The Organizational Learning Reimagined and Redefined Series
The Organizational Learning Reimagined and Redefined Series
Nigel Paine and Guests
JANUARY 25, 2024; MARCH 7, 2024; and APRIL 23, 2024
The following videos and additional content are for review only. They are not to be shared without express permission from either LDA or Nigel Paine. They are the intellectual property of Nigel Paine.
NOTE: ALL THREE SESSIONS WILL BE POSTED HERE FOR EASY ACCESS.
SESSION ONE: BUILDING OUT THE ORGANISATIONAL BRAIN- January 25, 2024
DESCRIPTION OF THE SESSION:
NIGEL IS JOINED BY SPECIAL GUEST, GARRY RIDGE.
We rarely consider the complex amount of know-how and knowledge embedded in organisations, large and small, the world over. The CEO of HP from 1992- 1999 Lew Platt claimed: "if HP knew what HP knows, we would be three times more productive" . This simple little sentence embodies a complex truism: organisations are smart, but we don't know how to build, measure, store or access that intelligence.
Let's imagine an organisation as a brain. Just as in the human brain has a large number of neurone's, organizations have a large number of people. We know now that our human intelligence is based, not on the number of neurones we have, (between 80, billion and 100 billion if you're asking) but on the connections between those neurones. These are synapses , and each cell can sustain up to 1000 connections. If you multiply 100 billion by one thousand you end up with a very large number, something like a quadrillion. These connections make a massive neural network that helps us make sense of the world. In an organization, the more connections between people the easier it is to retrieve knowledge and get help.
If the analogy holds good, a focus on the synapeses rather than the neurons is the way to go.
We will look at a number of organizations that have focused on building the maximum connections between people both internally as well as developing links between the organization and the world outside.
We will examine:
What stops those connections occurring
How you tap into your organizational brain
How you stimulate those connections and make use to them
What are the first steps you should take
CLICK HERE TO OPEN AND DOWNLOAD THE SLIDES NIGEL USED IN THE SESSION.
SESSION TWO: EMBRACING EXTERNAL INSIGHTS TO DRIVE CHANGE- March 7, 2024
NIGEL IS JOINED BY SPECIAL GUEST, ANN SCHULTE, Ed.D., CLO AT PROCTER AND GAMBLE.
Most organizations are too insular. They put up barriers to stop information leaking out or breaking in. The bigger the organization the more insular it is.
The problem that this creates is a blindness to changes in the external environment coupled with a smugness about what we do is better than anyone else. Sadly this is rarely the case!
Big organizations need to behave like Start-Ups, who are desperate to understand the outside environment so they can respond, and keen to absorb and deal with changes that might impact them.
You cannot appoint external messengers to bring the news -good or bad- from outside, it has to be endemic and cultural. And there has to be space to process this information and act on it if necessary. There are many things that have to happen for this to become 'the way we do things around here.' And in this webinar you will learn:
How to ramp up curiosity so people will want to explore new possibilities
How to create the space and time for this to happen
How to build the forums where this information can be processed
How to take intelligent decisions quickly and effectively based on this data
These processes are at the heart of organizational learning.
SESSION THREE: ADOPTING HEALTHY HABITS: HOW TO FAIL IN ORDER TO LEARN AND HOW TO ASK FOR HELP- April 23, 2024
NIGEL IS JOINED BY SPECIAL GUEST, ANDY BILLINGS, Ph.D., SENIOR PARTNER AT FUTURE-READY and FORMER HEAD, PROFITABLE CREATIVITY AT ELECTRONIC ARTS
Many people at work feel that any admission of weakness is career limiting. This is toxic in the extreme.
If you dare not admit that you made a mistake, the errors are covered up and blame is deflected and mistakes are punished. Equally if it impossible to ask for help as that is a sign that you cannot do your job or you are not as competent as colleages.
The result is a culture of masking and covering up and where your true self is hidden in the workplace. In extreme cases this is stress inducing but always it leads to a loss of productivity.
In this webinar we will share case studies of companies that behave differently and understand:
Why fear is toxic always
That mistakes are massive learning opportunities
That asking for help is at the heart of a coaching culture
Where open discussion is the root of innovation and resilience