Learning Organization with Dean Giesecke
Powerpoint
Dean Giesecke offers insights on the Learning Organization management philosophy adopted by the Libraries in 1996.
For further reading on the Learning Organization, read the article by Dean Giesecke and Beth McNeil from the DigitalCommons@University of Nebraska–Lincoln.
Joan Giesecke and Beth McNeil, 2004, Transitioning to the Learning Organization.
Related Article:
Is Yours a Learning Organization?
Garvin, David A.; Edmondson, Amy C.; Gino, Francesca. Harvard Business Review, Mar 2008, Vol. 86 Issue 3, p109-116.
Powerpoint
Dean Giesecke offers insights on the Learning Organization management philosophy adopted by the Libraries in 1996.
For further reading on the Learning Organization, read the article by Dean Giesecke and Beth McNeil from the DigitalCommons@University of Nebraska–Lincoln.
Joan Giesecke and Beth McNeil, 2004, Transitioning to the Learning Organization.
Related Article:
Is Yours a Learning Organization?
Garvin, David A.; Edmondson, Amy C.; Gino, Francesca. Harvard Business Review, Mar 2008, Vol. 86 Issue 3, p109-116.
| Five L.O. Disciplines | Definition | University Libraries |
|---|---|---|
| Shared Vision | Shared vision makes it possible for members of an organization to understand the future we want to create. Shared vision develops from within the organization and is meaningful to members who understand and contribute to it. | recent example "Seamless integration of print and electronic resources"...catalogers design a catalog so patrons can access both print and e-resources; reference providers look for ways to help patrons use both print and e-resources. |
| Personal Mastery | Personal mastery is the discipline of continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively. | recent example: online chat reference service involves mastering the technology and understanding the mechanics of answering questions, as well as investigation into how online chat reference fits in with the entire array of reference services and how to best integrate chat with circulation and ILL. SD programs: independent learning, time mgmt., etc. Beginning in 1996--encouraged all staff to take time to learn something new each week. |
| Group Learning | Members of the group learn to suspend assumptions about how things are done, act as colleagues, surface individual defensiveness, and create an open environment for dialogue and discussion. Working together as a team produces more than the individual members can. | Workshops: Betsy Kosier training: 1998--Learning to Share Ideas: Building Effective Interaction, 2001--Fostering Interactions to Get the Job Done, 2003/04-- Internalizing Strategies for Effective Interaction. |
| Mental Models | Mental models refers to the assumptions and generalizations that influence how one understands and interprets the organization. | Example: Restructurings--number of departments, communication across departments, units, offices, etc. |
| Systems Thinking | Systems thinking is the ability to see the bigger picture, to see the interrelationships of a system, to move beyond a simple cause and effect approach, to seeing continuous process. In systems thinking we move from seeing the individual parts of a system to understanding that the sytem is the interraction of those parts. | Example: Restructuring |
