Abstract: In the late 1980s and early 90s, Peter Senge taught the world about 'organizational learning', and of the great benefits it can bring to organizations across all industries. At no time is the capacity for genuine organizational learning more critical than it is in the face of the complexity, rapid change and unpredictability businesses and other organizations currently face. But in order to truly leverage organizational learning as an adaptive capability, we must distinguish learning that merely helps human systems (individuals, teams, organizations) get better at what they are already doing, from learning that helps human systems transform the very beliefs and assumptions that fundamentally determine how they perform in the first place.
Action Learning is an oldie but goody from the world of organization development. It helps organizational players learn through action. In this session, I will teach you how I have used action learning as a key tool to help agile strategists (leaders, managers, agile coaches) create conditions that enable emergent adaptive agile capability across an organization.
Learning Outcomes: - Learn the difference between single-loop and double-loop learning, and why the latter is such an important organizational skill to develop, if what you are going for is deep, agile transformation
- Learn how Integral thinking can enhance our ability to see the behaviors and effects of an organization more holistically and systemically
- Learn the basic technique of action learning
- Learn how you might deploy action learning in your organization as a way to emergently leverage, and grow upon, innate organizational wisdom and intelligence
