Summing Up Continuous Learning in Teams

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Do curso por University of Pennsylvania

Creating a Team Culture of Continuous Learning

47 classificações

University of Pennsylvania

Creating a Team Culture of Continuous Learning

47 classificações

Curso 4 de 5 em Specialization Culture-Driven Team Building

There is mounting concern that organizational groups and teams often fail to learn from their past experiences. It’s pertinent to address this issue as groups and teams are often the main ways that work gets done in organizations. In this course, we examine the main reasons that groups and teams are often ineffective, which include: • The lack of organizational structures and support for teams and groups • The lack of understanding and emphasis on learning • Misaligned reward structures So, what can be done to create an enabling learning culture in teams? This course emphasizes practical and impactful ways to begin to address this state of affairs. Through the use of stories, scenarios with actors simulating different team issues, examples and dialogue, you learn how to: • Understand teams in their larger organizational context • Diagnose the learning strengths and barriers to learning on teams • Identify ways to develop a team and group that continually learns and impacts the larger organization positively • Create an organizational environment that encourages learning and innovation

Na lição

Week 4 : Fostering Innovation in Groups & Teams

Thank you for staying with and being a part of our emergent conversations. If you have accompanied us through weeks 1,2 and 3, we are now at the closing end of our on-going discussion around learning in teams - in this section, we'll focus on Complex Adaptive Systems and structures that foster and accelerate engagement, learning and team conversations. Come join us.

Part 1- Introduction & Learning in Ambiguous and Uncertain Environments7:35

Part 2 - Conditions for Learning7:21

Part 3 - Organizing Under Uncertainty4:09

Scenario: Team at GURD, Part 13:27

Scenario: Team at GURD, Part 22:19

Debrief: Scenario10:42

Liberating Structures: Examples of Team Exercises14:21

Focus of Module 4 Review2:39

Summing Up Continuous Learning in Teams8:27

Conheça os instrutores

Alan Barstow, Ph.D.
Director and Senior Scholar
Organizational Dynamics
Dana Kaminstein, Ph.D.
Affiliated Faculty
Organizational Dynamics
Ramya Kumar, MSOD, PGDHRM, SHRM-SCP
Senior Consultant - Organizational Learning, Development & Change
Organizational Dynamics
Amrita V. Subramanian
Executive Coach & Senior Consultant, Doctoral candidate (Ph.D. 2019)
Organizational Dynamics

As we bring our course to a close, we want to highlight some themes and

help you synthesize a little of what we've covered and learned.

One of the things that, to start with is that learning is

such a very important process for teams and organizations.

Oftentimes we still think of learning happening in the classroom,

but the really important learning

happens we think outside of the classroom when you begin to apply things.

You discover what works, what doesn't work.

You discover that the theory or values you had don't

seemed to hold up under stress or are in complex situations.

So we want to start by emphasizing that we hope that you've gotten a sense of how

vital and important the learning process is for teams and for organizations.

>> It's been such a journey, and I'm choosing to put on the lens.

The fact that you joined us at the table, and the four of us chose to have

conversations rather than give you several PowerPoints to do that.

It was a challenge for us, which we as a team decided

that we will be truthful about what we are here having a conversation about,

about learning as a team, doing a MOOC on teams,

by teams, by the teamwork that we're doing, and look at how we learned.

The first module, which I'm sure you have completely and

thoroughly looked at, and if you haven't, I welcome you to do that.

We talked about the first unit of analysis self individual and how learning takes

place at that level, and you are part of the system, how do you see things.

Then we moved into, okay, now I've learned to see things, now I have a theory,

how do I begin to see things?

What are the different ways to look at data, confirm, disconfirm?

Then we moved into teams, and how are we interacting as groups,

what are the barriers?

What are the three buckets that we talk of?

What enables, what disables.

And then finally we spoken at an organization,

what are the structures that liberate?

