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Accountability systems
Jeffrey Hiatt • ADKAR: A Model for Change in Business, Government and our Community
Some organizations begin with an overall analysis of the policies of the current system. Which aspects support learning? Which might inhibit or block learning?
Art Kleiner • The Fifth Discipline Fieldbook: Strategies for Building a Learning Organization
Silence is unhealthy. In The Fearless Organization, Amy Edmondson describes how she discovered a correlation between the number of reported errors in hospitals and surveys on hospital team effectiveness. Some teams, she noted, were stronger than others, with higher levels of mutual respect, collaboration, satisfaction, and confidence in their abili
... See moreJonathan Smart • Sooner Safer Happier: Antipatterns and Patterns for Business Agility
The key to any educational experience designed to teach senior managers how to reason productively is to connect the program to real business problems.
Chris Argyris • Teaching Smart People How to Learn (Harvard Business Review Classics)
Russell Ackoff • A Lifetime of Systems Thinking
As Argyris also says, defensive routines are “self-sealing”—they obscure their own existence. This comes in large measure because we have society-wide norms that say that we should be open and that defensiveness is bad. This makes it difficult to acknowledge defensive routines, even if we know that we are being defensive. If Tabor’s corporate super
... See morePeter M. Senge • The Fifth Discipline: The Art & Practice of The Learning Organization
In a classic 1994 Harvard Business Review article, Chris Argyris criticized “good communication that blocks learning,” arguing that formal communication mechanisms like focus groups and organizational surveys in effect give employees mechanisms for letting management know what they think without taking any responsibility for problems and their role
... See morePeter M. Senge • The Fifth Discipline: The Art & Practice of The Learning Organization
With everyone taking for granted that their own view is right, and readily assuming that others’ opposition is self-interested, progress quickly grinds to a halt. Decisions are delayed, and when finally made they are often imposed without buy-in from those who have to implement them. Relationships sour. Eventually people give up in frustration, and
... See moreSheila Heen • Difficult Conversations: How to Discuss What Matters Most
discover where your intellectual arrogance is causing disabling ignorance and overcome it. Far too many people—especially people with great expertise in one area—are contemptuous of knowledge in other areas or believe that being bright is a substitute for knowledge. First-rate engineers, for instance, tend to take pride in not knowing anything abou
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