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What is systems thinking - part III

What is systems thinking - part III | strategic learning | Scoop.it

John Wenger


Via Viktor Markowski
Sue Hickton's insight:

"We must stop ourselves from repeating old mistakes and develop our abilities to think bigger so that we can go further.  Hand in hand with this, we need also to develop greater ease with the complexity we will see before us and greater confidence to deal with being a little less certain about things.  The effects of the system are there, whether we decide to look or not. "

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Viktor Markowski's curator insight, January 4, 2013 5:13 AM

In both of these cases, systems thinking forces us to look at the whole, not the individual parts.  It is the job of the modern manager to re-vision their function from one of “controller” to one of “steward”.  The focus is on purpose, values and meaning.  What does this business exist to achieve or create in the world?  What values will guide us in doing this?  How is this meaningful for the people who work here?  It is the role of managers to ensure that the correct conditions exist for these things to be realised, not to tell people what to do.

strategic learning
We work in a volatile, uncertain, changing and ambiguous (VUCA) environment and the old traditional "strategies" need to be thrown out the window when it comes to building a flexible and adaptive workforce. Agile, fast-thinking, adaptive employees with the ability to continually translate data patterns and insights into strategic learning is paramount to gaining a strategic foothold in a competitive marketplace.
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Coaching Through the Frame of Neuroscience

Coaching Through the Frame of Neuroscience | strategic learning | Scoop.it
While executive coaching is gaining momentum worldwide as a valuable part of the leadership development journey, the field of neuroscience is providing a better understanding of the inner workings of the brain and evidence of the benefits of coaching.

Coaching can be defined as a partnering with clients in a thought-provoking and creative process that supports in identifying their goals and taking steps to reach them. The biggest impact of coaching occurs when there is a shift in a person’s thinking (“aha” moments). Shifts in how we perceive the world occur because what we experience changes through the questions that are asked. It is fascinating to see through neuroscience research how these shifts are manifested in the brain.

Via David Hain, Les Howard, Lynnette Van Dyke
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David Hain's curator insight, May 20, 2015 2:36 AM

Coaches need to keep up with neuroscience to help clients understand how they can use their brains more effectively!

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Are you prepared for the future?

Are you prepared for the future? | strategic learning | Scoop.it

Our Global Leadership Forecast (GLF) is a truly global study of more than 13,000 business leaders and 1,500 HR executives. The GLF report is a fascinating study of leadership today and focuses on the experiences of leaders all around the world, and the implications.
It’s clear that, not only are leaders struggling with new skills such as using analytics, driving innovation, surviving in the volatile, uncertain, complex and ambiguous (VUCA) world and managing increasingly diverse teams, they are finding the fundamental requirements of leadership difficult.
These include delivering on the specific strategy of their CEOs, leading rather than managing, and effectively interacting with teams.


Via David Hain, Roger Francis
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Gary Johnsen's curator insight, May 23, 2015 9:53 AM

Good summary of leadership needs and HR's response

Laura Rosillo's curator insight, May 25, 2015 4:30 AM

añada su visión ...

Jerry Busone's curator insight, May 30, 2015 8:42 AM

Inisghts on global leading and the challenges leaders face...

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Leadership Challenges: Embrace paradoxes to move forward

Leadership Challenges: Embrace paradoxes to move forward | strategic learning | Scoop.it

"This provocative post highlights current business paradoxes challenging leaders:  change or remain stable, complexity versus simplicity, growth and sustainability and more."

 

After seeing evidence of our increasingly VUCA world, one that is growing in its Volatile, Uncertain, Complex and Ambiguous characteristics, this useful list of paradoxes resonates.  Does it resonate to your experience?

 

___________________________

  

Leaders must find ways to deal with this complexity and embrace and manage it to achieve simplicity.

___________________________

   

 

Excerpted:

  

Paradox 1: growth versus sustainability

Growth as it is currently defined tends to result in an unquestioned and unchecked consumption of resources. Sustainability considerations are generally considered to put a major strain on growth ambitions.

 

The way forward is innovation, but another paradox present itself:

  

Paradox 2: innovating versus operating

Innovation is increasingly about service, process, business model and social innovation.

However, focusing on innovation does not mean ignoring operations. The trick is that what allows operations to thrive can seriously get in the way of innovation and vice versa.

  

Paradox 3:  change versus continuity

If you try to innovate too many things at once you will end up with chaos, if you do not change at all your organisation will decline. What is the right balance?

  

Paradox 4: collaboration versus competition

Business is inherently competitive yet today, collaboration is common, with most companies having collaborated with their suppliers and their customers. Leading companies are promoting collaboration through crowdsourcing or with competitors.

  

Paradox 5: complexity versus simplicity

Demands on leaders result in increasing levels of complexity, arising from the number of possible, unpredictable interactions between collaborate, compete; change, remain stable; innovation or operational excellence; growth or sustainability. Leaders must find ways to deal with this complexity and embrace and manage it to achieve simplicity.

