Folien zum Vortrag von Simon Dückert auf dem IOM Summit 2018 am 19.09.2018 in Bonn. Mitschnitt unter https://youtu.be/scRKkz9fzqk

1. Auf dem Weg zur Lernenden Organisation 4.0
@simondueckert, IOM Summit, Bonn, 19.09.2018

2. Agenda2
 Rückblick auf meinen Vortrag IOM Summit 2013
 Evolution der Lernenden Organisation
 Lernende Organisation 1.0 – 3.0
 Lernende Organisation 4.0
 Fragen & Antworten

3. Rückblick IOM Summit 20133
Source: https://de.slideshare.net/cogneon/cogneon-praesentation-iomsummit2013, https://www.youtube.com/watch?v=K4T2KLqeaVo.

4. Rückblick IOM Summit 20134
Source: https://de.slideshare.net/cogneon/cogneon-praesentation-iomsummit2013, https://www.youtube.com/watch?v=K4T2KLqeaVo.

5. Lernende Organisation 1.0 – 3.05
1.0
Argyris, Schön (1978)
Theories of Action
Double Loop Learning

6. Lernende Organisation 1.0 (Argyris, Schön, 1978)6
Action Result
Objectives
Single Loop
Learning
Double Loop
Learning

7. Lernende Organisation 1.0 – 3.07
1.0
Argyris, Schön (1978)
Theories of Action
Double Loop Learning
2.0
Peter Senge (1990)
Fifth Discipline:
Systems Thinking
Personal Mastery
Mental Models
Building Shared Vision
Team Learning

8. Lernende Organisation 2.0 (Senge, 1990)8
 Systems Thinking: shift of mind from seeing parts
to seeing wholes.
 Personal Mastery: organizations learn only
through individuals who learn. Individual learning
guarantee organizational learning. But without it
learning occurs.
 Mental Models: deeply ingrained assumptions,
generalizations, or even pictures and images that
understand the world and how we take action.
 Shared Vision: when there is a genuine vision,
people excel and learn, not because they are told
they want to.
 Team Learning: The discipline of team learning
starts with dialogue, the capacity of members of a
assumptions and enter into a genuine thinking
Source: Wikipedia.

9. Lernende Organisation 1.0 – 3.09
1.0
Argyris, Schön (1978)
Theories of Action
Double Loop Learning
2.0
Peter Senge (1990)
Fifth Discipline:
Systems Thinking
Personal Mastery
Mental Models
Building Shared Vision
Team Learning
3.0
David Garvin (2000)
From Teaching to
Leading Learning
3 Building Blocks:
Leadership that reinforces learning
Concrete learning processes
A supportive learning environment

10. Lernende Organisation 3.0 (Garvin, 2000)10
Building Block Distinguishing Characteristics Example
Leadership that
reinforces
learning
The organization’s leaders:
 Demonstrate willingness to entertain alternative viewpoints
 Signal the importance of spending time on problem
identification, knowledge transfer, and reflection
 Engage in active questioning and listening
Harvey Golub, former CEO of American Express, challenged
managers to think creatively by asking them questions
such as, “What alternatives have you considered?” and
“What are your premises?” His questions generated the
open-minded discussion crucial to learning.
Concrete learning
processes
A team or company has
 formal processes for:
 Generating, collecting, Interpreting, and disseminating
information
 Experimenting with new offerings
 Gathering intelligence on competitors, customers, and
technological trends
 Identifying and solving problems
 Developing employees’ skills
Through its After Action Review process, the U.S. Army
conducts a systematic debriefing after every mission,
project, or critical activity. Participants ask, “What did we
set out to do?” “What actually happened?” “Why?” and
“What do we do next time?” Lessons move quickly up and
down the chain of command and laterally through
websites. Results are codified.
A supportive
learning
Environment
Employees:
 Feel safe disagreeing with others, asking naive questions,
owning up to mistakes, and presenting minority viewpoints
 Recognize the value of opposing ideas
 Take risks and explore the unknown
 Take time to review organizational processes
Children’s Hospital and Clinics in Minnesota instituted a
new policy of “blameless reporting.” The policy replaced
threatening terms (“errors,” “investigations”) with less
emotionally laden ones (“accidents,” “analysis”). People
began identifying and reporting risks without fear of
blame. And the number of preventable deaths and
illnesses decreased.
Source: Garvin, D.: Is Your‘s a Learning Organization?

11. Lernende Organisation 4.011
Lernende Organisation 4.0
Revolution oder Kombination aus
1.0 - 3.0?

12. Taylorwanne nach Gerhard Wohland12
Source: Die Taylorwanne – das Auf und Ab der Dynamik von Gerhard Wohland. CC BY NC ND 4.0.

13. Lernende Organisation 4.013
Learning Organization
Lifelong Learners
Individual
bottom-up
Team
middle-up-down
Organization
top-down
Learning SocietySociety
Learning
Teams
Learning
Leaders
True North
Purpose
Vision
Values

14. Control Freaks … get used to it!14
Exploitation Exploration
Source: Center on the Developing Child, Harvard University.

15. How To Support Lifelong Learners?15
GTD
Getting Things Done

OKR
Objective & Key
Results
 YT/Rick Klau GV
WOL
Working Out Loud

workingoutloud.com
 lernos.org

16. Contact
@simondueckert
simon.dueckert@cogneon.de
16
KEEP
CALM
And
LEARN
ON