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Traditionally, organizations have focused on developing specific, easily replicable functional or technical skills. Not only were these skills easier to teach but organizations were also operating in a more stable, predictable environment at the time. In that environment, executing repeatable processes to produce standardized products and services
... See moreIn Sternberg’s view, we’re all in a state of developing expertise, and any test that measures only what we know at any given moment is a static measure that tells us nothing about our potential in the realm the test measures.
Mark A. McDaniel • Make It Stick: The Science of Successful Learning
Living systems have integrity. Their character depends on the whole. The same is true for organizations; to understand the most challenging managerial issues requires seeing the whole system that generates the issues.
Peter M. Senge • The Fifth Discipline: The Art & Practice of The Learning Organization
Andrew Clay Shafer says, “You are either a learning organization or you are losing to one that is.”
John Willis • Deming's Journey to Profound Knowledge: How Deming Helped Win a War, Altered the Face of Industry, and Holds the Key to Our Future
the central principle of systems thinking, that structure influences behavior and that the leverage for change increases as we learn to focus on underlying structures, rather than events or behaviors. These structures are made up of beliefs and assumptions, established practices, skills and capabilities, networks of relationships, and awareness and
... See morePeter M. Senge • The Fifth Discipline: The Art & Practice of The Learning Organization
Alex Komoroske • Coordination Headwind - How Organizations Are Like Slime Molds
For more material on archetypes, see Systems Archetypes: Diagnosing Systemic Issues and Designing High-Leverage…
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Art Kleiner • The Fifth Discipline Fieldbook: Strategies for Building a Learning Organization
This question eventually led O’Brien to Chris Argyris, whose writings resonated with Hanover’s managers’ experience. Argyris’s “action science,” offered theory and method for examining “the reasoning that underlies our actions.”9 Teams and organizations trap themselves, he says, in “defensive routines” that insulate our mental models from examinati
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