  

Paradox 6: Heart versus mind

Decisions need to be made in the face of incomplete analysis, unpredictable outcomes and changing circumstances. The foundations for analysis and factual arguments differ from emotional and visionary engagement; people who excel at one are not necessarily particularly good at the other and yet both are needed.

  

Read the full article by Dr Bettina von Stamm here.


Via Deb Nystrom, REVELN, Mark E. Deschaine, PhD
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New models of learning to support business agility

New models of learning to support business agility | strategic learning | Scoop.it

In the previous two articles in this series on using evidence to drive change within L&D, I looked at delivering an L&D strategy fit for a VUCA (volatile, uncertain, complex, ambiguous) world and how L&D teams can align with the business and at the same time satisfy learners’ needs. In this final instalment, I look at the most effective approaches to learning that will support organisational agility.


Via Roger Francis
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A Framework for Understanding VUCA

A Framework for Understanding VUCA | strategic learning | Scoop.it

Executives have taken to using the military acronym VUCA–Voltility, Uncertainty, Complexity, Ambiguity–to describe the world in which they operate and to ask that question: In a VUCA world, what’s the point of strategy?


Strategy does still have a purpose, but building one in a VUCA environment requires more nuanced thinking. And treating those four traits as a single idea leads to poorer decision making. Watch and listen as Nathan Bennett provides a framework, first featured in an HBR article, for how you should deal with a world that includes V, and U, and C, and A.





Via Kenneth Mikkelsen
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Kenneth Mikkelsen's curator insight, September 6, 2014 5:48 AM

How to build strategy in a world that's volatile, uncertain, complex, and ambiguous.

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Delivering an L&D strategy fit for a VUCA world

Delivering an L&D strategy fit for a VUCA world | strategic learning | Scoop.it

Today’s business landscape is very different from the one we had 10-15 years ago. It’s what is called a VUCA (volatile, uncertain, complex, ambiguous) world. In all likelihood, there will be many more changes and uncertainties in the next 10-15 years, leading to another new business landscape.


Via Roger Francis
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Rescooped by Sue Hickton from digitalNow
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Agility is today's most critical leadership competency

Why learn agility now?
No one will argue that today’s business climate is more dynamic and changeable than ever before. Many have written about the VUCA (volatile, uncertain, complex, and ambiguous) world within which we must operate. As a result, businesses must become increasingly agile. This demands flexible, highly responsive strategies as well as leaders who are:
Expansive, possibility-oriented thinkers, able to recognize patterns, connect dots, and see changing conditions before others do;
Collaborative, inclusive, and curious;
Able to act quickly, set new direction, make smart but fast decisions, and engage in focused experimentation; and
Equally comfortable improvising as necessary and also translating those improvised moves that worked into codified strategies, systems, processes and tools that help the organization continue to evolve.
Given this expanded job description, it’s no longer viable for leaders to rely exclusively upon today’s knowledge, skills, approaches, and strategies. In the words of author Marshall Goldsmith, “What got you here won’t get you there.” The ability to learn, develop and grow is today’s only sustainable competitive advantage. Hence the importance of learning agility.
Learning agility defined
While definitions abound, two in particular paint a vivid picture of what learning agility is and why it’s important.

Via Don Dea
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How do we deal with complexity?

How do we deal with complexity? | strategic learning | Scoop.it
Is today any more volatile, uncertain, complex or ambiguous (VUCA) than previous ages? That's up for debate, but nobody denies that volatility, uncertainty, complexity and ambiguity are major chall...

Via F. Thunus, Philippe Vallat, Christophe Bredillet, Jürgen Kanz
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Leading in an Increasingly VUCA World

Leading in an Increasingly VUCA World | strategic learning | Scoop.it

The world is getting more dynamic and complex, not less, so leaders must learn how to surmount new challenges. There is some good news: Although the leadership challenges in an increasingly VUCA world are significant, they’re not insurmountable for those who are willing to look beyond old thinking and approaches. Here’s some pragmatic guidance to help you craft a strategy:


Via Bonnie Hohhof
Sue Hickton's insight:

yep - it's here people! Read it and believe it!

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Why Multitasking is Killing Your Brain

Multitasking is Killing Your Brain - Life Tips. - Medium
Many people believe themselves to be multitasking masters, but could it all be in their heads?

Via Daniel Watson
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Vincent PEIFFERT's curator insight, March 16, 5:23 AM

...and why stopping to do this will improve your performance significantly

Alexandru Otelea's curator insight, March 19, 3:43 AM

This article breaks the myths. Many people believe the multitasking it a skill of which they are proud. It's not! Let's listen the studies.

