INDUSTRY INSIGHTS YOUR PEERS ARE READING
In The Fearless Organization , Amy Edmondson explains what psychological safety is and what it isn’t and how we can create in our organizations. No matter what our line of work, status, or gender, all of us learn how to manage interpersonal risk early in life. MORE
You will learn to: Assess and analyze your current situation. Build a learning organization that thrives on change. Innovate and build products and services customers love to use. Inspire. MORE
Part of the issue is how organizations view the human aspect of the closing date, which is usually treated as the end of the transaction, when it’s really just the start of change. Organizations, processes, and cultures will be integrated for weeks and months after the organizations come together, causing disruption and uncertainty. Leaders in the M&A environment are managing an organization that hasn’t existed before. Patrizia Savarese/Getty Images. MORE
In their new book, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage , Scott Keller and Colin Price identify nine factors that are critical to organizational health: Direction, Accountability, Motivation, Leadership, Coordination & Control, External Orientation, Culture & Climate, Capabilities, Innovation & Learning. Organizations that thrive over the long run, in good times and bad, pay explicit attention to all these issues. MORE
There is so much to learn, borrow, and build upon in these winning entries when it comes to how we can use the principles, and tools of the Web to make our organizations more adaptable, innovative, inspiring, and accountable. What if any organization could engage the collective intelligence of employee, customer, or other stakeholder populations to find out "what people would think if they were thinking"? Entangled Talents: a 21st-century Social Learning System. MORE
Many organizations suffer from a tragic pattern: The chief executive officer launches a new change program with great fanfare and intentions, only to shelve it a few years later with little to show for great expenditures of time and consulting fees. But they're not failing fast to learn. It's definitely not a learning organization. In such a hard-siloed organization, no one has an end-to-end view of any process. MORE
Mike Tveite shared his thoughts on The Role of Learning in Improving Organizations at the 1991 Ohio Quality and Productivity Forum conference. The purpose of the PDSA cycle is to learn. Guest post by John Hunter , who founded curiouscat.com (in 1996). MORE
When your team wants to learn a new skill, where do they turn first? Peer-to-peer learning can be a powerful development tool that breaks through some common barriers to skill-building — and it has other benefits as well. Peer-to-peer learning encompasses all of these. MORE
Perhaps it starts within your organization, then within your industry? Signs of a Lemming Leader: Use of jargon: Do you use the terms restructuring, high reliability, six sigma, just culture, strategic sourcing, population health, or employee engagement in your organization? MORE
Many of the things we need to know to be successful – to innovate, collaborate, solve problems, and identify new opportunities – aren’t learned simply through schooling, training, or personal experience. Coactive vicarious learning. MORE
Moreover, as research in this area grows more nuanced, companies producing visual analytic tools and products may be able to enhance their effectiveness by designing with emotion in mind. Ever had to look at a data visualization while you were in a lousy mood? MORE
In Silicon Valley, what was critical was the decentralized network of intelligent public organizations that facilitated feedback loops throughout the whole innovation chain. Second, organizations. How can we build learning organizations in the public sector that can welcome risk, learn from failure, discover, explore, and understand when to turn the tap off? MORE
Organizational culture includes three dimensions of collaboration, trust and learning. The cultural aspect of learning is enhanced though providing further opportunities and information sharing. MORE
Here is an article written by William C. Taylor for BNET (January 4, 2011), The CBS Interactive Business Network. To check out an abundance of valuable resources and obtain a free subscription to one or more of the BNET newsletters, please click here. * * * Ever since the publication, nearly two decades ago, of [.]. MORE
Stoller points out, Lean organizations outperform non-Lean organizations for two basic reasons: Brings Out the Best in People. A Lean organization is essentially a learning organization which makes it especially suited for uncertain times. Lean provides a disciplined structure that allows an organization to focus resources on measureable customer-oriented goals, essentially codifying what has made the company successful. The numbers are a by-product. MORE
Through informal conversations during the commute to work, over a coffee break, or while enjoying a burger after hours, managers passed along crucial information and knowledge about the organization’s culture. Imagine a top sales person in the field giving his pitch on a certain product. MORE
