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Peter M. senge, MIT Sloan School of Management 1.

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Presentation on theme: "Peter M. senge, MIT Sloan School of Management 1."— Presentation transcript:

1 Peter M. senge, MIT Sloan School of Management 1

2 Zahra Kamal Homa Koohi Naeimeh Mohmmadi Yousef Nasehzadeh Panacea Group Group Members: 2

3 Outline: IntroductionAdaptive/Generative LearningThe Leaders New WorkThe Leaders New RoleThe Leaders New SkillsThe Leaders New Tools

4 Peter Senge 4

5 Introduction How can we build organizations in wich continues learning occurs? What kind of person can best lead the learning organizations? How can we build organizations in wich continues learning occurs? What kind of person can best lead the learning organizations? “The rate at which organizational learn may Become the only sustainable source of competitive advantage” Ray Sata 5

6 HUMAN BEINGS are designed for learning. Children come fully equipped with an insatiable drive to explore and experiment. People are born with: – intrinsic motivation – self- esteem – dignity – curiosity to learn – joy in learning 6

7  The primary institutions of our society are oriented toward controlling rather than learning. “ Our prevailing system of management has destroyed our people. ” W. Edwards Deming Weak Learning Systems 7

8  The forces of destruction begin with toddlers:  Grades in school and university.  Ranking people, teams, divisions on the job. Reward for the one at the top, punishment at the bottom 8

9 Learning Organization Importance One-third of the fortune ‘500’ in 1970 Had vanished by 1983 Dynamic, Interdependent and unpredictable World Learning is vital for organizations 9

10 Adaptive learning and Generative learning  Fitness to standard  Fitness to need  Latent need 10

11 Adaptive learning and Generative learning Generative learning requires:  New ways of looking at the world 11

12 New sort of management development This sort focuses on: New Work New Roles New Skills New Tools 12

13 The leaders new work If this type of organization is so widely preferred why don’t people create such organizations? The answer is leadership William O’Brien Traditional Leader: Focus on short-term event, charismatic heroes rather than on systemic forces and collective learning 13

14 Leaders in learning Organizations are responsible for Learning 14

15 Creative Tension : The integrating principle Where we want to be Where we are currently The gap between the two Vision Reality Tension 15

16 Creative Tension Accurate picture of current reality Obvious picture of a desired future 16

17 New Roles  The traditional authoritarian image of the leader : The boss calling the shots. “Leadership is intertwined with culture formation.” Edgar Schein  The critical roles of leadership in a learning organization : Designer Teacher Steward 17

18 New Roles : Leaders as Designer  Designing the governing ideas of Purpose, Vision, Purpose  Translate guiding ideas into business decisions  Preparing effective learning processes 18

19 New Roles: Leader as Teacher The Role of Leader as Teacher starts with : – bringing to the surface peoples Mental Models General Motors example : – “cars are status symbols. Styling is therefore more important than quality” 19

20 Systematic structure (Generative) patterns of behavior (Responsive) Events (Reactive) Doesn’t mean teach people the correct view of reality But help people to restructure their views of reality Doesn’t mean teach people the correct view of reality But help people to restructure their views of reality Where do Leaders Focus their own and their organization Attention? 20

21 New Roles : Leaders as Steward Servant Leader:  Sense of responsibility for the people they lead  Sense of commitment to the organizations larger purpose and mission 21

22 New Skills Building Shared Vision Surfacing and Testing Mental Models 22

23 New Skills : Building Shared Vision – Encouraging personal vision Hologram metaphor – Communicating and asking for support – Visioning as an ongoing process – Blending extrinsic and intrinsic visions – Distinguishing positive from negative visions Fear and aspiration 23

24  Seeing Leaps of Abstraction  Balancing Inquiry and Advocacy  Distinguishing Espoused Theory from Theory in Use  Recognizing and Defusing Defensive Routines New skills : Surfacing and testing Mental Models 24

25 System Thinking  Seeing interrelationships,Not things and process, Not snapshots  Moving beyond Blame  Distinguishing detail complexity from dynamic complexity  Focusing on areas of high leverage  Avoiding symptomatic solutions 25

26 New Tools Charting Strategic Dilemmas “the Left Hand Column”: Surfacing Mental Models Learning Laboratories :Practice Fields for Management Teams 26

27 U.S manufacture example Charles Hampden-Turner’s Seven steps : (for helping management teams confront strategic dilemmas creatively) Eliciting the Dilemmas MappingProcessing Framing/Con textualizing Sequencing Waving/ Cycling synergizing New tools : Charting Strategic Dilemmas 27

28 “the Left Hand Column”: Surfacing Mental Models What I am thinkingWhat is said Person A thinks …Person A says … Person B thinks …Person B says… Person A thinks …Person A says … Person B thinks …Person B says… A tool to help managers to discover for themselves how their mental models operate to undermine their own intentions? Not only brings hidden assumptions to surface it shows how they influence behavior New tools : The Left Hand Column 28

29 Leaders and Learning Organizations  Developing Culture  Focus on Roles, Skills, and Tools For Leadership 29

30 The wicked leader is he who the people despise, The good leader is he who the people revere, The great leader is he who the people say, “We did it ourselves” 30

31 References  Peter Senge, The Leader’s new work: building learning organizations  Peter Senge, The Fifth decipline  Barry Richmond, Systems thinking: critical thinking skills for the 1990s and beyond 31

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