Because the problems that were created in the past cannot be solved by the tools of

the past, you have to look at the future, what is uncertain and adopts to that.

So I speak for myself and I'm sure the sentiment is common and

reciprocated that it's been a fantastic journey and we learned so

much about us and the way we looked at our own things, isn't it?

>> It resonates a lot with what I'm thinking and thank you for

saying some those out.

So how I look at it is in my own silly way, this looks like a story.

So we speak about journey as metaphor.

So when we started this journey, for me I was packing.

We were all packing our bags to go for the journey.

Way too many things that we want to pack.

How do you fit it all in?

Sometimes jumping on it does it for me.

[LAUGH] Not all the time.

>> Forcing it.

>> Forcing it.

[LAUGH] So these tools of framing reframing, really helps to see,

to categorize, to sort, to make sense, to look at it from a different lens.

Help to re-pack it a little bit in ways that it's comfortable to you and

that's gets you going.

>> Right.

>> And then you navigate where you're going, the diagnosis.

You navigate your journey, find out, what are the obstacles

that they might come across and then you hit that in this course as well.

Hit that discovery space of the creative discovery and letting it evolve and

fitting in the environment.

And in my story you just realize that, hey, I'm going to another city.

I get everything there, why do I need to pack everything and move on?

[LAUGH] >> [LAUGH]

>> That's liberating in itself for me.

So as I listen to you and connect it with my learning journey in this course so

far I mean that resonates a lot.

And we hope we were able to bring some of this to you, provide you with some tools,

help you apply, bringing different perspectives from each other.

I really hope that was useful.

>> I think there's a critical point that I see and what we've covered, and

again as you pointed out, it's from individual to team to larger group to

department to organization, ultimately to communities and societies.

All of these works.

These are important levels.

But there is this shift from certainty to uncertainty.

And I'm struck by what several of you have said.

I've learned from you is that that transition from when we take

what we're certain about and try to force that and

continue to force that way of dealing with things.

And then all of a sudden realize that, no, that's not working.

I need to think about this differently.

Sometimes we come to that awareness all by ourselves rarely and

usually takes that exchange, the conversation,

the productive conversation we're part of.

In those productive conversation I've learned in our discussions that it's

not just important to tell other people what you think.

It is important to tell them why you think what you think, what that's based on?

Let's getting down the ladder of influence from your beliefs and

conclusions and assumptions that to what's the data?

What's going on at you?

What have you seen and done that makes you draw that conclusion?

So getting down to the data that's extremely important.

So that's important, but more important than telling other people what you think,

maybe listening to what they think.

And how important that is to open up that frame and thinking about okay,

I think I've got an answer.

But wait a minute, Rami's got a different point of view.

Got a different point of view, Dana does.

I need to weave that into the way I'm thinking about the problem.

These are all challenges for all of us, I know they are challenges for you as well,

and your groups and teams.

But the more you can create that space to deal with those challenges,

rather than ignore them, or say, well,

that doesn't count I don't really think she's right or he's right, I'm right.

When we have those attitudes we don't learn a whole lot.

So the learning opportunity that Dana talked about that's in every day,

every situation requires some space for us to think about learning something new and

not just apply what we already know.

So good luck with that work.

>> It's interesting, as you talk about our journey.

I'm remembering that we had some hesitancy about

doing these modules on video because we know that real

learning about teams happens when you're in a team and

you're immersed in the experience.

We hope that our working together as a team has been helpful in

the sense that we've been trying to illustrate some of

the ways that teams operate in terms of our own interactions.

We hope that the scenarios that we've included with actors bring it to

life a little more.

But we know that the real learning will happen as you begin to observe and

live in the teams and groups that you're in.

We encourage you to, as we suggested to take some notes

after you are at a team meeting, to reflect on what's happened,

and to use some of the concepts that you've learned in this module,

in this course, and the other courses that are part of this specialty.

To really understand more about what it's like to live and work in a team setting.

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