Organizational Leadership Learning and Innovation

Transcription

1 Organizational Leadership Learning and Innovation Learning is an essential attribute of high-performing organizations. Effective, well-deployed organizational learning can help an organization improve from the early stages of reacting to problems to the highest levels of organization-wide improvement, refinement, and innovation. ( Baldridge Excellence Framework, p. 32)

2 OLLI PROGRAM CORE VALUES An Open and Inquiring Mindset. Learning requires active inquiry and an openness to new ways of thinking and behaving. Fearless exploration leads to new discoveries that pave the way to innovation. Continual Learning and Self-Improvement. With a playful and courageous spirit engage in active and timely self-reflection that leads to continued personal mastery of new knowledge and skills that enable new behavioral competencies. Authentic Voice and Engaged Listening. Being genuine and truthful in thought and action is key to effective communication and leadership. Giving active consideration to the voice of others enables dialogue and learning that inspires others to collaborate in moving the organization toward a shared vision of being in the present and the future. Ethically and Socially Responsible Action. As organizational leaders/members it is vital to be transparent, fair, and ethical in all endeavors and to be cognizant of societal impacts of actions. Humility and Appreciation in Relationships. The welcoming of diverse others into our life and work is a source of inspiration. The willingness to alter our views base d on new ideas, information and situations that flow from this diversity is vital to rewarding relationships and steady progress toward shared visions. Critical Information Consumption and Informed Decisions. Understanding the past, present and future as well as the interaction among social, political, legal, economic and technological forces at play is vital to making sound decisions in a volatile, ambiguous, complex and uncertain world. Understanding is built on a critical assessment of available data, information and research findings. Courage, Resolve, and Resilience. Taking risks to support innovation requires courage in the face of the unknown, resolve when obstacles and resistance impede, and resilience to keep motivating the self, individuals, teams and the organization to move forward. Collective Wisdom and Collaborative Action. Engaging teams and networks in solving problems, responding to stakeholders, and anticipating the future leads to an ever-changing, high performing organization. Commitment to Excellence, Value and Results. Achieving greatness requires commitment to high performance standards and striving to achieve those standards. The goal is to achieve results that create value for all stakeholders.

3 OLLI STANDARDS/ COMPETENCIES The OLLI program standards/competencies are an amalgamation of leadership and performance competencies identified by NIST (National Institute of Standards and Technology-Baldridge Performance Excellence Program), SHRM (Society of Human Resource Management) and ATD (Association for Talent Development).* In drawing on these resources, as well as the previous Organizational Leadership Standards (2012), we believe the new OLLI program reflects the interdisciplinary nature of the knowledge, skills and dispositions needed to lead and foster organizational, team and individual learning that leads to continual organizational performance improvement and innovation. These leadership standards acknowledge that organizational learning professionals must develop expertise that embraces knowledge of people, teams, organizations, as well as the social, political, legal, economic, and technological contexts in which organizations operate. * See reference list for web links to each of these organizations and their models for leadership and performance competencies. Standards/Competency Domains 1. Personal Mastery 2. Leadership--Vision, Mission and Strategic Direction 3. Learning Organization Systems and Culture 4. Talent Engagement, Development and Management 5. Organizational Performance Improvement and Innovation 6. Stakeholder Communication, Consultation and Collaboration 7. Ethics, Citizenship, and Social Responsibility 8. Assessment, Evaluation, Research and Knowledge Management 9. Contextual and Organizational Acumen Definitions of Competency Domains Each of these domains is characterized by a knowledge base, performance competencies/ skills and dispositions. Within each domain it is possible to demonstrate varying levels of knowledge and behavioral competence. The rubric specifying these different levels of competence is not included in this document.

