Continuous and Embedded Learning for Organizations - Continuous and Embedded Learning for Organizations -

The Changing of the Work Importance to the Organization Communication Lessons Learned, or Re-learned Burning Our Hand on the Same Stove and Motivation Lessons Learned and Organizational Development Why Lessons Learned Are vital How Lessons Learned Apply Inhibitors To Communication Conflicting Priorities Office Politics Is defined as Politics—Personal Control and Certainty Politics—Relationships and Opportunity Politics and Conflict Summary Enhancement to Communication Corporate culture To Dyadic or Not (weak ties)Communities of Practices Types of Knowledge Explicit Tacit (Tribal Knowledge)Common Lessons learned Mistakes No Plans for Learning Failure to Exploit Corporate Culture Why Organizations Fail to Exploit Opportunities Proximity and Cause Motivation What Is Motivation The Motivation Masters Maslow and Ziglar Herzberg and Festinger Festinger Kurt Lewin Alderfer Vroom Summation Learning What Is learning Methods of Teaching The Learning Masters B.F. Skinner Argyris Vision and Mission Statements Vision Statements Mission Statements Value Statements Summation Organizing Learning for a Purpose The Organization Structural Team Size Environmental Contextual Culture Learning Organization Processes, the Building Blocks for a Better Project Relationships, Projects, Processes And Learning Why Do We Have Processes And Procedures How do Processes and Procedures relate to Learning Measures to ... Processes, Procedures, and Learning Modularity Within Project Management Processes Limiting Factors Law of Diminishing Returns Theory of Contraints Processes Make the Best Lessons Learned Repositories Benefits of Capturing Organizing Lessons Learned by Process Helps Codify Knowledge Single Loop Learning Theory Double Loop Learning Theory Triple Loop Learning Theory Organizational Learning Theory of Action Downside of Capturing Lessons Learned in Processes Organization Structure—Localization Process Restrictive System Effect Restriction Lesson from Lessons Learned Summation Sharing Lessons Learned across Processes Limits of Lessons Learned through Processes Distribution of Knowledge Database Community of Practice Self-Organizing Organization Selected Boundary Spanners Networks Nodes and Links Strong and Weak Ties Three-Way Network Cliques Learning from Experience, Experiencing to Learn Learning from Experience How Can We Get Good Judgment (Learn)?What Happens When We Do Not Improve Our Judgment (Learn)?What Are “the Limits of Learning?”Planning Experiences to learn Lessons Learned and Lasting Impact Learning Behavior Change and Learning Lewin’s Planned Change Model Action Research Model Positive Model of Change Summation Data Sources Understanding Process Information Shewhart and Deming Total Quality Management Cause and Effect Diagram Check Sheets Control Charts Histograms Pareto Charts Scatter Diagram Other Tools Mind Mapping Decision Matrix Brainstorming Communicating the Goals of Collecting Information How to Analyze through Root Cause Analysis Why Formalize Root Cause Analysis The 5 Whys A3 D Quantitate Analysis through Process Metrics Unearthed! Finding Golden Nuggets of Knowledge within Performance Analytics How to Discover Lessons Learned from Performance Analytics Change Management Introduction to Change Organization Development and Change Planned Change Unfreezing Movement/Change Freezing Planned Change Summary Unplanned Change Social Dynamic of Change Social and Organizational Norms Acceptance of Actions Societal Changes Organizational Shifts Social Change and Trauma Social Change and Epidemics Change for the Sake of Change Change for Improvement Know your Gear Pattern Selecting the Right Change Management Strategy Unintended Consequences of Change Management Effect on Change Laissez-Faire Management Intrusive Management Authoritarian Management Consultative Management (Democratic)Coach Visionary Servant Pacesetter Transformational Transactional Bureaucratic Following Up to Ensure Success Hawthorne Study Measure Twice, Change Once What Should Be Measured?How Should We Measure?Who Should Measure?How Do We Turn Data into Information?How Do We Display?Design Process Performance Metrics which Drive Improvement Inhibitors to Change Necessary Change Items Associated Growth Metrics Change Management Excessive Change Minimalistic Change Effective Change Quantity of Problems Level of Frustration Reporting Progress Assessments Changing the Change Summation of Change Total Recall!How to Remember What You’ve Learned Lessons Learned Storage and Handling Database Storage Communities of Practice Change Your Oil Every 3,000 Lessons Learned Maintaining the Lessons Learned Process and Tools Lowering the Water Level Learning to Swim Drain the Water How not Learning to Swim Can Help with Motivation Mechanizing Knowledge Prevent Unlearning Through Holistic Change How to Implement Lasting Performance Improvements through Aligned Contextual Changes Technological Organizational Cultural Better Tools Make Better Products How to Implement Technology Related Corrective Actions Better Teams Make Better Tools Better Understanding Makes Better Teams How to Implement Cultural Related Corrective Actions Training and Development Tools and Techniques Training Direct and Online Internal Training Rapid Training Development (Team Members Train Team Members)External Training Agile Approaches Daily Stand Up Pairwise Learning (Spike)Retrospective Coaching Experiential Collection Lessons Learned Post-Project NATO’s Lessons Learned Process Temporary Assignments Job Rotations Failure Resume Pre-mortem Thought Experiments Discussion Boards Gamification of Learning Testing Formative Assessment Summative Assessment Learning and Leadership Organization Application Management Learning Management and Change Management Information and Reporting Inculcating Knowledge Sharing Management Changes over Time Summation Project Manager Learning Project Manager and Change (Habits)Motivational Cycles Knowledge Sharing Worker Empowerment and Agency Learning The Worker and Change Management Inculcating Knowledge Sharing War Stories Bad!Tuition Reimbursement Patent Deferred Gratification Overtime and Mandatory Meetings Employee Attitude Surveys (a Mixed Bag)Good!Easy Advanced degree Team Gets Certified Machine Support Database for Learning Process and Organization Development Appendix 1: Learning and Organization Development Checklist Appendix 2: Clues! Signals!Appendix 3: Fallacies, Biases, and Archetypes Appendix 4: Names and Theories