Antonio Ormachea's curator insight, April 1, 12:32 PM

 

As a business owner you will always have a lot on your plate, and if you are like most business owners, you will pride yourself on your ability to multitask in order to get everything done. Research has long shown that multitasking is actually a very inefficient way in which to operate, yet business owners tend to take little notice of such research findings. Perhaps, if you were conscious of what multitasking is doing to your brain, you might review your modus operandi, and focus on monotasking instead. This article should be a wake up call for every business owner who sees multitasking as a virtue.

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Delivering Transformational Leadership: Pt. 1—Strengthening Your Core - Enterprise Transformation Results

Delivering Transformational Leadership: Pt. 1—Strengthening Your Core - Enterprise Transformation Results | strategic learning | Scoop.it
This post highlights how by owning key weaknesses, transformational leadership can inspire and strengthen you and your teams.

Via Dr. Susan Bainbridge
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Top Talent: Your Organisation's Knowledge Capital

Top Talent: Your Organisation's Knowledge Capital | strategic learning | Scoop.it
Approaching the topic of Knowledge Management is very daunting. Many may say it is nothing more than managing information; others have created numerous academic journals and books on the subject. I...
Sue Hickton's insight:

Great, simply explained post on organisational knowledge management and the use of shadowing to transfer organisational knowledge. A strategy that more organisations should start utilising I believe

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Leadership styles: Only 8% of leaders are 'transformational'

Leadership styles: Only 8% of leaders are 'transformational' | strategic learning | Scoop.it
PwC thinks older leaders and women are the most likely to be able to drive huge change.

Via Dr. Susan Bainbridge
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Jose Luis Yañez's curator insight, September 2, 2015 12:41 PM

Leadership styles: Only 8% of leaders are 'transformational'

Tony Palmeri's curator insight, October 24, 2015 12:14 PM

I chose this article because it made me reflect on the different leadership that I've experienced and it made me contemplate if any were truly "transformational". The article confesses that in many instances, transformational leadership is not desired, However, in the context of education, we seek these types of leaders. Regardless, in my opinion, most leadership (at the building level) is not transformational. I certainly hope that it accounts for more that 8% of those in educational leadership roles. 

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Life's Messy. Train Your Brain to Adapt

Life's Messy. Train Your Brain to Adapt | strategic learning | Scoop.it
Margaret Moore, co-founder and co-director of the Institute of Coaching at McLean Hospital/ Harvard Medical School, answers all our burning questions about how to sift through the chaos of the digital age and organize our lives and minds.

 

Organization, she says, is not just about a cluttered desk. It’s about self-regulation, a skill that is developed by the pre-frontal cortex--the seat of executive function in the brain. The left pre-frontal cortex regulates your attention: it evaluates, judges, makes decisions. Modern life, with its barrage of incoming emails and phone calls and texts, taxes the pre-frontal cortex, inhibiting the brain’s ability to focus. Those who have naturally strong self-regulation can handle the overload—and those who don’t are left feeling guilty and out of control.

But the plasticity of the brain means we can all learn to be better focused and more organized.


Via Pamir Kiciman, Bobby Dillard
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Melanie Greenberg's curator insight, October 28, 2013 7:22 PM

We need to learn and practice self-control and Mindfulness to overcome the barrage of distractions.

Rescooped by Sue Hickton from Learning - Social Media - Innovation
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[Slideshare] Modern Workplace Learning: Paradigms and Design

A short presentation on the paradigm shifts we are experiencing in the VUCA world and the need to re-imagine learning in the workplace to stay relevant.

Via Edumorfosis, juandoming, steve batchelder, Marc Wachtfogel, Ph.D.
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Change Management - Leading and Managing Change in a Multi-polar world

Change Management - Leading and Managing Change in a Multi-polar world | strategic learning | Scoop.it
Today's global business environment requires bold new programs to drive high performance along three dimensions: change management, leadership, and culture.

  

This may why Peter Drucker say that there is no such thing as leadership.  

  

Culture trumps leadership and change, which is why multi-polar world  (as well as VUCA world, Volatile, Uncertain, Complex, Ambigious in another post) caught my eye.

  

Excerpts:

  

Managers face major operational challenges in a global environment....

  

Communications and business processes must take place through virtual structures—teleconferences, e-mails, videoconferencing, electronic workflows...

____________________________

  

Companies that are successful in changing globally have programs that are both driven from the center and embedded locally.

____________________________

   

...new ways of working must be explicitly detailed and incorporated into management processes and structures, and in the ways work is moved around, checked and handed off (see "A bold new look for global sourcing,” Outlook, September 2007).

  

From a legal perspective, a crazy quilt of regulatory guidelines must be attended to as well.

  

....Some countries, for example, have restrictions on where an individual’s supervisor must reside. That can be a deal breaker for a company looking to have a team in one country reporting to a manager in another.

