Attachment # 00002842 - Systems_and_the_Fifth_Discipline(Learning_Disabilities).pptx
Systems_and_the_Fifth_Discipline(Learning_Disabilities).pptx (196.58 KB)
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Systems and the Fifth Discipline Organizational Learning Disabilities Most companies are poor learners.Trouble is often very apparent, yet ignored.Let’s identify the seven leaning disabilities.Organizational Learning Disabilities We are trained to be loyal to our jobsWe “become” the jobWhat do you do for a living?Most describe their daily task.Not the PURPOSE of the greater enterpriseNASA janitorMost feel they have little or no influence in the systemResponsibilities are limited to the boundaries of their position.Detroit vs. Japan1. I Am My Positionstyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_y Thou shalt always find an external agent to blame!Think “Little League”We often have a propensity to blame othersWhen we only focus on our position, we don’t see how our actions extend beyond the boundary of that position.“Out There” and “In Here” are usually part of a single system.US Postal Service2. The Enemy Is Out Therestyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_y Like to be “proactive”?…as opposed to being “reactive”?All too often proactiveness is reactiveness in disguiseIf we’re simply becoming more aggressive fighting “the enemy out there”, we’re reactingTrue proactivenessSeeing how we contribute to our own problemsIt’s a product of our way of thinking, not our emotional state3. The Illusion Of Taking Chargestyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_y She took my… He broke my…! She won’t let me… Yeah but he started it!We are conditioned to see life as a series of events, and for every event, we think there is one obvious cause.Organizations are concerned with “events”Last months sales, new budget, quarterly earnings, who was just promoted, fired…4. The Fixation On Eventsstyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_y Focusing on events leads to “event explanations”.We don’t see the big picture.Design a caveman…Right; immediate actions to stop immediate threats!Today however, the greatest threats are from slow, gradual processes!Create! Use generative learning.Everything else is simply reactionary.4. The Fixation On Events cont.style.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_y Put a frog in a pot of boiling water and…?Put the frog in room temperature water, and?Now, start to turn up the heat, and?Right… zip. Why?The frog’s internal apparatus for survival is geared to sudden environmental changes. Not slow gradual changesAmerican auto industry in the 60’sYou have to slow you pace to see the subtleties going on5. The Parable Of The Boiled Frogstyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_y The most powerful learning comes from direct experience.What happens if the primary consequences of our actions are beyond our vision?The “Learning Horizon”Impossible to learn from events beyond this pointWe learn best from experience but never directly experience the consequences of many of our most important decisions.6. The Delusion Of Learning From Experiencestyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_y R&D vs. MarketingInvesting in capital improvementsPromoting peopleVery little opportunity for trial and errorCycles are very difficult to see if they last beyond a year.How long are commercials on TV?So companies develop into departmentsThey then “stovepipe”The most important issues that are cross functional, are rarely addressed6. The Delusion Of Learning From Experience cont.style.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_y Aren’t management teams and managers great?!Do you really believe in management and their abilities?Always fighting for turf? Arguing?Trying to “look good”?Pretending everyone is “on the same page”.If here’s disagreement?;Usually they’ll lay blamePolarize opinionFail to reveal the underlying differences7. The Myth Of The Management Teamstyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_y Most managers find collective inquiry a threatWe’re trained to never admit “we don’t know”And companies reward those who don’t really pry!When was the last time someone was rewarded for asking tough questions about policies?Skilled incompetence! (Chris Argyris)We become incredibly proficient at not learning.7. The Myth Of The Management Teamstyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_y The “Beer Game”Time for a beer…style.visibilityppt_xppt_y Prisoners?Of the System???Or of our own thinking…..The Beer GameThoughts?Okay, what happened?style.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_y 1. Structure influences behaviorDifferent people in the same structure tend to produce like resultsProblems and poor performance are blamed on something or someone elseHowever, the SYSTEM generally causes the crises, not external forces or people mistakesLessons Of The Beer Gamestyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_y 2. Structure in Human Systems is subtleWe usually think structure = external constraints on peopleBUT; structure in complex living systems means the basic interrelationships that control behavior. How people make decisions is part of the structureThe “operating policies” that we use to translate perceptions, goals, rules and norms into actions.Lessons Of The Beer Gamestyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_y 3. Leverage often comes from new ways of thinking.When we focus on our own decisions we generally ignore how the decisions affect others.When we look at just ourselves, we only need a short lever for change.If you understand the “system”, and use a long enough lever, you can effect changeLessons Of The Beer Gamestyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_y We inherently love heroes.If something goes wrong though, someone must have screwed up.So who screwed up in the beer game?What does the history of “The Beer Game” tell us?If thousands of players, from around the world, have the same basic results, the causes of the behavior must be beyond the individual. The cause of the behavior is in the systemLessons Of The Beer Gamestyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_y Beer game-like structures create similar crisis's in real life.1985; PC memory chips: glut = low prices1986; sudden shortage = 300% increase in prices1973-1975; semiconductors1989; US auto industryReal estateLessons Of The Beer Gamestyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_y When placed in the same system, people, however different, tend to produce similar results.Psychologist Phil Zimbardo experimentMock prisonPrisoners/guardsMild resistanceIncreasing rebelliousnessAbusivenessThis is a controlling structure, and look at what happened… Structure Influences Behaviorstyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_y Do you feel yourself controlled by forces in the system from time to time? Or did you feel in control?Do you find yourself "blaming" the groups next to you for your problems?Do you feel desperation at any time?Structure Influences Behaviorstyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_y So what does it mean to say that structures generate particular patterns of behavior?In the beer game each player makes one move per week. That’s all! The focus though is on THAT moveThe results are inevitable classic buildup and decline of orders at each position…and the further away from the customer the worse the errors…AND, all this occurs based on a stable consumer demandStructure Influences Behaviorstyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_y In order for you to succeed, in the beer game as well as just about any place else, others have to do well also.So how do you “play the game”? First, take two aspirin and, wait..Understand the delaysSecond, don’t panicBe disciplinedStructure Influences Behaviorstyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_y All of the learning disabilities operate in the beer game:Because players “become their position” they don’t see how their actions affect others.Consequently, when problems arise, they blame others; “the enemy”.When they get “proactive” and place more orders they make matters worse.The Learning Disabilities And Our Way Of Thinkingstyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_y Because their over ordering builds up gradually they don’t realize he direness of their situation until it’s too late.By and large they don’t learn from their experiences. The consequences of their actions occur elsewhereThe people in the different positions become consumed with blaming the other players for their problems. Hence, no one is learning….The Learning Disabilities And Our Way Of Thinking cont.style.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_y Events (Reactive) (Who did what to whom)Patterns of Behavior (Responsive) (Long term trends and implications)Systemic Structure (Generative)(What causes the patterns of behavior)This is the premise:style.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_ystyle.visibilityppt_xppt_y What the heck does this all mean?And I’m not saying jack! You want to get out of here, show me you understand this.So…style.visibilityppt_xppt_y
Look for assistance to complete a 6 page paper APA format and power point presentation