So I reached out to a number of experts with these 3 questions: What is the number #1 leadership competency a person must possess or learn to succeed? What is the number #1 book you recommend for learning how to become a better leader (boss/manager or leading self)? Continuous learning. MORE
I'd suggest that the economic historians of the 23rd century are going to look back on the economies, markets, and organizations of the 20th the way we look back on the debtors' prisons, indentured servitude, and mercantile colonialism of the 18th. It's well past time to begin imagining an organization of a radically different kind — one that takes a quantum leap beyond strategy, marketing, and finance into a novel galaxy of unexplored, untapped economic possibilities. MORE
We design products, experiences, and even business models. This requires both learning and unlearning. For example, consider the way we think and talk about an organization. It’s a brain when we talk about a learning organization. MORE
Immelt asked why production should be put in old factories in a union environment. We can have engineering work more closely with production. If the goal was to leapfrog the competition in every product line while revitalizing U.S. MORE
In fact, titles and external validations are only the by-products of the pursuit. Peter Senge: How to Overcome Learning Disabilities in Organizations. Disciplines of a Learning Organization: Peter Senge. Why Organizations Don’t Learn? MORE
You will learn to: Assess and analyze your current situation. Build a learning organization that thrives on change. Innovate and build products and services customers love to use. How well does your product accommodate the customers’ needs? MORE
The articles — “Competing on the Eight Dimensions of Quality” (1987) and “What Does ‘Product Quality’ Really Mean?” ” ( Sloan Management Review, 1984) — hold up well, but as the new millennium approached and the economy grew less dependent on manufacturing, Garvin became less focused on quality management specifically and more concerned with all the processes organizations use to get work done. MORE
They don’t just know about their customers, they know why their customers ‘hire’ them and their products to do specific jobs. All of … Continue reading → Knowledge Leadership Learning Uncategorized application culture discovery improvement JTBD learners learning organizationAmazon, Intuit, Airbnb, Disney, FedEx and Uber…what do these companies have in common? They know their customers. MORE
A few years ago, I read an account of the Airbus Quality Lean Academy, with an inspiring image of students entering a lean temple, where students are coached and developed “with the basis they need to become self-reliant problem solvers and spread the word around the business.” Maintaining an investment in such a dedicated learning environment for 15+ years is no small feat, especially with the challenges of the idiosyncrasies of the partner nations. MORE
Cliff and Jane Norman ( Profound Knowledge Products, Inc. presented a session at our 2016 annual conference titled: Applying Deming’s Philosophy and Theory to Create the Foundation for a Learning Organization. MORE
Ever since the publication of Peter Senge’s The Fifth Discipline , 25 years ago, companies have sought to become “learning organizations” that continually transform themselves. The problem isn’t learning: it’s unlearning. In every aspect of business, we are operating with mental models that have grown outdated or obsolete, from strategy to marketing to organization to leadership. MORE
It is a learned process. I once worked in a team that followed a well established process of doing structured retrospectives after every major product release. In this 2011 post , I recommended three rituals for constant alignment and learning – kickoffs, reviews and retrospectives. MORE
And shortly thereafter (and not long before he died in 2005), Drucker declared that increasing the productivity of knowledge workers was “the most important contribution management needs to make in the 21st century.”. survey found, for example, that fewer than 20% of IT professionals say they are effective at targeting where they can add the most value inside their organizations. “An Virtually every executive is eager to see his or her organization innovate. MORE
That is the wrong sequence, the right sequence is quality and then time and then cost and then new products. Dan’s presentation includes a nice discussion of the importance of understanding the organization as a system (in his words the value streams). MORE
However, I do like the idea of plateaus since improvement is a learning process. Eliminating defects can’t help customers if the product or service does not meet their requirements. (See continual improvement Dr. Deming management systems system of profound knowledge systems thinking theory of knowledge learning organization as a system System of Profound Knowledge understanding variation MORE
As a leader, you can decrease discomfort and increase productivity by increasing your awareness of personal style and organizational culture and how they interrelate. Stability/Control: The organization focuses on its commitment to strategic direction and internal reliability. MORE