  

...Companies that are successful in changing globally have programs that are both driven from the center and embedded locally. Companies that still rely only on local efforts or, on the other hand, try to force change only from the center, are being outperformed.


Via Dr. Susan Bainbridge, Kate Crisp, Deb Nystrom, REVELN
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The changing role of L&D and the CLO

The changing role of L&D and the CLO | strategic learning | Scoop.it
The world is changing and the dynamism we are going through now has a name - VUCA - which stands for Volatile, Uncertain, Complex and Ambiguous. In simple terms it means the world is more dynamic t...

Via Raghunandan SV
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How to Make Strategy Work under Uncertainty

How to Make Strategy Work under Uncertainty | strategic learning | Scoop.it
VUCA (volatility, uncertainty, complexity and ambiguity) is digital new normal, as complexity and uncertainty increasing, the connection between any single individual organization’s strategy, and their tactical plans and actions can become diluted...

Via Riaz Khan
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What VUCA Really Means for You

What VUCA Really Means for You | strategic learning | Scoop.it
Business management magazine, blogs, case studies, articles, books, and webinars from Harvard Business Review, addressing today's topics and challenges in business management.

Via Kath Bonner-Dunham
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Research Finds Leadership Quality is Barely Improving

Research Finds Leadership Quality is Barely Improving | strategic learning | Scoop.it
25% of organisations report their leaders are not VUCA-capable.
The top 20% of organisations performing well financially are three times more likely to have VUCA-capable leaders than the bottom 20 percent.
15% of organisations rated their future bench strength as strong.
One in three organisations are focused on developing their leaders’ ability to foster innovation
One in five is emphasising development in global leadership.

Via Don Dea
Sue Hickton's insight:

hmmm interesting read

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12 Critical Competencies For Leadership in the Future

12 Critical Competencies For Leadership in the Future | strategic learning | Scoop.it
The rate of change in the business world today is greater than our ability to respond. In a world that is often described as VUCA (Volatile, Uncertain, Complex and ambiguous), there are major tectonic shifts that demand a new mindset of leadership. First, let us look at these shifts. In recent

Via Anne Leong
Sue Hickton's insight:

Great leadership competences for this VUCA world

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Dixie Binford's curator insight, January 15, 4:06 PM

The same shifts we see in the business world are happening in the field of education.  This is a good read ...

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Leadership: You can do Anything, but not Everything !

Leadership: You can do Anything, but not Everything ! | strategic learning | Scoop.it
Big B came to office exactly at 9 am and left at 5 pm. Without fail. I remember one day, I panted to his office at 5 pm. He was ready to leave.

Via Dr. Susan Bainbridge
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Ivon Prefontaine's curator insight, February 1, 12:23 PM

I worked for a principal who used to pass himself off as a tech expert. I told him several times I was not an expert and relied on others to help me do what I was not able to do. We could not be experts in everything, but, with the help of others, we can get a lot done.

Rescooped by Sue Hickton from Practical Networked Leadership Skills
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Job Hunting? Why You Need a Strong Online Footprint - Knowledge@Wharton

Job Hunting? Why You Need a Strong Online Footprint - Knowledge@Wharton | strategic learning | Scoop.it
It’s not enough that a Google search by a hiring manager turns up nothing negative in your past. These days, the strength of your digital imprint may be the difference between getting a job interview or a rejection e-mail.

Via Beth Kanter
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Working with a Business Coach

Working with a Business Coach | strategic learning | Scoop.it

When deciding to work with a business coach, it’s important to understand how the process works and whether or not, you’re ready to work with a business coach.


Via Daniel Watson
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Rogert Smith's curator insight, October 28, 2015 8:24 AM
If you need glass or glazing repair work in a hurry, call on the best local firm. When it comes to enjoying the finest standard of glass repair High Wycombe has to offer, you will find that Glass Act Windows is the company you need. For more details visit: http://glassactwindows.co.uk/glass-repair-high-wycombe/
Pt Sorav Kant's curator insight, October 31, 2015 2:41 AM

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Jeremy Barton's curator insight, November 6, 2015 12:53 AM

What more can I say

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Connectivism: Learning as a Community - Designed:2:Learn

Connectivism: Learning as a Community - Designed:2:Learn | strategic learning | Scoop.it
In a modern world where knowledge objects are ubiquitous and openly accessible, the roles of educators and learners must evolve to meet the growing needs of the resulting high-paced, digital society. Connectivism is an emergent, net-enabled learning theory that suggests the most important result of a learning situation is the ability of the learner to make connections between distinct ideas using social capital and the affordances of digital networks.

Via Dr. Susan Bainbridge
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Sharon Berman's curator insight, September 2, 2015 3:36 PM

The best tip from this article is in the last paragraph, Personal learning 

Environments (PLE).

 

I can see these working well with ePortfolios, helping students to collect and curate their work and making connections to help their learning.