1. 1. Learning Organization Case Study Briefer: Mr. Adam Reitz Date: 28 July 2015
2. 2. 2 Agenda Purpose Problem Framing Solution Framing Quantitative Research Qualitative Research Recommendation Conclusion
3. 3. 3 Purpose To provide an overview while communicating PCEs initial expectations to managerial employees in regard to what each should know respective of the case study regarding organizational alignments potential impact on an organizations ability to learn.
4. 4. 4 Topical Area: Organizational Learning
5. 5. 5 Problem Framing 1 2 3 Understanding of Strategic Guidance Problem Definition Understanding of The Operational Environment Quantitative Measures Qualitative Measures CDT Mission CDT Purpose How can the vertically hierarchically aligned CDT learn in a complex and rapidly changing environment when the entire premise of vertically aligned organizations is that they already know the best solution?Complexity Rapid Changes Vertical Alignment
6. 6. 6 Learning Org Solution Framing 2 Change AlignmentCDT 1 3 Means Ways Ends How can the vertically hierarchically aligned CDT learn in a complex and rapidly changing environment when the entire premise of vertically aligned organizations is that they already know the best solution? Problem Statement
7. 7. 7 Quantitative Analytical Results Efficiency
8. 8. 8 Quantitative Analytical Results 50 2.5 10 157.5 2012.5 17.5 Spider vs. Starfish Weighted 5-Number Summaries Regarding instances of new learning Min. / Max.Q1 Q2 Q3 Min. Max.Q1 Q2 Q3 Spider Starfish Effectiveness
9. 9. 9 Qualitative Research
10. 10. 10 Recommendation Learning Org 2 Change AlignmentCDT 13 Means Ways Ends How can the vertically hierarchically aligned CDT learn in a complex and rapidly changing environment when the entire premise of vertically aligned organizations is that they already know the best solution? Problem Statement
11. 11. 11 Conclusion Recognizing one of our long-understood advantages, our hierarchical structure, as a weakness in context of our dynamic and complex environment will be difficult for people to accept and therefor produce its own set of problems in its implantation. Appreciating that true organizational learning cannot occur when leaders feel they already know the answers, transforming to a horizontal structure may demonstrate what Robert & Elizabeth Bjork identify as desirable difficulties, (Gladwell, 2013, pg. 102) by replacing our CDT leadership role with learners who can generate and explore new insights, fueled by one another.
12. 12. Questions?
13. 13. 13 References Brafman, O. & Beckstrom, R. (2006). The Starfish and the Spider: The Unstoppable Power of Leaderless Organizations. The Penguin Group. Brown, T. (2009). Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation. HarperCollins Publishing. de Bono, E. (1998). The Six Thinking Hats: A Creativity Process for Results Driven Groups. Retrieved from http://www.debonoforschools.com/pdfs/six- thinking-hats-pre-reading.pdf Gladwell, M. (2013). David and Goliath: Underdogs, Misfits, and the Art of Battling Giants. Back Bay Books.