A great culture is what you get when all three of these are aligned, and line up with the organization’s espoused values. You might espouse being a learning organization that develops people, but then not give people the time to actually take classes or learn on the job (system-behaviors gap). One organization might identify teamwork behavior as “collaborates effectively through helping others.” Dragan Todorovic/Getty Images. MORE
This ladder holds true for managers and employees within the organization, as well as outside consultants brought in. At whatever level one enters the ladder, he-she is trained, measured for performance and fits into the organization’s overall Big Picture. One rarely advances more than one rung on the ladder during the course of service to the organization in question: Resource. Operations are sound, professional and productive. MORE
Step 1: Educate and inform everyone in the organization about the vision, the goals, and Quality Leadership. If top managers within the organization are not authentically practicing Quality Leadership neither will anyone else. What was learned? We learned improvement never stops. MORE
The problem is that technologies for collaboration are improving faster than people’s ability to learn to use them. A year ago we set out to find the answer, drawing on the collective experience of dozens of collaborative communities and learning organizations. HBR STAFF. MORE
If we use fear-based leadership, bullying, command-and-control leadership, belittling, sabotage or other forms of psychological violence, or allow them to be used by others in our organizations, we create the opposite of a supportive, productive learning organization. We create an environment of toxic stress that harms people and the organization. MORE
Whenever you begin business transformation work, it’s important to establish a common vocabulary that everyone in the organization can grasp and incorporate into their respective vocabularies. This information is delivered as a by-product of the work performed by employees. MORE
Lead on Purpose
AUGUST 28, 2017
They don’t just know about their customers, they know why their customers ‘hire’ them and their products to do specific jobs. All of … Continue reading → Knowledge Leadership Learning Uncategorized application culture discovery improvement JTBD learners learning organizationAmazon, Intuit, Airbnb, Disney, FedEx and Uber…what do these companies have in common? They know their customers.
Deming Institute
FEBRUARY 2, 2017
Cliff and Jane Norman ( Profound Knowledge Products, Inc. presented a session at our 2016 annual conference titled: Applying Deming’s Philosophy and Theory to Create the Foundation for a Learning Organization.
QAspire
NOVEMBER 25, 2018
In fact, titles and external validations are only the by-products of the pursuit. Peter Senge: How to Overcome Learning Disabilities in Organizations. Disciplines of a Learning Organization: Peter Senge. Why Organizations Don’t Learn?
First Friday Book Synopsis
FEBRUARY 15, 2011
Here is an article written by William C. Taylor for BNET (January 4, 2011), The CBS Interactive Business Network. To check out an abundance of valuable resources and obtain a free subscription to one or more of the BNET newsletters, please click here. * * * Ever since the publication, nearly two decades ago, of [.].
Deming Institute
JANUARY 28, 2019
However, I do like the idea of plateaus since improvement is a learning process. Eliminating defects can’t help customers if the product or service does not meet their requirements. (See continual improvement Dr. Deming management systems system of profound knowledge systems thinking theory of knowledge learning organization as a system System of Profound Knowledge understanding variation
Deming Institute
NOVEMBER 29, 2018
A few years ago, I read an account of the Airbus Quality Lean Academy, with an inspiring image of students entering a lean temple, where students are coached and developed “with the basis they need to become self-reliant problem solvers and spread the word around the business.” Maintaining an investment in such a dedicated learning environment for 15+ years is no small feat, especially with the challenges of the idiosyncrasies of the partner nations.
Deming Institute
MARCH 2, 2017
That is the wrong sequence, the right sequence is quality and then time and then cost and then new products. Dan’s presentation includes a nice discussion of the importance of understanding the organization as a system (in his words the value streams).
|
Leading in Context
JUNE 1, 2011
If we use fear-based leadership, bullying, command-and-control leadership, belittling, sabotage or other forms of psychological violence, or allow them to be used by others in our organizations, we create the opposite of a supportive, productive learning organization. We create an environment of toxic stress that harms people and the organization.
Lead Change Blog
NOVEMBER 11, 2016
As a leader, you can decrease discomfort and increase productivity by increasing your awareness of personal style and organizational culture and how they interrelate. Stability/Control: The organization focuses on its commitment to strategic direction and internal reliability.