4 An effective leader of organizational learning, continuous improvement and innovation demonstrates excellence in each of the following domains: Personal Mastery Engages in thoughtful reflection, assessment, and personal development in the belief that enthusiastic commitment to one s own comprehensive and holistic wellness, growth and fulfillment is a necessary means to workplace learning, performance excellence, continued improvement and innovation. Leadership--Vision, Mission and Strategic Direction for Organizational Learning and Knowledge Management Envisions, initiates, develops, communicates, and implements a shared vision that provides strategic direction for current and future individual, team and organizational learning success that supports the vision, mission and strategic direction of the organization. Learning Organization Culture, Structures and Processes Creates, sustains and changes when necessary the culture, structures, and processes that enable individuals, teams and the organization to solve problems, address changing stakeholder needs and innovate in response to the winds of change faced by the organization. Talent Engagement, Development and Management Fosters learning and growth among organizational members and engages them in high performance behaviors that create value for themselves and the organization. Collaborates in designing and delivering learning opportunities that creatively employ learning technologies suited to the learning needs of differing individuals and teams. Organizational Performance Improvement and Innovation Generates and supports continual improvement in high quality organizational performance in the present, while at the same time promoting the innovation that with will enable the organization to survive and flourish in the future. Stakeholder Communication, Consultation and Collaboration Proactively communicates with all organizational stakeholders in a manner that appreciates and values different perspectives, and fosters information/knowledge sharing and collaboration in achieving results that benefit all organizational stakeholders. Ethics, Citizenship, and Social Responsibility Promotes organizational citizenship and social responsibility in an ethical manner that embraces integrity and accountability in all individual, team and organizational learning and workplace practices. Assessment, Evaluation, and Research Accesses, generates, interprets and manages the data necessary to assess and evaluate the effectiveness of organizational learning, the quality of organizational performance, and the need for innovation to meet changing client/customer needs or challenges in the competitive environment. Assures the accuracy of information being used in organizational decision-making. Supports the development of information/knowledge sharing structures and processes needed for timely and effectively organizational decision-making and action. Contextual and Organizational Acumen Monitors and understands the social, political, economic, legal and technological forces that may impact the organizational purpose and results. Uses that information to generate new strategies for learning that support the strategic plans of the organization. Actively advocates for societal changes that promise to benefit the organization and its stakeholders.

5 Standard 1: Personal Mastery Engages in thoughtful reflection, assessment, and personal development in the belief that enthusiastic commitment to one s own comprehensive and holistic wellness, growth and fulfillment is a necessary means to workplace learning, performance excellence, continued improvement and innovation. Role of personal mastery in organizational learning. Self-assessment tools to gauge mindsets and behavioral competence in areas such as leadership; openness, change, innovation, risk-taking, decision-making, emotional intelligence, life satisfaction, character development and well-being (physical, emotional and social). Mindfulness theory and practice Tools to assist with reflective practices. Goal setting theory and practices Character development Philosophical inquiry Behavioral Competencies Demonstrates a commitment to comprehensive and holistic wellness, learning, performance excellence, and fulfillment in one s profession and life. Envisions the kind of leader/person one is working towards. Clearly articulates personal values. Regularly reflects on goals, decisions, actions, successes and failures as opportunities for growth and development. Uses a variety of self-assessment tools to gauge mindsets and behaviors related to leadership, openness, change, innovation, decision-making, character development and well-being (physical, emotional, and social). Regularly takes risks to enhance personal and professional growth and development. Regularly sets new and realistically attainable goals that require operating outside of one s comfort zones. Cultivates self-awareness, humility, resilience, and perseverance. Acts with personal, professional, and behavioral integrity. Challenges prevailing modes of thinking and displays mental agility in terms of operative mental models and assumptions. Strives for excellence and satisfaction in personal and professional endeavors. Provides guidance and counseling to others on practices associated with personal mastery Dispositions to value continuous learning and growth; to motivate self and others to achieve personal and organizational goals; to be disciplined in the pursuit of a healthy lifestyle and to seek help when needed; to gratefully accept guidance; to seek meaning in one s life and workplace experiences and to implement insights gained from assessment and reflection; to reflect on one s influence and to exhibit congruence between thoughts and action when interacting with others; to share what one s has learned from one s own journey to personal mastery.

