developing leaders in networked organizations
DESCRIPTION
Peter M. Senge, Ph.D., Author, The Fifth Discipline: The Art and Practice of The Learning OrganizationTRANSCRIPT
WILLAMETTE UNIVERSITY MBA
To Understand Performance, Follow the Joy!
How work really gets done
Anne Murray Allen, Willamette University, head of IT strategy HP Ink Supply Organization (retired) Dennis Sandow, Reflexus Company Nick Zeniuk, Retired Executive, Ford Motor Company Peter Senge, MIT
SoLConsultantandResearchmembersKnowledgenetworksinitiative
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In any work setting, sustained high performance is only achieved via sustained social well being, and vice versa
First things first. . .
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W.EdwardsDeming
"Theprimerequirementforachievementofanyaim,includingquality,isjoyinwork."
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Allhumansystemsoperateasnetworks
“Allweeverwantedtounderstandishowtheworkactuallygetsdone.”
GregMerton, GeneralManager,InkSupplyOrganization (retired)
WILLAMETTE UNIVERSITY MBA Dan
Mike
Deborah
Dan
Will
Lou
Rose
Joe
Steve
Mark
Rick
Bob
Bill
Tom
Mike
Bill
Kurt
Tom
Cory
Bruce
Judy
Sue
Andy
Mark
Valueiscreatedincollaborativesocialsystemswhereeveryoneinthenetworkisacceptedbyeveryoneelseinthenetworkasapotentialcontributor.
WILLAMETTE UNIVERSITY MBA
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Researchshowsthatanycollaborativesocialsystem(yellowboxes)willspantheorganizationalchart.
Hence,whiletheverticalorgchartusuallycontrolsresourceplanningandperformancereporting,workactuallygetsdonehorizontally
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Fior ina
PJ
Fawkes
Kir palani
Jepson
Shiner
Mer ic
Wolff
Moser
Maendle
Weis
R adom
Fr anz
VJ
Bouchar d
G oins
D oolen
Jotwani
Lyons
Alexander
O 'Lear y
Meehan
Foo
Li
N eo
Lyon
G r eenfield
Santos
H owe
Schm idt
H or n
Young
N igr o
Angelos
D ody
Bar tlett
Schwallie
Myer s N ewbur gh
Fei
Mattoon
Asakawa Evans
ATypicalCaseForOrganizationsToday
Apartqualityescalationissuerequired15peopleconnectingacrosstheorganizationtodefinitivelysolveachronicproblem...TheonlycommonmanagerwastheCEO!
WILLAMETTE UNIVERSITY MBA
Butwhattypesofnetworks?*NetworksofCollaboration Buildstrustandexcitement Knowledgeissharedfreelyand
openly Feelsgenerative;“magical” Noonewantstoleave Emergenceofwellbeing
NetworksofAmbition Powerandcompetitionwithin
thenetwork Knowledgeishoardedbyafew Feelsguardedand“political” Peoplearehappytoleavewhen
theoptionispresented Emergenceofseparationand
pain
*Summarizedfromthearticle,“TheNatureofSocialCollaboration,”byDennisSandowandAnneMurrayAllen,ReflectionsJournal,May2005
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Andwhattypeofemotion?
NetworksofCollaboration NetworksofAmbition
*Summarizedfromthearticle,“TheNatureofSocialCollaboration,”byDennisSandowandAnneMurrayAllen,ReflectionsJournal,May2005
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Human Systems
Whatdoesitmeantobeahumanbeingintoday’sworld?
Whatdowebelievewe,ashumans,wantfromourliving?
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What is involved in building such organizations?
Organizationsareamentalconceptofrelationshiptowhichpeoplearedrawnbyhope,vision,values,andmeaning,alongwiththelibertytocooperativelypursuethem.Healthyorganizationseducebehavior...Unhealthyorganizationscompelbehavior.(emphasisours).
DeeHock,foundingCEOVISA
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Listening
Collaborating
Trusting
Understanding
Building Trust – A reinforcing cycle
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Consequences of not listening to others
Decreased resources
Decrease in listening
Social Separation
Lack of trust
Misunderstanding
Fear
Internal Competition
Redundancy
Increase costs
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CohesiveSocialSystems
Focusonaworthygoal Conversationsforconservation Accomplishmentvs.change Healthy,performance‐basedorganizations
o Leadershipisbasedoncontribution,notpositiono Conservecuriosityandopenness
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Whattomeasure?IndicatorsofSocialWell‐Being
Daysabsentduetoillnessorinjury Employeeturnoverrate Responsetosurveyquestion:“Wouldrecommendthisorganizationtoafriendasagoodplacetowork.”
Reportedprideinaccomplishment Validatedpervasivenessofcaringbyco‐workers,customers,andotherstakeholders
Observeddemonstrationofjoy(groupandindividual) Photos On‐sitevisits,listeningfortoneofconversations Teamcelebrations(extentofparticipationandnumberthatareself‐organized)
Other???