Team learning

Team learning

اسلاید 1: Team learningDr. SharbatoghliYunes Hoseinpour & Hamed Karimi

اسلاید 2: much of the learning that occurs through experience emerges out of the social and interactive dimensions of conversation amongst peopleteam learning as one of the foundations for the learning organization. not individuals but teams are the fundamental learning unit in modern organizations. team learning as a gateway to organizational learning bridging the transfer of individual learning to organizational knowledge that can then be shared by all. how to deal with organizational defenses such as skilled incompetence, organizational defensive routines and fancy footwork.

اسلاید 3: What is Organization learning?Argyris (1977), Organizational learning is a process of detecting and correcting error. Probst and Büchel (1997, 167),The ability of the institution as a whole to discover errors and correct them, and to change the organization’s knowledge base and values so as to generate new problem-solving skills and new capacity for action.

اسلاید 4: Why team learning? Individuals may learn but the organization as a whole does not. There is no organizational learning. Teams become, therefore, the essential ingredient for learning, a “microcosm” for learning.organizational learning occurs through shared insights, knowledge, and mental models. Thus organizations can learn only as fast as the slowest link learns. learning builds on past knowledge and experience that is, on memory. Organizational memory depends on institutional mechanisms used to retain knowledge.

اسلاید 5: What is team learning?Team learning builds on the discipline of personal mastery. It’s a process that encompasses aligning and developing the capacity of a team to achieve the goals that its members truly want. Change is blocked unless all of the major decision makers learn together, come to share beliefs and goals, and are committed to take the actions to change.

اسلاید 6: Is OL simply the sum of what individuals learn? There appears to now be some consensus that IL is the point of departure for OL and is a contributor to it, and also that OL resides in the systems and structures and processes of an organization. ‘it would be a mistake to conclude that organizational learning is nothing more than the cumulative result of their members learning. Members come and go, leadership changes, but organizations’ memories preserve certain behaviors, mental maps, norms and values over time.’ Two main themes revolving around this OL–IL relationship:• Individual learning is the prerequisite for OL since people are the agents of organizational action and therefore OL• Dialogue and conversational learning and storytelling helps to bridge the IL–OL divide, since they generate individual understanding and collective actions, and thereby individual knowledge can become embedded within an organization’s collective memories, structures and In effect, those processes are the transfer vehicles for IL to be part of OL.

اسلاید 7: There are three key components of team learning.1. Teams must probe and explore complex issues, drawing on the talents, knowledge and experiences of one another.2. They must work in concert, coordinating their efforts and communicating openly and closely. Trust is essential since members must be able to rely on one another.3. Teams must interact with each other so that they can share what they learn. Senge created the expression Nested Teams as a way to express this interaction. Just as there must be interdependency within a team, so too must there be interdependency among teams in an organization.

اسلاید 8: Team learning involves mastering the two primary ways that teams communicate: dialogue and discussion.dialogue means deep listening and the free exploration of ideas. (emphatic listening). Discussion, on the other hand, refers to searching for the best view to support decisions once all views have all been presented.

اسلاید 9: Learning culture increase the realization of the need to change and learn so that it is greater than fear of change and learn An equal concern for all of their stakeholdersShared belief that people can and will learnEnough diversity in the peopleOpen and extensive task related communication at the organizational level. Systemically thinkingTeamwork and increasing dependency on each other.

اسلاید 10: Theories of action: theory in use and espoused theorywhat we would like others to think we do, can then be called espoused theorywhat we do, can be called  theory in use

اسلاید 11: Different levels of learning Single-loop learning Single-loop learning solves the presenting problems. Single-loop learning asks a one-dimensional question to elicit a one-dimensional answer

اسلاید 12: Different levels of learning Double-loop learning Double-loop learning takes an additional step or, more often than not, several additional steps. In other words, double-loop learning asks questions not only about objective facts but also about the reasons and motives behind those facts.

اسلاید 13: To think creatively, there must be the free flow of conflicting ideas. For a team to grow and develop, and to be effective, it’s necessary that conflict be present. This notion may no doubt surprise some people, but unless a team’s members disagree at times, the team will not learn.

اسلاید 14: Of course, the team must know how to use disagreements productively. Conflict becomes then a part of the continuing dialogue among the team’s members. the difference between great teams and mediocre teams lies in how they face conflict and deal with the defensiveness that invariably surrounds conflict.

اسلاید 15: The issue of when and how to use conflict productively is one that escapes most organizations. The consequence is the regular use of defensive routines. “Those that reach senior positions are masters at appearing to know what is going on, and those intent on reaching such positions learn early on to develop an air of confident knowledge.”

اسلاید 16: When managers internalize this mental model, they create two problems. First, to maintain the belief that they have the answers they must shut themselves off from inquiry from their subordinates. They refuse to consider alternative views, especially if they appear provocative.The second problem they create for themselves is that they sustain their ignorance. To keep up the facade they become very skilled at being defensive. After all, they wish to be seen as being effective decision makers.

اسلاید 17: such defensive behavior becomes an ingrained part of an organization’s culture. “We are the carriers of defensive routines, and organizations are the hosts. Once organizations have been infected, they too become carriers.”Organizational learning is obviously severely impeded in such a culture, which block teams energy.

اسلاید 18: The more that defensive routines take root in a team, the more they hide the underlying problems. “…defensive routines are ‘self-sealing’ * they obscure their own existence.”

اسلاید 19: If dialogue articulates a unique vision of team learning, reflection and inquiry skills may prove essential to realizing that vision

اسلاید 20: The journey in between what you once were and who you are now becoming is where the dance of life really takes place.Barbara DeAngeli