Harvard Business Review
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“Is Yours a Learning Organization?”, Harvard Business Review, March 2008
SUPPORTIVE LEARNING ENVIRONMENT
Psychological Safety
It is easy to speak up about what is on your mind.
If you make a mistake, it is not held against you.
People are usually comfortable talking about problems and disagreements.
People are eager to share information about what does and doesn’t work.
Keeping your cards close to your vest is not the best way to get ahead Appreciation of Differences
Differences of opinion are welcome
An opinion that is inconsistent with what most people believe will be values.
Differences of opinion are addressed directly to the group, rather then privately
People are open to alternative ways of getting work done.
Openness to New Ideas
People value new ideas.
People want to hear about ideas that have not been around for a long time.
People are interested in better ways of doing things.
People do not often resist untried approaches.
Time for Reflection
People are not overly stressed.
Despite the workload, people find time to review how the work is going.
Scheduled pressures don’t get in the way of doing a good job.
People are not too busy to invest time in improvement.
LEADERSHIP THAT REINFORCES LEARNING
Managers invite input from others in discussions.
Managers acknowledge their own limitations with respect to knowledge.
Managers ask probing questions.
Managers listen attentively.
Managers encourage multiple points of view.
Managers provide time, resources, and venues for identifying problems.
Managers provide time, resources, and venues for reflecting and improving on past performances.
Managers do not criticize views different from their own.
CONCRETE LEARNING PROCESSES AND PRACTICES
Experimentation
Experiment frequently with new ways of working.
Experiment frequently with new product or service offerings.
Have a formal process for conducting and evaluating experiments or new ideas.
Frequently employs prototypes or simulations when trying out new ideas.
Information Collections
Systematically collect information on competitors; economic and social trends; customers; technological trends.
Frequently compares its performance with that of competitors and best-in-class organizations.
Analysis
Engage in productive conflict and debate during discussions.
Seek out dissenting views during discussions.
Revisit well-established perspectives during discussions.
Frequently identify and discuss underlying assumptions that affect key decisions.
Pay attention to different views during discussions.
Education and Training
Newly hired employees receive adequate training.
Experiences employees receive:
…periodic training and training updates.
…training when switching to a new position.
…training when new initiatives are launched.
Training is valued.
Time is made available for education and training activities.
Information Transfer
Have forums for meeting with and learning from:
…experts from other departments, teams, or divisions
…experts from outside the organization
…customers and clients
…suppliers
Regularly share information with networks of experts within the org.
Regularly share information with networks of experts outside the org.
Quickly and accurately communicate new knowledge to key decisions makers.
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