Team 2001 - Becoming a Learning Organization

AGC of WashingtonAnnual MeetingJanuary 25, 2001

What is a learning organization?

It is a label describing an organization with certain critical capabilities to more effectively achieve meaningful results by adapting to changes in its environment.

“In the long run, the only sustainable source of competitive advantage is your organization’s ability to learn faster than the competition.”

Arie De Gues, CEO, Royal Dutch Shell

Why is it important to be one?

Construction has the second highest failure rate of all businesses in the world.

After 15 years of studying Fortune 500 companies, Royal Dutch Shell concluded that most large, successful companies don’t live very long.

Shell conducted in-depth studies of 20 companies that had lived 200 years or longer.

Those who do live long, develop the capability to adapt - TO LEARN.

What are the essential disciplines of these learning organizations?

Shared VisionTeam LearningMental ModelsPersonal MasterySystems Thinking

Shared Vision

“The discipline of shared vision builds a sense of commitment in a group by developing the core images of the future its members seek to create, and the principles and guiding practices by which they hope to get there.” Peter Senge

It is created through interaction of the individuals. Focuses efforts. Encourages collaboration. This is where AGC is today!!

Team Learning

“The discipline of team learning enables the development of collective intelligence beyond the reach of any individual.” Peter Senge

It emphasizes learning together on the job, not individual learning.

It enhances the competitive position of the company.

Empowered individuals, in a team learning environment, create better results.

This is what we are doing today.

Mental Models

“In this discipline we examine the deeply embedded assumptions we make about how the world is, and notice how they shape our actions and decisions.” Peter Senge

AGC works the way it does because of how we interact and how we think.

Ladder of inference & mental models.

The Ladder of Inference

I observe data and have experiences

I select data from my observations

I add personal and cultural meaning

I make assumptions based on the meanings

I draw conclusions

I adopt beliefs about the world

I take action based on my beliefs

Personal Mastery

“This is the discipline of continually clarifying and deepening our personal aspiration, our ability to create the results we most desire, while simultaneously increasing our awareness of the current reality of our situation in order to learn how our actions affect the world around us.” Peter Senge

It is usually an individual, lifelong pursuit. AGC’s ethics classes are a good example of how we

are currently dabbling with this discipline.

Systems Thinking This is what ties all the disciplines together. “It is a way of thinking that seeks to find structures

underlying complex situations, enabling us to see the relationships, the patterns of change and action required for sustainable improvement.” Peter Senge

In systems thinking, we resist the tendency to treat the symptom without looking at how the fix will impact relationships in the whole system.

As Task Force 21 finalized its work, systems thinking is what led us to adopt a community focus to our central mission and vision.

In summary, so far...

To the extent we can improve our competency in these five disciplines we come closer to: AGC becoming a learning organization,

and Members who participate do the same.

This is important because...

Associations are moving…

From a political model of decision making,

to a more rational model based on information and insight.

This is the very foundation of Knowledge-Based Strategic Governance.

Glenn Tecker, Tecker Consultants, LLC

With Knowledge-based Strategic Governance...

Who makes the decision is far less important than

the quality of informationand the insighton which the decision is made.

Glenn Tecker, Tecker Consultants, LLC

“Strategic thinking is the pursuit of the right questions; it is not about finding one answer or many answers; it is about having sufficient thought to see the realm of the possibilities and then choosing a path that we can never know with certainty is the right answer!!”

Glenn Tecker, Tecker Consultants, LLC

Mega issues and strategic thinking

Issues of strategic importance - cut across multiple goal areas (systems) or desired outcomes.

Frame the really large choices and/or challenges we face as we move (through team learning) to our (shared) visioned future.

Glenn Tecker, Tecker Consultants, LLC

A few examples:

How will AGC manage and satisfy the needs of a culturally, geographically and generationally diverse membership?

How will the industry be structured, and what will AGC’s niche be?

How will AGC finance its future?How can we develop effective

partnerships with other organizations?

Four “illuminating” questions when dealing with mega issues:

What do we know about our customers’ needs, wants and preferences that is relevant to this issue?

What do we know about the capacity and the strategic position of AGC that is relevant to this issue?

What do we know about the current realities and evolving dynamics of our industry that is relevant to this issue?

What are the ethical implications of our choices?

Glenn Tecker, Tecker Consultants, LLC

Skillful Discussion

A method of making decisions - mindfully.Proper examination of mega issues requires

new skills in group work.The four “illuminating” questions require

exploration of ideas and assumptions on the way to making decisions.

Traditional debate and discussion don’t usually lead to knowledge-based decisions.

The continuum of group discussion.

The primary difference between dialogue and skillful discussion involves intent.

Dialogue: Explore, discover, gain insight or understanding.

Skillful discussion: Closure, agreement, decision, etc.

Raw Polite Skillful DialogueDebate Discussion Discussion

The five protocols of skillful discussion.

Pay attention to your intentions. What do I want from this conversation? Am I willing to be influenced?

Balance advocacy with inquiry. What led you to that view? What do you mean by that?

Build shared meaning. When we use the term ___ what do we mean?

The five protocols of skillful discussion.

Use self-awareness as a resource. What am I thinking? What am I feeling? What do I want at this moment?

Explore impasses. What do we agree on and what do we

disagree on?

Today’s mega questions:

How will AGC maintain relevancy, loyalty and commitment in the face of unclear, inconsistent member value perceptions?

How can the AGC effectively recruit and sustain continuous membership growth?

How will AGC support recommendations developed by the Blue Ribbon Commission on Transportation?

Today’s assignment:

Practicing skillful discussion and using the four “illuminating” questions, examine today’s mega questions.

Come to some agreement or conclusions that we can actually use - even if it is simply agreement on research.

You have until 4:00 p.m.

Room assignments:

Group 1: Bill Alexander, Room 430Group 2: Ellen Alexander, Aspen RoomGroup 3: Philo Hall, Room 418Group 4: Lauren Gubbe, Aspen RoomGroup 5: Bob Adams, Room 428Group 6: Jerry Dinndorf, Room 420Return to Aspen promptly at 4:00 p.m.

Where we go from here:

March 12 - Working in teams; Knowledge-Based Strategic Governance.

May 14 - Mental models.June ? - Personal mastery and

systems thinking. Full day retreat.Who: Board of Trustees, Committee

Chairs and Department Heads.

Mega question:

How will AGC maintain relevancy, loyalty and commitment in the face of unclear, inconsistent member value perceptions?

Mega question:

How can the AGC effectively recruit and sustain continuous membership growth?

Mega question:

How will the AGC support recommendations developed by the blue Ribbon Commission on Transportation?