the art of managing the team learning and peter senge's fifth discipline

Organization skilled at Creating, Acquiring, and Transferring KNOWLEDGE and Modifying its BEHAVIOUR to reflect new insights

Without accompanying changes in the way that work gets done, only the potential for improvement exists

Translate new knowledge into new ways of behaving

Learning Organization

Adaptive Learning

Generative

learning

Learning Organizati

on

Learning as a process..

In a Learning Organization•Flexibility - core value of organization

•People - appreciated for skills, values and work

•Staff Opinions - sought and treated with respect.

•Exchanging information - sharing ideas and

experiences is encouraged.

•Learn new skills - apply to jobs to enhance services and

improvement.

•Opportunities exist - creative, learn from mistakes, take

risks and reach new levels of expertise.

•Learning Occur – at individual, group and organization

1. Employees seem unmotivated or uninterested in their work

2. Workforce lack the skill and knowledge to adjust to new jobs

3. Workforce simply follow orders

4. Teams argue constantly and lack real productivity

5. Lack communication between each other

A company that needs to learn…

Why they fail?In 1983, a Royal Dutch survey found that one third

of the firms in the Fortune "500" in 1970 had vanished.

Most organizations learn poorly and create fundamental learning disabilities

The seven learning DisabilitiesI AM MY POSITIO

N

THE ILLUSION OF TAKING CHARGE

THE PARABLE OF THE BOILED

FROG

THE DELUSION OF LEARNING

FROM EXPERIENCE

THE FIXATION

OF EVENTS

THE MYTH OF THE

MANAGEMENT TEAM

THE ENEMY IS OUT THERE

Trained to be loyal to our job and confuse them with our own identities.

Tendency to see responsibilities as limited to the boundaries of position.

Eg: American steel company-closing plants-train the displaced steelworkers-training never happened-acute identity crises-describe the tasks they perform every day, not the purpose of the greater enterprise.

Eg: Detroit auto maker When people in organizations focus only on their

position, they have little sense of responsibility for the results produced when all positions interact.

I am my Position

The propensity to find someone or something outside ourselves to blame when things go wrong.

Thou shall always find an external agent to blame.

Marketing blames manufacturing blames engineering blames marketing

This syndrome is a by-product of "I am my position”.

THE ENEMY IS OUT THERE

Proactiveness is reactiveness in disguise. Aggressive fighting the ‘enemy out there’ means we are

reacting- True proactiveness comes from seeing how we contribute to our

own problem.

THE ILLUSION OF TAKING CHARGE

THE FIXATION ON EVENTS

•Focusing on events distract from seeing the longer-term patterns of change •Distracts from understanding the cause of those patterns•Cave men needed to react to events quickly for survival-ability.to contemplate• the cosmos is not required - ability to see the tiger over your left shoulder is only required.•Generative learning cannot be sustained in an organization if people's thinking is dominated by short-term events.

THE PARABLE OF THE BOILED FROG: We are adept at responding to sudden changes in our environment.

We are terrible at assessing slow, gradual changes, even when they threaten our survival.

The Delusion of Learning from Experience

Practice makes permanent, rather than perfect

Team learning starts with ‘dialogue’= the capacity of members of a team to suspend assumptions and enter genuine ‘thinking together’

Allows the group to discover insights not attainable individually

Is a shared vision only when it connects with the personal vision of people throughout the organization.

Shows group how to recognize the patterns of interaction that undermine learning

SHARED VISION

Vision creates the spark; the excitement that lifts an organization out of the mundane.

Fosters risk taking and experimentation Encourages building personal vision-personal

mastery-the bedrock.Compliance: An organization made up of genuinely

compliant people will be very productive and cost effective contrary to grudging compliance

Commitment: Brings along energy, passion, and excitement. Does not play by the “rules of the game” but is

responsible for the game

• “What?” – the picture of the future we seek to create.

Vision

• “Why?” the organization’s answer to the question, “Why do we exist?”Mission

• “How do we want to act? A company’s values describe how the company wants life to be on a day-to-day basis while pursuing the visionCore values

Governing ideas answer three critical questions: “What?” “Why?” and “How?”

Political environment-importance who>what. Two different aspects of openness – participative

and reflective Participative openness - the freedom to speak

one’s mind-focuses purely on the “means” or process of interacting, not on the “results” of that interaction.

Reflective openness - leads to people looking inward-involves not just examining our own ideas but examining each other’s thinking.

An attitude which may accept that “I may be wrong and the other person may be right”

Openness

-“Personal mastery” is the phrase we use for the discipline of personal growth and learning. People with high levels of personal mastery are continually expanding their ability to create the results in life that they truly seek.

