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Scoop.it!
Learning organizations smoothly morph as they adapt to new challenges—and they unlearn existing ways of working when those become limitations. 
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Scoop.it!
In the aftermath of the “Great Resignation,” it is critical that organizations focus on training to maintain top talent, upskill their existing workforce and onboard new hires. When you consider the fact that the average learner forgets about 70% of what was covered in training within 24 hours after the event, it becomes clear that sustainment is paramount to the lasting impact of training. Trainers can play a vital role in driving sustainment and retention.
Scoop.it!
To thrive in the 21st century, companies have to continually enhance their capabilities to create what they want to create. Becoming a learning organization is key to success in the modern world. Peter Senge defined 5 disciplines of a learning organization. This article introduces workshop techniques that will help you start your journey in the 4th discipline, team learning.
Scoop.it!
In other words: A group of employees receive a compact training program that focuses both on specific training content and on how to teach this training content to others. For example, a subject matter expert trainer trains a select group of employees on meeting facilitation skills and simultaneously teaches them how to train other colleagues on how to run effective meetings. The expected outcome is that attendees learn the new knowledge or skill, and they will instruct further batches of people in the organisation.
Scoop.it!
This post is the first in a series of posts that I will use to explore the science behind Scrum and Agile methodologies. Many working in software development might be familiar with Scrum, but not…
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Scoop.it!
My name is Tammy Bryant Butow. One of the cool things that I wanted to share was actually a program we created to help new SREs learn all of the skills they needed to observe and understand failures in production.
Scoop.it!
“A learning organisation is an organisation that is continually expanding its capacity to create its future.” Peter Senge, The Fifth Discipline There is something excitingly headline worthy about big initiatives. There is also something depressingly familiar about their poor success rates. In Continuous Transformation: Stop Stopping Mark Schwartz stated that “…your digital transformation must prepare […]
Mickael Ruau's insight:
While your team might benefit from training in improvement methodologies like Lean, often a good understanding of the metrics above will be sufficient for teams to make improvements. One tool I have found useful is the system archetype which helps teams get into the drivers of issues in complex systems. As I re-read this post, part of me wants to say “yes, people know this.” It’s not rocket science but it’s also something that data shows that we do not do consistently or well. Culture change is probably the hardest change you will ever undertake. Pay attention to it and it will pay you back. Incremental changes won’t always be the solution, but embedding continual improvement and learning processes in your teams will give you the organisational muscle you need to adapt to the turbulent environments we operate in. Continuous Transformation: Stop Stopping Tenets Provide Essential Guidance on your Cloud Journey Bar-Raising as a Principle It’s Not the Big That Eat the Small…It’s the Fast That Eat the Slow, Jennings & Haughton The Fifth Discipline, Senge
Scoop.it!
Dojos are the darling of technical learning and organizational transformation these days
Mickael Ruau's insight:
We’ll learn how Dojos can become incubators for elite product development teams and serve as a more effective way to deploy and cultivate internal coaching capabilities. Then we’ll explore several advanced topics: measuring Dojo ROI; Dojos versus traditional training programs; sustaining learning momentum after a team’s Dojo experience; and, Dojos as a core component of a larger digital transformation strategy. Through real examples and stories, Dave and Anne will share the learnings DevJam (now Cprime) has had in helping dozens of company’s set up and tune Dojo experiences over the last five years. In the end, you‘ll get a quick head start — whether you’re championing a Dojo approach in your organization or tuning an existing immersive learning environment toward scale. In this webinar you'll learn:
Scoop.it!
As I wrote in my earlier article: Intended learning happens from a place of knowing and against a set of specific goals. Emergent learning happens from a place of reflection and sensemaking.
Scoop.it!
Team members are traditionally onboarded in one of two ways:
The “Read This Pile” introduction results in information overload – it’s hard to know what’s important. It also results in information gaps – new members don’t learn about what is not documented. The “Apprentice” introduction has its drawbacks too. You’ll learn a lot from your colleague, but only the things the team is working on right now. To cover all parts of a system might take months because there will be parts that the team rarely touches. Luckily, there is a faster way – deliberate learning.
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We are regularly asked if we know any DevOps or site reliability engineering (SRE) experts available for hire. Our answer is, invariably, "Not really." It's a tough market out there.
DevOps and SRE (for large-scale software, at least) are critical approaches for success in modern software delivery and operations, as widely demonstrated every year in the State of DevOps report or the array of presentations at the DevOps Enterprise Summit.
But if you think you can achieve DevOps by hiring "DevOps experts," you are missing some contextual awareness. What exactly are you trying to improve in the first place?
If your software delivery is slow because of work you're handing off among multiple teams with diverse schedules and priorities, will a new hire really help?
We're not suggesting that you not hire people with diverse skills and backgrounds—that can be quite valuable to bring in new perspectives and approaches.
But conventional hiring based on expertise alone is ineffective and prevents organizations from developing the "learning muscles" that can help teams traverse the latest trends (DevOps, SRE, etc.) to their benefit at the right time, and in the right context.
Hiring experts for every need is like engaging in palliative care for organizational health. Preventive care would be to incorporate the necessary team structures and interactions—as well as a focus on people growth and sufficient slack—to effectively take in process, technology, and business changes.
Learning organizations smoothly morph as they adapt to new challenges, and they unlearn existing ways of working when they become limitations rather than enablers.