1. Learning Organization Case Study Briefer: Mr. Adam Reitz
Date: 28 July 2015
2. 2 Agenda Purpose Problem Framing Solution Framing
Quantitative Research Qualitative Research Recommendation
Conclusion
3. 3 Purpose To provide an overview while communicating PCEs
initial expectations to managerial employees in regard to what each
should know respective of the case study regarding organizational
alignments potential impact on an organizations ability to
learn.
4. 4 Topical Area: Organizational Learning
5. 5 Problem Framing 1 2 3 Understanding of Strategic Guidance
Problem Definition Understanding of The Operational Environment
Quantitative Measures Qualitative Measures CDT Mission CDT Purpose
How can the vertically hierarchically aligned CDT learn in a
complex and rapidly changing environment when the entire premise of
vertically aligned organizations is that they already know the best
solution?Complexity Rapid Changes Vertical Alignment
6. 6 Learning Org Solution Framing 2 Change AlignmentCDT 1 3
Means Ways Ends How can the vertically hierarchically aligned CDT
learn in a complex and rapidly changing environment when the entire
premise of vertically aligned organizations is that they already
know the best solution? Problem Statement
7. 7 Quantitative Analytical Results Efficiency
8. 8 Quantitative Analytical Results 50 2.5 10 157.5 2012.5
17.5 Spider vs. Starfish Weighted 5-Number Summaries Regarding
instances of new learning Min. / Max.Q1 Q2 Q3 Min. Max.Q1 Q2 Q3
Spider Starfish Effectiveness
9. 9 Qualitative Research
10. 10 Recommendation Learning Org 2 Change AlignmentCDT 13
Means Ways Ends How can the vertically hierarchically aligned CDT
learn in a complex and rapidly changing environment when the entire
premise of vertically aligned organizations is that they already
know the best solution? Problem Statement
11. 11 Conclusion Recognizing one of our long-understood
advantages, our hierarchical structure, as a weakness in context of
our dynamic and complex environment will be difficult for people to
accept and therefor produce its own set of problems in its
implantation. Appreciating that true organizational learning cannot
occur when leaders feel they already know the answers, transforming
to a horizontal structure may demonstrate what Robert &
Elizabeth Bjork identify as desirable difficulties, (Gladwell,
2013, pg. 102) by replacing our CDT leadership role with learners
who can generate and explore new insights, fueled by one
another.
12. Questions?
13. 13 References Brafman, O. & Beckstrom, R. (2006). The
Starfish and the Spider: The Unstoppable Power of Leaderless
Organizations. The Penguin Group. Brown, T. (2009). Change by
Design: How Design Thinking Transforms Organizations and Inspires
Innovation. HarperCollins Publishing. de Bono, E. (1998). The Six
Thinking Hats: A Creativity Process for Results Driven Groups.
Retrieved from http://www.debonoforschools.com/pdfs/six-
thinking-hats-pre-reading.pdf Gladwell, M. (2013). David and
Goliath: Underdogs, Misfits, and the Art of Battling Giants. Back
Bay Books.