Personal vision comes from within Focuses on the means rather than result. Real vision cannot be understood in isolation from

the idea of purpose. But vision is different from purpose Vision is multifaced.

Personal Vision

Personal Mastery•Creative Tension is measured by the difference between our goals and our current reality.•Relieve the tension by reducing your goals to match your current reality, or change your perception of your current reality to be closer to your goalWhen setting goals for your team, follow this game

plan:•Set goals without worrying how you will get there.•Make an honest assessment of the current reality.•Relieve some tension by modifying the goals without changing the honest assessment of the current reality.

Structural Conflict “Most of us hold one or more opposing beliefs that limits our ability to create what we really want”

Overcoming Structural Conflicts

Letting our vision erode

Conflict manipulation/Negati

ve Vision

Will power

Commitment to Truth

• People always want formula,

a technique, something

tangible that can apply to

solve problem of Structural

conflict

• But Commitment to Truth is

far more powerful than any

technique

• Here truth is relentless

willingness to root out the

ways we limit or deceive

ourselves from seeing what is

continually broadening our

awareness

Using The Subconscious-you don’t Really Need to Figure it all out

High personal Mastery

High level of Rapport

Normal Awareness

Sub consciousness

develops

Meditation Practice

In working more productively with the

subconscious mind

helpful

• Implicit in the practice of personal mastery is

another dimension of the mind.(subconscious)

• Through subconscious that “all of us” deal with

complexity.

• We have all mastered a vast repetitive of skills

through “training” the sub conscious.

• Effective way to focus on subconscious is through

imagery and visualization

It is an explanation of someone's thought process about how something works in the real world.

MENTAL MODEL

Managing Mental Models

Surfacing

Testing

Improving our internal pictures of how the World works

- The learning Curve

Learning eventually results in changes in action, not just taking in new information and forming new “ideas.”

That is why recognizing the gap between our adopted theories (what we say) and our “theories-in-use” (the theories that lay behind our actions) is vital.

Most of our mental models are systematically flawed.

The Art of Managing Team Learning

Team learning is  the process of working collectively  to achieve common objectives in a group. In  the  Learning  Organization  context,  team  members tend to share knowledge and complement each other's skills. 

TEAM LEARNING

Team

Shared

Vision

Personal

Mastery

Disciplines of Team Learning

Dialogue and Discussion

Conflicts and Defensive Routines

Practice

Dis

ciplin

e o

f Te

am

Le

arn

ing Dialogue

Discussion

There is the free and creative exploration of complex and subtle issues, a deep “listening” to one another and suspension of one’s own views

Different views are presented and defended. There is a search for the best view to support decisions that must bemade at this time.

Thought denies that it is participative

Thought stops tracking reality

Thought establishes its own standard of reference for fixing

problems,which it contributed to creating

in the first place.

Purpose of Dialogues – reveal incoherence in our thought

The difference between great teams and mediocre teams lies in how they face conflict and deal with the defensiveness that invariably surrounds conflict.

Defensive routines form a sort of protective shell around our deepest assumptions.

It is not the absence of defensiveness that characterizes learning teams but the way defensiveness is faced.

Team Learning

Questioning

Valuing Diversity

Communicating

Learning Review

Fifth Discipline Seeing inter-relationships, patterns of change, wholes What is a system?

SYSTEMS THINKING

US GOVERNMENT VIEWPOINT

TERORIST ATTACKS

THREAT TO AMERICANS

NEED TO RESPOND MILITARILY

TERRORISTS VIEWPOINT

US MILITARY ACTIVITY

PERCEIVED AGGRESSIVENESS

TERRORIST RECRUITS

TERRORIST ATTACKS

THREAT TO AMERICA

NEED TO RESPOND MILITARILY

US MILITARY ACTIVITY

PERCEIVED AGGRESSIVENE

SS

TERRORIST RECRUITS

SYSTEM

Correcting the mismatch Neither incentives nor means to integrate

learning disciplines

Why SYSTEMS THINKING?

Detail Complexity arises when we use advanced procedures to analyze a set

of procedures or data Too much of analysis leads to various complexities in

arriving at an improper conclusion. Dynamic Complexity

Cause and effect are subtle Obvious interventions produce non-obvious consequences

REINFORCING FEEDBACK Small change builds on itself It leads to large consequences – better or worse

BALANCED FEEDBACK System that seeks stability Decision based on balancing end up as errors

DELAYED FEEDBACK Creates instability in the system

FEEDBACK

Solutions attending symptoms give short term benefits

Root cause has to be found and eliminated for long term benefits

Identifying small changes that lead to large benefits is a challenge

“Too Much information is the cause for ‘information’ problem”

PROPER ACTIONS

THANK YOU!