Look for assistance to complete a 6 page paper APA format and power point presentation

Question # 00049028 Posted By: garciavegaa Updated on: 02/16/2015 01:04 PM Due on: 02/27/2015
Subject Business Topic Management Tutorials:
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Identify a current organization that is not, in your opinion, a Learning Organization. Your are to develop a presentation and supporting paper that will describe how, through a Systems View, the organization could have, or should be, run. Points to cover will include, but are not limited to:

-How should Systems Thinking have been, or should be, applied to make the organization salvageable.

-All Archetype relationships

-System Discipline correlations

-All organizational Learning Disabilities associated

-How do the Laws of the fifth Discipline apply to this organization?

-How should/could management have changed the business? (Personnel, resources, processes, culture, themselves (based on the 7 Habits of Highly Effective People?))

Each section noted above will include a one page essay, APA format. Your essay corresponding to the section you are responsible for (70%)

-Your presentation materials (30%)

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The_Laws_of_the_Fifth_Discipline.pdf (430.03 KB)
Systems_and_the_Fifth_Discipline(Learning_Disabilities).pptx (196.58 KB)
Senge_Archetypes.ppt (364.5 KB)
sys_archetypes.pdf (352.5 KB)
Presentation_Rubric_.pptx (65.1 KB)
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  1. mac123
    Tutorial # 00046436 Posted By: mac123 Posted on: 02/16/2015 01:44 PM
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