Day 3 Building Learning Organization: Strategic Perspectives

1. Day 3Building Learning Organization: Strategic Perspectives

2. Reflection of two days…

3. Taxonomy of Reflection

4. Learning Organization • Continual expansion to create desired results • New patterns of thinking are nurtured • Collective aspiration is set free • People learn to learn together • New knowledge and capabilities remain even if individuals leave

5. Elements of Learning Organization Personal Mastery Shared vision Mental models System Thinking Team Learning

6. Learning Organization requires effective KM System

7. Thought of the Day • An organization's ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage. - Jack Welch

9. The six learning disabilities • I am my position • The enemy is out there • Illusion of taking charge • Fixation of events • Delusion of learning from experiences • Myth of the management team

10. Organizational Analysis • Important to know who we are, what we do, where we want to be, and what are our priorities • Need to ask several questions: • What is our organizational culture that shapes learning environment? • What is our learning processes and practices?

11. Organizational analysis • What are the supporting factors for learning? • What are the hindrances for learning? • To what extent are we addressing the mistakes we make and learn from experience?

12. Stephen Covey says • The bottom line is, when people are crystal clear about the most important priorities of the organization and team they work with, and prioritize their work around those top priorities, not only are they many times more productive, they discover they have the time they need to have a whole life.

13. Dimension of Analysis • Multiple aspects of the organization that set context for learning and support (hinder) to foster learning environment

14. Organizational Assessment • Reflect on self assessment (individual organizations) in your group • Plot your assessment result in spider diagram • Discuss in group to explore the common issues responsible for such assessment results • How can we resolve such issues and develop a learning organization?

15. Issues and Challenges • Self assessment (individual Organizations) • Discussion in group to explore the common issues and challenges in learning

16. Issues in Nepali organizations

17. Common Issues • Lack of interest in learning • Poor power delegation • Lack of encouragement • More interested in foreign training • Discrimination in opportunity • Irrelevant training- job and training not matched • No proper knowledge storage

18. Common Issues • Lack of encouraging system for creative thinking • Lack of competitive environment • Lack of group discussion • No regular meeting • Poor M&E system • Poor feedback system • Employee not interested in sharing

19. Common Issues • Lack of systematic record system • Lack of recognition and reward system • Boss management • Under utilization of technology • Lack of inter organization coordination

20. Common Issues • Lack of indicator based evaluation and monitoring • Lack of trouble shooter team culture • Lack of institutional development on learning organization • Poor mentality • No sharing of lesson learned (e.g. Sood incident)

21. Common Issues • Strategy changes according to the commander (frequent changes may result in confusing learning pattern) • Top down communication and information flow

22. Common Issues • Higher the ranks, better the performance (Problem of the grassroot not known to the policy level) • Lack of coordination- among different stakeholders and departments

23. Common Issues • Lack of adequate information • Lack of physical infrastructure • Lack of new technology • Purpose and role of organization not clear • Ineffective implementation of the rules and regulations

24. Common Issues • Lack of transparency and leadership • Lack of coordination • Confidentiality pretention • Political intervention has hindered in achieving goals • No reward for taking risks • Traditional record system

25. Strategies for building a learning organization

26. Your vision now ! • Prepare a diagrammatic presentation showing how your organization will look like as a learning organization in a 3-year period down the line. • Observe each other’s vision ! • State vision in a short sentence on the top of a flip chart

27. Set strategic priorities • What do you want to achieve in a given time frame in the process of becoming a learning organization? • List a few strategic priorities (objectives) for the 3 year time period from now. • Use sample format

28. Develop strategies • Strategy is means to achieve ends. It basically answers the question ‘HOW’ • Discuss in your Organization Group and develop practical strategies that will address the strategic issues of learning and achieve the set objectives/ priorities to become a learning organization

29. Vision:…………………………………….

30. Building Blocks of a LO • A supporting learning environment • Concrete learning processes • Leadership that reinforces learning

31. Guidelines • Understand, and communicate the main thing: “The main thing is keeping the main thing as the main thing”

32. Shared vision • Create alignment around the main thing by giving everyone a line of sight • Line of sight means the employee: • Sees how the organization works as a system, and • Knows how her work contributes to it

33. How? • Process mapping • Track and post performance • Job rotation and co-location • Experience the process from customer view point and get prompt feedback from customers • Observe the end result

34. Utilize multiple perspectives • It takes variety to control variety • E.g. high reliability organizations like aircraft carriers and nuclear power plants • Dealing with complex and chaotic situations requires multiple perspectives; no one person can handle them alone. • To fully utilize multiple perspectives often requires changes in organizational structure and culture.

35. Defer to expertise • Shared leadership • Continually train and practice

36. Maintain fluid communication • Across the permeable boundaries • After Action Review • Best Practice Database

37. Continual learning • Support continual training, learning and practice • Train for certainty and educate for uncertainty

38. Supportive leadership • Develop intellectual curiosity • Asking open questions • Maintaining non-defensive reactions • Examining assumptions • Slow down the game

39. THANK YOU Basanta Raj Sigdel NASC Tel. 5522160 Ext. 275 Cell: 9841310840 Email: brsigdel@nasc.org.np