6 Standard 2: Leadership Shared Vision, Mission, and Strategic Direction for Organizational Learning and Knowledge Management Envisions, designs, develops, communicates, implements, and stewards a shared vision of organizational learning and knowledge management that enables current and future individual, team and organizational learning and knowledge management effectiveness which supports the vision, mission and strategic direction of the organization. Behavioral Competency Outcomes Aligns organizational learning and knowledge management with Leadership theories and best practices, including overall organizational strategy and objectives. distributed leadership Advocates for valuing organizational learning and knowledge Organizational learning theories and best practices. management throughout the organization. Knowledge management theories and best practices. Leads/facilitates collaboration among key stakeholders in Continuous improvement, change and innovation developing organizational learning and knowledge management theories and practices. strategies that enhance the ability of the organization to generate Communication theories, skills and techniques that high quality performance, continual performance improvement and foster effective organizational management and innovation. leadership. Advocates for the importance of using the intellectual capital of Teaming (group dynamics) theories and best practices organizational stakeholders. Motivation and persuasion techniques Leads/facilitates the transfer of knowledge and best practices Information and communication technologies, including among units and situations using appropriate media and social media usage practices in the workplace and in the technologies. larger society. Uses organizational technology and performance management Organizational strategizing and strategic-tactical systems to monitor, analyze, evaluate, and report organization data alignment. that can help inform decisions about organizational performance Maximizing use of intellectual capital in the and the need for change and/or innovation. organization. Dispositions to think strategically, critically, and creatively; to view leadership as a complex response to the changing needs of people, teams and organizations for direction and support; to embrace, encourage and support shared leadership; to view learning and knowledge sharing as a key to high quality organizational performance, improvement and innovation; to seek opportunities to guide the leadership development of others.

7 Standard 3: Learning Organization Culture and Systems--Creates, sustains and changes when necessary the culture, structures, and processes that enable individuals, teams and the organization to solve problems, address changing stakeholder needs and innovate in response to the winds of change faced by the organization. Organizational learning theories and best practices. Organizational culture and its role in high performing organizations that embrace continuous improvement and innovation. Cultural norms and behaviors that support individual, team and organizational learning, continuous improvement, and innovation. Theories and best practices for fostering inclusivity and diversity Systems perspective and integration. Networking with and outside organizational boundaries. Organizational behavior and development. Team dynamics and best practices in fostering effective multidisciplinary teams. Knowledge management theories and best practices particularly as they relate to organizational learning. Best practices in implementing cultural changes to support changing organizational mission and strategic direction. Behavioral Competency Outcomes Cultivates an organizational culture conducive to inquiry, openness, honesty, trust, dialogue, collaboration, the appreciation of differing viewpoints and the expectation of excellence in all endeavors. Generates specific organizational initiatives to develop norms, values and behaviors that support organizational learning, high quality organizational performance, continuous improvement and innovation. Uses internal and external data to monitor changes in the organizational strategic direction that may require cultural change in the organization. Anticipates changes that may be needed in organizational cultural and structures to support a new organizational vision and mission. Provides consultation, guidance and leadership in cultural changes that may be needed to support changes in strategic direction for the organization. Champions and facilitates cultural changes embraced by senior leadership. Ensures that the vision for organizational culture permeates all workplace learning and development opportunities provided by the organization. Dispositions to spur curiosity; to view learning as normative at the individual, team and organizational levels; to create a psychologically safe environment in which there is time for reflection, differences are appreciated, and new ideas are encouraged; to encourage experimentation and risk-taking; to foster the generation; collection, analysis, interpretation and sharing of critical information among stakeholders; to engage in disciplined analysis of gathered intelligence to identify and solve problems; to provide diverse learning opportunities for all organizational members.

