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Creating a Learning OrganizationPractices of Team Learning
John McCann, PresidentPartners in Performancewww.partnersinperformance.us
Levels of Learning
• Level One (facts)
• Level Two (skills)
• Level Three (coping, adapting)
• Level Four (generative) learning to learn---together: The quality by which we reflect on, think about, decide, and do things…together
Learning Organizations
Organization where people continually expand
the capacity to create the results they truly
desire
New & expansive patterns of thinking are
nurtured
Collective aspirations are set free
People are continually discovering how they
create their current reality; & how they can
change it
Individuals learning to learn together
Five Learning Disciplines
Learning Organizatio
n
Systems Thinking
Team Learning
PersonalMastery
Shared Vision
Mental Models
Shared Vision
A shared and compelling
picture of the desired
future that provides
energy and focus
for learning
Personal Mastery
A focus on my own mindset & my own
behavior
My own commitment to learning
as a practice
Developing the discipline
essential to being a reflective
practitioner
Mental Models
Our assumptions that
we walk around with
Influences how we
work with others
First step is to hold
up, to suspend, our
assumptions---for
examination by others
Systems Thinking
It’s more about the whole and
less about the parts
A focus on patterns not
symptoms
For good or bad, everything
is influencing everything else
Team Learning
Putting your view forward
Listening actively to others
Framing what you’re hearing
We call this “Dialogue”
Barriers to LearningDefensive behaviors
Mistaking our views for the truth
Habits become rules
B
A
The Ladder of Inference
All The Data
Conclusions I reach.
Assumptions I make.
Meaning I attach.
Data I select.
I will keep looking for the data that validates my conclusions.
I keep taking action based on data I select and conclusions I reach.
Balancing Advocacy and Inquiry
Stating your views
Asking questions
Advocating Inquiring
All Advocacy, No Inquiry
Imposing,Controlling,
Selling
Advocating Inquiring
All Inquiry, No Advocacy
Interrogating,Leading the
Witness,Analysis paralysis
Advocating Inquiring
Balancing Advocacy and Inquiry
Strong Ideas Open to Influence
Advocating Inquiring
Conversations that support mutualdiscovery, understanding and learning
Questions
People tend to ask
A. Do you understand what I’m saying?
B. Don’t you agree?
C. Do you think that because…?
D. Why didn’t you just tell me?
E. Why can’t we just get this done?
Questions to ensure learning
A. What is your reaction to what I’m saying?
B. In what way is your view different?
C. What leads you to that conclusion?
D. What did I do to contribute to your not telling me?
E. What would it take to get this done?
Abilene
Coleman
The ParadoxThe group takes an action that contradicts what the group silently agrees they want to do.
What happens?1. They fail to surface and test
assumptions.2. They don’t communicate their beliefs.3. They don’t speak up, and each pays
the price of it.4. Decision are made with inaccurate
data.5. Results are counter-productive.
Being A Reflective Practitioner
1. I notice my own behavior and want to understand how it influences my relationship to others and the results we achieve together.
2. I choose processes that help me gain such understanding.
3. I try/experiment with new ways of working that might lead the better results.
Single Loop Learning
Actions
Results
Leads to
Which Shape Future
Double Loop Learning
Beliefs Actions Results
Leads to
Which Shape Future
Guide
Lead to More Helpful & Accurate
Six Thinking Hats
Information
Emotions
Creativity
Judgment
Generative
Process
Creating a Learning OrganizationPractices of Team Learning
John McCann, PresidentPartners in Performancewww.partnersinperformance.us