and financial models depend on growthBusiness and financial models depend on growth if a company fails to grow in revenues and profits, it is out of the game if a company fails to grow in revenues and profits, it is out of the game

and others who embrace growth will take its place and others who embrace growth will take its place Rethink bringing growth into harmony with the natural Rethink bringing growth into harmony with the natural

environment. environment. Reconceive growth and success Reconceive growth and success Base healthy economies on continuing increase in value Base healthy economies on continuing increase in value

created rather than on continuing increase in material created rather than on continuing increase in material throughput throughput

What are the implications of such a shift, for business, What are the implications of such a shift, for business, financial markets, customers, and investors? financial markets, customers, and investors?

Page 14: The Society for Organizational Learning Founded April 1997

Variety and inclusiveness: Variety and inclusiveness:

Develop inclusion as a core competence in Develop inclusion as a core competence in increasingly multi-cultural and diverse increasingly multi-cultural and diverse organizationsorganizations

Organizations that learn to learn better across Organizations that learn to learn better across cultural, gender, and ethnic boundaries and cultural, gender, and ethnic boundaries and learn to make differences in how people think learn to make differences in how people think and learn an asset rather than a liability will and learn an asset rather than a liability will have unique advantages in today's world have unique advantages in today's world

Corporations must reflect better the world's Corporations must reflect better the world's people in their composition people in their composition

Page 15: The Society for Organizational Learning Founded April 1997

Attracting talented people and realizing Attracting talented people and realizing their potentialtheir potential

Develop commitment in a world of "free agents" and Develop commitment in a world of "free agents" and "volunteer" talent. "volunteer" talent.

The very concept of "employee" may be an Industrial The very concept of "employee" may be an Industrial Age notion that is becoming increasingly irrelevant Age notion that is becoming increasingly irrelevant and even counter-productive and even counter-productive

Organizational boundaries are more ambiguous as Organizational boundaries are more ambiguous as mergers, acquisitions, strategic alliances and diverse mergers, acquisitions, strategic alliances and diverse forms of partnership continually reconfigure forms of partnership continually reconfigure businesses. This makes people's organizational businesses. This makes people's organizational affiliations also more ambiguous affiliations also more ambiguous

Page 16: The Society for Organizational Learning Founded April 1997

Attracting talented people and realizing Attracting talented people and realizing their potential -2their potential -2

Against this backdrop of flux and uncertainty Against this backdrop of flux and uncertainty rest unchanging personal desires for friendship rest unchanging personal desires for friendship and identity with meaningful workand identity with meaningful work

How can we rethink the equation for loyal and How can we rethink the equation for loyal and generative partnership between the individual generative partnership between the individual and organization? and organization?

Page 17: The Society for Organizational Learning Founded April 1997

The role of the corporation The role of the corporation Extend the traditional role of the corporation, Extend the traditional role of the corporation,

especially the global corporation, to be more especially the global corporation, to be more commensurate with its impact commensurate with its impact

If national governments are weakening in an If national governments are weakening in an era of growing globalization, will global era of growing globalization, will global corporations become more exposed? corporations become more exposed?

How do global corporations act responsibly in How do global corporations act responsibly in situations where the rule of law is deteriorating situations where the rule of law is deteriorating and economic power effectively supersedes and economic power effectively supersedes political power? political power?

Page 18: The Society for Organizational Learning Founded April 1997

The role of the corporation -2The role of the corporation -2

What can be learned from efforts such as The What can be learned from efforts such as The UN's Global Compact about the feasibility and UN's Global Compact about the feasibility and impact of initial moves in this direction? impact of initial moves in this direction?

How can global corporations better understand How can global corporations better understand what determines their "license to operate" and what determines their "license to operate" and their "license to grow"? their "license to grow"?

How can they use their visibility to be a more How can they use their visibility to be a more positive force in a complex world? positive force in a complex world?

Page 19: The Society for Organizational Learning Founded April 1997

The SoL Driving ForceThe SoL Driving Force

Peter Senge – Founding Chair of the CouncilPeter Senge – Founding Chair of the Council Thomas J. Cummings, Unilever, Rotterdam, Thomas J. Cummings, Unilever, Rotterdam,

NetherlandsNetherlands Gary Mayo, Visteon Corporation, Dearborn, MIGary Mayo, Visteon Corporation, Dearborn, MI Valerie Micklus, AT&T, Bedminster, NJValerie Micklus, AT&T, Bedminster, NJ Tony Reese, Harley Davidson Motor Company, Tony Reese, Harley Davidson Motor Company,

Milwaukee, WIMilwaukee, WI Jim Tebbe, Shell People Services, London, United Jim Tebbe, Shell People Services, London, United

KingdomKingdom

Page 20: The Society for Organizational Learning Founded April 1997

Primary Global Forum TeamPrimary Global Forum Team

AustraliaAustralia AustriaAustria DenmarkDenmark FinlandFinland FranceFrance GermanyGermany USAUSA

Page 21: The Society for Organizational Learning Founded April 1997

Where SoL HappensWhere SoL Happens AT&T CommunityAT&T Community

DTE Energy CommunityDTE Energy Community FedEx CommunityFedEx Community Ford CommunityFord Community Founding Founding SoLSoL Fujitsu CommunityFujitsu Community Global Leadership InitiativeGlobal Leadership Initiative HP CommunityHP Community Harley-Davidson CommunityHarley-Davidson Community Intel CommunityIntel Community KnowlKnowleedgdge and Innovation Networke and Innovation Network NSA CommunityNSA Community PetrotrinPetrotrin Community Community Public Sector CommunityPublic Sector Community SanofiSanofi Community Community Saudi Saudi AramcoAramco Community Community Shell CommunityShell Community SoLSoL Asthma Fractal Asthma Fractal SoLSoL Australia Australia SoLSoL Austria Austria SoLSoL Brazil Brazil SoLSoL Chile-Santiago Chile-Santiago

SoLSoL Peru Peru SoLSoL Poland Poland SoSo Scotland Scotland SoLSoL Singapore Singapore SoLSoL Spain Spain SoLSoL Sweden Sweden SoLSoL Sweden-West Sweden-West SoLSoL Tasmania Tasmania SoLSoL Thailand Thailand SoLSoL Turkey Turkey SoLSoL US Midwest US Midwest SoLSoL USWestUSWest SoLSoL Venezuela Venezuela SoLSoL-UK (London)-UK (London) Sustainability ConsortiuSustainability Consortiumm Unilever CommunityUnilever Community VisteonVisteon Community Community World Bank CommunityWorld Bank Community Youth and Education NetYouth and Education Networkwork

SSoL China SoL Colombia SoL Denmark SoL Egypt SSoL Europe SoL Finland SoL France SoL Germany SoL Hungary SoL India SoL Iran SoL Israel SoL JapanSoL Japan SoL MalaysiaSoL Malaysia SoL MexicoSoL Mexico SoL NetherlandsSoL Netherlands SoL NorwaySoL Norway SoL OregonSoL Oregon

SoL PalestineSoL Palestine