8 Standard 4: Talent Engagement, Development and Management--Fosters learning and growth among organizational members and engages them in high performance behaviors that create value for themselves and the organization. Collaborates in designing and delivering learning opportunities that creatively employ learning technologies suited to the learning needs of differing individuals and teams. Employee life cycle phases, recruitment, selection, and retention techniques. Employer value proposition techniques. Formal and informal assessment and evaluation methods and techniques. Job analysis, evaluation and design of job descriptions. Workforce engagement strategies and techniques for differing kinds of work and organizational levels. Workforce motivation, engagement and work satisfaction theories and practices. Management of people, including difficult individuals and difficult situations. Skill and competency models and development approaches for such models. Adult learning theories and how they inform the development of workplace learning opportunities. Workforce and leadership development approaches and best practices. Training/learning design, development, implementation, and evaluation models and techniques. Communication and information technologies that support training and learning for diverse audiences. Metrics, measurement, needs assessment and evaluation. Behavioral Competencies Consults with senior leadership in identifying the critical competencies needed by the organization s workforce and leadership. Ensures leadership and management personnel understand how organizational performance benefits from the retention and development of workforce knowledge, skills and competencies Develops strategies for acquiring, motivating, and engaging a highperforming workforce willing to engage in continual learning. Assesses workforce readiness and organizational needs and balances organizational needs with individual workforce needs. Aligns talent development and management with organization s mission and strategic direction. Applies best practices in workplace flexibility, diversity, and engagement to improve collaboration and organizational performance Leads workforce and leadership succession planning Collaborates in the design and implementation of a comprehensive and coherent model of talent acquisition and development for the organization. Collaborates in the design and implementaation of assessment/ evaluation processes to inform decisions about talent development for the organization. Uses assessment, evaluation and research results to identify and address learning/training needs in the organization s workforce and leadership. Consults with management on how to supervise difficult employees, handle disruptive behaviors and respond with corrective action.

9 Mentoring and coaching techniques for the development of high-performing management and leadership talent. Advocates for the utilization of experiential learning techniques to develop organizational talent/intellectual capital. Fosters well designed and delivered learning/training opportunities to serve the learning/training needs of multiple business units, work teams and organizational leadership Consults and coaches leadership on workforce engagement, development and management. Dispositions to create, value and support a diverse workforce; to motivate all organizational members to accept responsibility for actively pursuing their own personal and professional development; to engage the workforce in creating positive organizational results and value; to keep abreast of new technologies that can be employed to ensure workforce learning opportunities meet the varied needs of individuals, teams and organizational units; to bring creativity to the process of instructional design and delivery; to actively engage in coaching and mentoring others. Standard 5: Organizational Performance Improvement and Innovation--Generates and supports continual improvement in high quality organizational performance in the present, while at the same time promoting the innovation that with will enable the organization to survive and flourish in the future. Organizational behavior, management and development theories Change management theories and approaches Organizational politics Best practices for stimulating and supporting creativity and innovation. Organizational performance standards and metrics Organizational performance assessment and evaluation techniques Organizational problem identification techniques. Approaches to designing organizational structures. Behavioral Competency Outcomes Examines organizational problems in terms of organizational learning and knowledge management solutions to maximize ROI, profit, revenue, and strategic effectiveness. Listens to organizational challenges as articulated by senior leadership within the organization and key business/organization informants. Serves as in-house expert on organizational learning, knowledge management and workforce (talent) development. Benchmarks the competition and other comparison groups to inform decisions related to organizational learning, performance improvement, and innovation. Evaluates critical organizational learning and knowledge management activities in terms of value added, impact, and utility derived from cost-benefit analyses.

