Is yours a learning organisation?

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Is yours a learning organisation?

What problem do you want to solve?

Type in the box.

E.g.

Important points

Create a plan of how to solve the problem.

Learning is multidimensional

When companies tend to focus on improving in only one area, it does not work out as learning is multidimensional and consists of many different segments.

Comparative performance is the critical scorecard

Even if the organisation scores well in one component it is not a competitive advantage

High scores conveys limited information about performance in other segments

Organizations are not monopolistic

Managers must be sensitive to differences within the company

Leadership alone is insufficient

Leader are able to foster greater learning, however-

What actions will you take?

Organization with a concrete size tend to score between in the leadership segment, indicating there is room for improvement in other segments.

What is the expected effect of this action related to your problem?

Survey to measure effectiveness

Now it's time to execute your plan.

You can also:

• print this map....
• download it in various formats

Thanks for Mind Mapping!

Example:European Public Utility (Eutilize)

Employees predicted that since the company adopted the practice of using knowledge and best-practice transfer, they have a competitive edge over the others. However, the results proved to be otherwise. The areas which they had to improve on were common to other baseline organisations, these included factors leading to a supportive learning environment.

Several members of a unit can complete the survey and average their score

by obtaining external and internal survey results, organizations can begin to address their specific problems.

Use it get a quick sense of work unit or project team

Learn the differences between individuals

How should companies measure success? (3 building blocks)

This branch will guide you to think about the possible solutions available to your problem.

Leadership behaviour that provides reinforcement

Think about your problem and complete the sentence
How might we ...

Type in the answers

Example: Harvey Golub, former chief executive of American Express

Pushed employees to think critically and was involved in the process of the discussion rather than the outcome

Signal importance of spending time on problem identification

Activities done within company more likely to flourish

Actively question and listen to employees

Employees are more confident and comfortable in speaking out

Concrete learning process and practices

Type of systematic system

Example: US Army's After-Action Review (AAR)

After the action is done, it is reviewed through a sanctioned website which is then codified and reviewed by the Center for Army Lessons Learned (CALL)

Lateral knowledge sharing: systematic briefing after every session

The debriefing involves 4 questions- What did they set out to do, what happened, why did it happen and what to do next time

Vertical knowledge sharing

Obtain constant feedback from others

Able to gain new perspectives and come up with new ideas that is essential to company's growth

Lateral knowledge sharing

Allow generation of new information that could be essential to the company's growth

Focus on their tasks and fully express their view without interruptions and objections which may cause self-doubt

Must generate, collect , interpret and disseminate information

Think of important people from your life.

What would people who you admire think about your problem?

Note: These persons can be real persons or famous people from history

Results in productive discussions and conflict

They have a formal process that collects information systematically. Able to identify key decisions that surround problems

Develop and test new products, services and intelligence gathering

Supportive Learning environment

Example: Children's Hospitals and Clinics of Minnesota

"Errors and investigation" -> "Accidents and Analysis"

Workers are able to express their view freely, able to work together to suggest changes to improve wellbeing of patients

Time for reflection

Take time out to critically analyse their work, reduce amount of sub-standard work being submitted

Have the opportunity to step out of the box and review their own performance

Openness to new ideas

Able to take risks and explore a new idea that may be uncommon in their field of practice

People will not resist untried approaches

Appreciation of difference

Learn to appreciate other's viewpoints

Differences raised are usually in a group setting rather than a private one

Even if view is not consistent with others', it is still valued

May spark fresh thinking that will motivate them to look into an alternative view

Psychological safety

What potential opportunities lay hidden in this problem?

Think of something positive caused by this problem.

Allow them to improve their self-confidence

Should be comfortable with expressing their views even if they are contrdicting

Able to gain more information on what works , mistakes made will not be held

Flaw in the initial method of measuring success

To understand your problem this branch will guide you to:

Describe your problem in detail

Press the next below to continue.

Lack rubrics to measure success in a learning organisation

What is the cause of this problem?

May result in them declaring premature victory

Unsure whether company has made progress or is stagnant

Do not have a gauge on the learning organization success

Focused too much on the big picture

Describe the current situation of the problem.

What is happening now?

Type your answer in the box.

Neglected the importance of the process, unable to resolve issues around small problems