N2Growth Blog
JULY 21, 2016
Whenever you begin business transformation work, it’s important to establish a common vocabulary that everyone in the organization can grasp and incorporate into their respective vocabularies. This information is delivered as a by-product of the work performed by employees.
QAspire
AUGUST 15, 2016
It is a learned process. I once worked in a team that followed a well established process of doing structured retrospectives after every major product release. In this 2011 post , I recommended three rituals for constant alignment and learning – kickoffs, reviews and retrospectives.
Leading Blog
APRIL 22, 2015
Stoller points out, Lean organizations outperform non-Lean organizations for two basic reasons: Brings Out the Best in People. A Lean organization is essentially a learning organization which makes it especially suited for uncertain times. Lean provides a disciplined structure that allows an organization to focus resources on measureable customer-oriented goals, essentially codifying what has made the company successful. The numbers are a by-product.
Strategy Driven
JULY 28, 2019
Organizational culture includes three dimensions of collaboration, trust and learning. The cultural aspect of learning is enhanced though providing further opportunities and information sharing.
|
Great Leadership By Dan
OCTOBER 19, 2017
Perhaps it starts within your organization, then within your industry? Signs of a Lemming Leader: Use of jargon: Do you use the terms restructuring, high reliability, six sigma, just culture, strategic sourcing, population health, or employee engagement in your organization?
Deming Institute
MARCH 18, 2019
Mike Tveite shared his thoughts on The Role of Learning in Improving Organizations at the 1991 Ohio Quality and Productivity Forum conference. The purpose of the PDSA cycle is to learn. Guest post by John Hunter , who founded curiouscat.com (in 1996).
Miles Anthony Smith
AUGUST 7, 2018
So I reached out to a number of experts with these 3 questions: What is the number #1 leadership competency a person must possess or learn to succeed? What is the number #1 book you recommend for learning how to become a better leader (boss/manager or leading self)? Continuous learning.
Harvard Business Review
NOVEMBER 23, 2015
The problem is that technologies for collaboration are improving faster than people’s ability to learn to use them. A year ago we set out to find the answer, drawing on the collective experience of dozens of collaborative communities and learning organizations. HBR STAFF.
Strategy Driven
AUGUST 5, 2016
This ladder holds true for managers and employees within the organization, as well as outside consultants brought in. At whatever level one enters the ladder, he-she is trained, measured for performance and fits into the organization’s overall Big Picture. One rarely advances more than one rung on the ladder during the course of service to the organization in question: Resource. Operations are sound, professional and productive.
Curious Cat
MARCH 10, 2015
Step 1: Educate and inform everyone in the organization about the vision, the goals, and Quality Leadership. If top managers within the organization are not authentically practicing Quality Leadership neither will anyone else. What was learned? We learned improvement never stops.
Strategy Driven
JUNE 17, 2011
You will learn to: Assess and analyze your current situation. Build a learning organization that thrives on change. Innovate and build products and services customers love to use. How well does your product accommodate the customers’ needs?
Strategy Driven
JUNE 24, 2011
You will learn to: Assess and analyze your current situation. Build a learning organization that thrives on change. Innovate and build products and services customers love to use. Inspire.
Harvard Business Review
NOVEMBER 8, 2018
When your team wants to learn a new skill, where do they turn first? Peer-to-peer learning can be a powerful development tool that breaks through some common barriers to skill-building — and it has other benefits as well. Peer-to-peer learning encompasses all of these.
Harvard Business Review
MAY 18, 2017
The articles — “Competing on the Eight Dimensions of Quality” (1987) and “What Does ‘Product Quality’ Really Mean?” ” ( Sloan Management Review, 1984) — hold up well, but as the new millennium approached and the economy grew less dependent on manufacturing, Garvin became less focused on quality management specifically and more concerned with all the processes organizations use to get work done.
Harvard Business Review
MAY 11, 2018
A great culture is what you get when all three of these are aligned, and line up with the organization’s espoused values. You might espouse being a learning organization that develops people, but then not give people the time to actually take classes or learn on the job (system-behaviors gap). One organization might identify teamwork behavior as “collaborates effectively through helping others.” Dragan Todorovic/Getty Images.