10 Knowledge management systems and techniques that facilitate organizational assessment, improvement and innovation. Organizational intervention design and implementation techniques. Balance scorecard philosophy ISO standards Cost-benefit analysis Information systems and management theory Maintains expert knowledge of key industry and organizational performance metrics. Designs strategies for improving metrics related to organizational learning, talent development, organizational performance, continuous improvement and innovation. Supports the implementation of technologies and knowledge management systems/processes that will enhance organizational performance, improvement, and innovation. Participates in developing business/organizational strategy with senior organizational leaders. Dispositions to foster and value the flexibility, creativity, and initiative to drive organizational improvement and innovation; to engage in and support risk-taking and experimentation; to sense and respond to problems and opportunities for improvement; to maintain a future orientation that helps spark innovation; to see strategic opportunities and pursue intelligent risks. Standard 6: Stakeholder Communication, Consultation, and Collaboration Proactively communicates with all organizational stakeholders in a manner that appreciates and values different perspectives, and fosters information/knowledge sharing and collaboration in achieving results that benefit all organizational stakeholders. Organizational and leadership communication theories and best practices. Interpersonal communication and relationship theories and best practices. Active listening theory and best practices Dialogue among stakeholders with differing perspectives and background Communication and cultural competencies required for functioning in global marketplace Story-telling as a key leadership and organizational communication. Behavioral Competency Outcomes Provides clear, concise information to stakeholders and others. Ensures that all stakeholder voices are heard and acknowledged. Selects the appropriate communication media to convey information to diverse groups of stakeholders. Actively seeks and promotes the use accurate information in all information/knowledge being shared with organizational stakeholders. Demonstrates proficiency in all the basic communications skills necessary to inform, engage and persuade organizational stakeholders to collaborate in achieving organizational goals. Demonstrates proficiency and comfort in communicating with diverse audiences of all sizes using the most appropriate media for the situation.

11 How to present information/data in clear and engaging ways to differing audiences using a variety of communication media. Persuasion theory and techniques Interviewing techniques and best practices Team dynamics and techniques to foster effective collaboration especially in multi-disciplinary teams. Information and communication technologies, including social media. Intercultural communication and relationship building Public communication strategies and best practices Welcomes and develops opportunities for workplace dialogue around competing viewpoints. Advocates for knowledge sharing and communication about best practices throughout the organization. Promotes the implementation of a technological infrastructure that supports organization-wide sharing of knowledge and best practices. Maintains a keen awareness of how communication and information technologies can be used to facilitate collaboration and the flow of useful information throughout the organization. Excels in conflict resolution and negotiation and can support the development of those skills in others. Dispositions-- to act with integrity, authenticity and transparency in all communication with others; to cultivate appropriate alliances and collaboration among stakeholders; to value candor and openness in all communications with others; to value accuracy and truthfulness in information sharing; to encourage and foster feedback and dialogue among stakeholders. Standard 7: Ethics, Citizenship, and Social Responsibility Promotes organizational citizenship and social responsibility in an ethical manner that embraces integrity and accountability in all individual, team and organizational learning workplace practices. Behavioral Competency Outcomes Shows consistency between espoused and enacted values. Personal and organizational ethics Maintains appropriate levels of transparency in organizational Codes of ethical conduct practices. Organizational citizenship theory and best practices Serves a role model of integrity, fairness and ethical behavior in the Organizational social responsibility best practices workplace. Accountability theory and best practices Safeguards the values of democracy, equity, and diversity within the Ethical and transparent decision-making organization. Community outreach theories and best practices Works to advance an organization culture where all members can Calculation of societal benefits of organizational expect to be treated with respect and where unethical behavior or strategies, products/services and actions conflicts of interest can be reported without fear of reprisal. Issues related to related to disabilities, ethnicity, gender, Supports and facilitates accountability of all organizational members language, race, sexual orientation etc. for integrity and ethnical behavior.

