Strength Based Approaches to Organizations

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Del curso dictado por University of Pennsylvania

Creating a Team Culture of Continuous Learning

43 calificaciones

University of Pennsylvania

Creating a Team Culture of Continuous Learning

43 calificaciones

Curso 4 de 5 en SpecializationCulture-Driven Team Building

There is mounting concern that organizational groups and teams often fail to learn from their past experiences. It’s pertinent to address this issue as groups and teams are often the main ways that work gets done in organizations. In this course, we examine the main reasons that groups and teams are often ineffective, which include: • The lack of organizational structures and support for teams and groups • The lack of understanding and emphasis on learning • Misaligned reward structures So, what can be done to create an enabling learning culture in teams? This course emphasizes practical and impactful ways to begin to address this state of affairs. Through the use of stories, scenarios with actors simulating different team issues, examples and dialogue, you learn how to: • Understand teams in their larger organizational context • Diagnose the learning strengths and barriers to learning on teams • Identify ways to develop a team and group that continually learns and impacts the larger organization positively • Create an organizational environment that encourages learning and innovation

De la lección

Week 1: Introduction to Framing & Systems Thinking

Thank you for joining us. In this module you will learn to step back and re-frame your point of view, and apply systems thinking in everyday situations in order to help your team to be creative and innovative. Our goal is to enable you to learn through real-life stories, practical scenarios illustrated by actors, on-going conversations, suggested readings and links rather than lectures and instructions. So, come join us at the table, bring your own experiences with you, and be part of the conversation! Check out this NY Times story before you begin: (https://www.nytimes.com/video/business/100000004807604/the-power-of-outsiders.html?smid=fb-share) This story illustrates many of the important points of this course: the importance of thinking about the whole system, the value of including different, outside perspectives (not just experts), and - even when you and your team come up with a breakthrough idea - accepting that it is a difficult challenge to spread the idea and make change happen.

Meet the team and learn more about this course5:35

Framing, Reframing & Systems Thinking - The Story of George Washington Bridge13:11

Frames - Defined and Illustrated3:43

Scenario - Computer Manufacturing Company4:59

Debrief - Scenario8:08

Strength Based Approaches to Organizations5:05

Debrief - Experiential Activity10:38

Systems Thinking Frame12:26

Next Module - Focus on Diagnostic Learning1:14

Conoce a los instructores

Alan Barstow, Ph.D.
Director and Senior Scholar
Organizational Dynamics
Dana Kaminstein, Ph.D.
Affiliated Faculty
Organizational Dynamics
Ramya Kumar, MSOD, PGDHRM, SHRM-SCP
Senior Consultant - Organizational Learning, Development & Change
Organizational Dynamics
Amrita V. Subramanian
Executive Coach & Senior Consultant, Doctoral candidate (Ph.D. 2019)
Organizational Dynamics

Another example of framing and reframing that comes to mind, and

that we've talked about, is the strength based approaches to organizations.

A strength based approach to an organization involves thinking

about what's working well, where people feel energized and engaged.

As opposed to often the traditional way we've thought of entering

an organization as a consultant or as an observer.

Where we've often been told or admonished to come in and

ask where are the problems, what's going wrong?

Where are the dead bodies buried?

>> [LAUGH] >> I've been in a lot of those meetings.

>> Yes.

>> The strength-based approaches really reframe how we look at organizations,

to come in looking for their strengths rather than their deficits.

This research has come out of the work by David Cooperrider at

Case Western Reserve, and we encourage you to look at it.

We found it very, very useful.

And as we think about research, Rommia, you and I, or all four of us really,

have been talking about Tversky and Kahneman's research.

And some of the work they've done on framing and reframing.

>> Yes, absolutely, thank you for bringing that up.

So let's talk a little bit about the work of Tversky and Kahneman.

They are renowned psychologists and they conducted extensive research on how

can we frame decisions and how people choose.

So according to them, it's often possible to frame a problem in more than one way.

So very much like, Daniel,

your analogy of people looking through different lenses on their camera.

So they explored this framing effect in a hypothetical life and

death situation in 1981.

Participants in the study were asked to choose between different programs

to combat the outbreak of a deadly disease which could affect 600 lives.

So the choice was presented to them either with a positive framing, of how many

people will live, or with negative framing, how many people will die.

It may not surprise you that 72% of these participants chose

the program that was presented to them with positive framing.

And, however, only 22% of the participants chose the same program

when this was presented to them with negative framing.

So both the problems were identical.

Interesting, isn't it?

So why the difference between the 72% and 22%?

The difference was in the outcomes that were described as either saving lives

in a positive frame versus the number of lives lost.

>> That is so interesting.

But we don't really feel it until we experience it.

So I think it's time that we get you out of the seat, and

we will ourselves get out there, and take on a brief experiential exercise.

The time that you will give this exercise is 15 minutes.

You will don four roles or take on four frames, and those are,

I hope you're making a note of it.

First, an innovative architect.

Looking at where you are, might be at work place, might be in the neighborhood,

might be at a park, or a museum, or your favorite place.

So take the frame of an innovative architect, or a health and safety expert.

How safe is this place?

Or someone in a wheel chair, a disabled person in a wheel chair.

How easy is it to navigate?

And the last one, which is the favorite and

I think we're going to fight over who does that, is the five-year-old kid.

Now, what you have to do is walk around your environment,

taking two of the four roles that we just mentioned.

So you can compare and contrast how framing influences the way we

experience an environment and we're going to do the same.

If possible, take a colleague around, take a friend along and compare how

the same roles, if both of you, for instance, choose to take on health and

safety expert, both of you will still arrive at very different experiences.

How does that sound to all of us?

>> So do two of the four?

>> Two of the four, yes.

>> Okay. >> So two of the four,

take someone along if possible.

and 15 minutes, make a lot of notes, because we will be making a lot of notes.

And then we'll come back and we'll compare and see where we get.

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