Harvard Business Review
JULY 15, 2013
Immelt asked why production should be put in old factories in a union environment. We can have engineering work more closely with production. If the goal was to leapfrog the competition in every product line while revitalizing U.S.
Harvard Business Review
MAY 18, 2018
Part of the issue is how organizations view the human aspect of the closing date, which is usually treated as the end of the transaction, when it’s really just the start of change. Organizations, processes, and cultures will be integrated for weeks and months after the organizations come together, causing disruption and uncertainty. Leaders in the M&A environment are managing an organization that hasn’t existed before. Patrizia Savarese/Getty Images.
Harvard Business Review
AUGUST 10, 2015
Through informal conversations during the commute to work, over a coffee break, or while enjoying a burger after hours, managers passed along crucial information and knowledge about the organization’s culture. Imagine a top sales person in the field giving his pitch on a certain product.
Harvard Business Review
JUNE 24, 2016
We design products, experiences, and even business models. This requires both learning and unlearning. For example, consider the way we think and talk about an organization. It’s a brain when we talk about a learning organization.
Harvard Business Review
NOVEMBER 3, 2016
Ever since the publication of Peter Senge’s The Fifth Discipline , 25 years ago, companies have sought to become “learning organizations” that continually transform themselves. The problem isn’t learning: it’s unlearning. In every aspect of business, we are operating with mental models that have grown outdated or obsolete, from strategy to marketing to organization to leadership.
Harvard Business Review
OCTOBER 12, 2011
In their new book, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage , Scott Keller and Colin Price identify nine factors that are critical to organizational health: Direction, Accountability, Motivation, Leadership, Coordination & Control, External Orientation, Culture & Climate, Capabilities, Innovation & Learning. Organizations that thrive over the long run, in good times and bad, pay explicit attention to all these issues.
Harvard Business Review
MAY 23, 2013
Moreover, as research in this area grows more nuanced, companies producing visual analytic tools and products may be able to enhance their effectiveness by designing with emotion in mind. Ever had to look at a data visualization while you were in a lousy mood?
Harvard Business Review
OCTOBER 16, 2014
And shortly thereafter (and not long before he died in 2005), Drucker declared that increasing the productivity of knowledge workers was “the most important contribution management needs to make in the 21st century.”. survey found, for example, that fewer than 20% of IT professionals say they are effective at targeting where they can add the most value inside their organizations. “An Virtually every executive is eager to see his or her organization innovate.
Harvard Business Review
NOVEMBER 6, 2015
Many of the things we need to know to be successful – to innovate, collaborate, solve problems, and identify new opportunities – aren’t learned simply through schooling, training, or personal experience. Coactive vicarious learning.
Harvard Business Review
OCTOBER 25, 2016
In Silicon Valley, what was critical was the decentralized network of intelligent public organizations that facilitated feedback loops throughout the whole innovation chain. Second, organizations. How can we build learning organizations in the public sector that can welcome risk, learn from failure, discover, explore, and understand when to turn the tap off?
Harvard Business Review
AUGUST 30, 2012
Many organizations suffer from a tragic pattern: The chief executive officer launches a new change program with great fanfare and intentions, only to shelve it a few years later with little to show for great expenditures of time and consulting fees. But they're not failing fast to learn. It's definitely not a learning organization. In such a hard-siloed organization, no one has an end-to-end view of any process.
Harvard Business Review
SEPTEMBER 15, 2011
There is so much to learn, borrow, and build upon in these winning entries when it comes to how we can use the principles, and tools of the Web to make our organizations more adaptable, innovative, inspiring, and accountable. What if any organization could engage the collective intelligence of employee, customer, or other stakeholder populations to find out "what people would think if they were thinking"? Entangled Talents: a 21st-century Social Learning System.
Harvard Business Review
JANUARY 4, 2011
I'd suggest that the economic historians of the 23rd century are going to look back on the economies, markets, and organizations of the 20th the way we look back on the debtors' prisons, indentured servitude, and mercantile colonialism of the 18th. It's well past time to begin imagining an organization of a radically different kind — one that takes a quantum leap beyond strategy, marketing, and finance into a novel galaxy of unexplored, untapped economic possibilities.
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