12 Consults with leadership on developing and implementing a code of conduct When creating strategies for organizational learning, improvement and innovation balances employee concerns/needs and organizational success. Encourages organizational citizenship and social responsibility in the workplace and beyond. Consults on management/leadership decisions related to ethics, governance, and social involvement. Promotes social justice within and beyond the organization Critically evaluates the potential and legal consequences of organizational decisions, actions and plans for the future, alerting leadership to possible undesirable consequences. Dispositions To become an active and engaged citizen in the workplace and in the larger society; to abide by democratic processes and outcomes; to be flexible in practice, to value differences and advocate for more equitable workplace and societal practices; to work within and beyond the organization to initiate and enact meaningful improvements and innovations where all voices are represented and heard; to consider the common good and societal well-being and benefit; to take action in the face of criticism; and to confidently collaborate with others in organizing and taking action. Standard 8: Assessment, Evaluation, and Research Accesses, generates, interprets and manages the data necessary to assess and evaluate the effectiveness of organizational learning, the quality of organizational performance, and the need for innovation to meet changing client/customer needs or challenges in the competitive environment. Assures the accuracy of information being used in organizational decision-making. Assessment as it relates to individual, team and organizational performance, learning, development and change. Evaluation as it relates to measuring and determining the effectiveness of organizational programs, learning, change and innovation initiatives. Behavioral Competency Outcomes Promotes a culture of evidence in which AER are vital to organizational learning, performance improvement and innovation. Leads a comprehensive communication process to inform organizational stakeholders about the relationship of AER process to high quality organizational performance and innovation. Maintains expert knowledge in organizational performance metrics vital to critical decisions.

13 How credible published and original research can inform organizational decision-making and planning. Qualitative, quantitative, and mixed methods data collection and analysis techniques. Critical assessment of the validity, quality, and value of results/information generated in organizations and in the larger society. Techniques for accurately and engagingly reporting assessment/evaluation/ research findings to different audiences and for different purposes. Ethics related to assessment, evaluation and research conducted in organizations. Approaches to confidentiality and data protection Technologies and software that facilitate data collection and analysis. Collaborates with others to design and implement appropriate assessment, evaluation, and research activities that will generate information needed to make drive performance excellence, organizational learning and innovation. Applies critical thinking to results obtained through AER activities to discern the information most useful in making decisions about organizational performance and strategic direction. Vigilantly monitors the accuracy of organizational data/information. Advocates for the implementation and use of the most current and effective technologies/systems to collect, analyze, and report AER results. Interprets and communicates AER results to organizational leaders and stakeholders. Champions the role of AER processes/activities in organizational in high quality organizational performance and innovation. Dispositions to view AER as an essential element for improvement and innovation in all levels of the organization; to see AER and knowledge management as an integral aspect of a learning organization culture; to take a critical, rigorous, collaborative and creative stance to generating, collecting and analyzing data necessary to address questions and problems of organizational practice, growth and development. To accurately and fairly represent assessment and evaluation findings and to share interpretations with all stakeholders. \ Standard 9: Contextual and Organizational Acumen-- Monitors and understands the social, political, economic, legal and technological forces that may impact the organizational mission and results. Uses that information to generate new strategies for learning that support the strategic plans of the organization. Actively advocates for societal changes that promise to benefit the organization and its stakeholders. Environmental surveillance and business intelligence. Futurist predictions related to the larger social, political, economic and technological forces in play and their role in creating alternative futures. Behavioral Competency Outcomes Demonstrates fluency in the language of business as used by senior leadership. Articulates the strategic relationship between organizational learning and the organization s mission

14 Risk Assessment/SWOT as it pertains to human/ intellectual capital and organizational learning. Benchmarking the competition Politics and social influence Gathers credible business intelligence related to social, political, economic, legal and technological trends that may impact the organization and its need to change and/or innovate. Analyzes and interprets business intelligence as it relates to organizational strategies for learning, continuous improvement and innovation. Persuasively communicates with organizational senior leadership and stakeholders regarding how changes in larger environment may impact the organization and its products/services and its need to change/or innovate. Represents the organization interests in advocating for societal changes that promise to benefit the organization and its stakeholders. Dispositions to see the big picture as one looks at the present and toward the future and respond by demonstrating how organizational learning can help the organization create its own future while delivering quality performance in the present.

15 References Association of Talent Development (2014). ATD competency model. Arlington, VA: ATD. Retrieved from National Institute of Standards and Technology (NIST), (2017) Baldridge excellence framework. Gaithersberg, MD: NIST, United State Department of Commerce. Retrieved from Society of Human Resource Management (2016). The SHRM body of competence and knowledge. Alexandria, VA: SHRM. Retrieved from Wilmington University, College of Education, Doctoral Studies (2012). Organizational leadership standards. New Castle, DE: Wilmington University.