Creating a Learning Organization Aligning purpose...
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Creating a Learning Organization Aligning purpose, practice, and processes Miriam Uhlmann, PhD MedEd Manager Faculty Development European CME Forum Manchester, November, 2019
Transcript of Creating a Learning Organization Aligning purpose...
Creating a Learning OrganizationAligning purpose, practice, and processes
Miriam Uhlmann, PhD MedEdManager Faculty Development
European CME ForumManchester, November, 2019
• Employee of the AO Foundation (not for profit)• No relevant financial relationship to disclose• AO is NOT a learning organization
Disclosures
• Discuss the characteristics of a learning organization.• Identify the characteristics of your own organization
based on the competing value framework.• Align people, processes and the purpose and create
a system that facilitates the creation of a learning organization.
• Discuss how change can be implemented and how do you manage such change once it is initiated.
Learning objectives
The Learning Organization
• Define a learning organization• List characteristics of learning organization
What is a learning organization?
• Term coined by Peter Senge • An organization that facilitates
continuous learning of its members and continuously transforms.
Background
Source: http://www.langston.edu/sites/default/files/basic-content-files/TransformationalLeadership.pdf
Shared Visiondefines a common identity that creates a focus and energy for learning (WHY)Mental Modelsassumptions held by individuals and organizations –the theories, values, beliefs and normsPersonal Masterythe commitment by an individual to the process of learning (self-awareness)
Characteristics
Source: Senge, P. The art and practice of the Learning Organization. Published by Random House, 2006.
Systems Thinkingassess the performance of an organization as a whole to include all of its components Team Learningaccumulation of individual learning creates team learning that improves the problem solving capacity
Characteristics
Source: Senge, P. The art and practice of the Learning Organization. Published by Random House, 2006.
1. Maintain levels of innovation and remaining competitive 2. Being better placed to respond to external pressures 3. Having the knowledge to better link resources to
customer needs 4. Improving quality of outputs at all levels 5. Drive mission and improve image by becoming more
people oriented 6. Increasing the pace of change within the organization
Why a learning organization?
Source: Senge, P. The art and practice of the Learning Organization. Published by Random House, 2006.
1. A supportive learning environment2. Concrete learning processes and structure3. Leadership that reinforces learning
Building blocks
Source: Senge, P. The art and practice of the Learning Organization. Published by Random House, 2006.
1. Learning alone is insufficient2. Organizations are not monolithic3. Comparative performance is a critical scorecard4. Learning is multidimensional
Moving forward: Principles
Source: Senge, P. The art and practice of the Learning Organization. Published by Random House, 2006.
Meaning Plausible, well grounded definition, actionable and easy to apply.ManagementClear guidelines for practice, filled with operational advice. MeasurementTools for assessing rate and level of learning to ensure gains have been made.
Becoming a learning organization
Source: Senge, P. The art and practice of the Learning Organization. Published by Random House, 2006.
Attributes of high performing systems
• Use data to identifyopportunities
• Standardize processes• Hardwire changes• Provide education and
feedback• Hold staff accountable• Implement EBPs
Leadershipengaged
Alignedwith strategic
goals
People Engagement
Improvementframework
Data:Timely & reliable
Deploymentframework
Active useof learningcommunity
Adapted from http://www.cccblog.org/wp-content/uploads/2012/09/lhs.png
GAP ANALYIS
Where are we?
Where do we want to be?
Goal is to have 3 cards which describe the current situation of your organization, company, hospital, etc.1. Spend 5 minutes moving around the room and
trading cards with other participants.2. If you still have cards which do not represent your
organization, company, hospital, etc. put them on the table in the middle and step back.
3. Participants who need more cards can go to the table and pick more cards which describe their organization, etc.
Card GAME—Instructions
Achieving alignment
Purpose/Process—Practice—People
• What is our main purpose?• To what extent do we share the same purpose? Who
does and does not share the same purpose?• What other purpose do we have?• What are the trade-offs in pursuing this purpose?
PURPOSE questions
• To what extent are our practices aligned with our purposes?
• To what extent are our practices aligned with our purposes of the business unit of which we are part? Of the organization as a whole?
• How will we acquire, develop, or change our practices to help us achieve our purposes?
• Do we have the competencies and culture to develop these practices?
PRACTICE questions
• To what extent is my profile aligned with others in my group?
• To what extent is my profile aligned with the purpose of my group?
• To what extent is my profile aligned with the practices of my group?
• How will I develop and use my skills to work better with the purpose, practices and people in my group?
PEOPLE questions
• If our purposes, practices, and people are aligned, what would happen (good or bad) if they were NOT aligned?
• If our purposes, practices, and people are NOT aligned, what would happen (good or bad) if they were aligned?
• How will we (I) develop and use our (my) skills to work better with the other practices and people in our organization?
Follow-up questions
Quality Education—Alignment in the AO Foundation
Leading Change
• Term coined by John Kotter• Kotter 8 step change model• Changing existing and
sustaining new culture
Background
8 Step change management process by J. KotterSteps in the process Impact
1. Create a sense of urgency
De-freezing the existing culture
2. Form a powerful coalition
3. Create a vision of change
4. Communicating the vision
5. Remove Obstacles Make the change happen6. Create short term wins
7. Build on the change
8. Anchor the change in organization's structure
Re-freezing the new culture
As a result of participating in this session, will you make changes in your practice?If yes, please specify one change you are going to make, state it in an email that you are going to send to yourself with a reminder flag in 3 months to remind you of the intended change.
If not, please let us know why.
Commitment to change
