Are you REALLY a learning organization?

Learning is gaining the ability to do something in the future that cannot be done now. While learning may begin with acquiring knowledge and skills, you have not actually learned anything until you've accomplished your goals and achieved the new, qualitative and quantitative outcomes you desire. To be a learner, you must behave with confidence and humility. You must have a strong sense of self and self-awareness. You must be willing to be vulnerable in the face of challenge.

Nearly 20 years ago, when he wrote the seminal business book, The Fifth Discipline , Peter Senge hit the nail on the head when he said,

"...for a learning organization, it is not enough to survive. ‘Survival learning' or what is more often termed 'adaptive learning' is important--indeed, it is necessary. But for a learning organization, 'adaptive learning' must be joined by 'generative learning'--learning that enhances our capacity to create."

Today, the "learning organization" is still a great idea, but most organizations haven’t made it a reality. The trouble is, most organizations say they're learning organizations... but their strategies, systems, day-to-day actions and results say otherwise. It's that sense of self and self-awareness and that willingness to be vulnerable that often stymies organizations. 

If organizations and the people who work within them fall into reactive patterns (which, we almost always do); if we operate from a place of fear (which, many times, we do); if we see ourselves, our colleagues, our leaders and our patients or clients as cogs in a wheel rather than the wheel itself (which happens, a lot); we are not part of a learning organization. We find ourselves dwelling in the past, looking back as if that might change an outcome, rather than looking forward and generating a different future. …After all, remember, the definition of insanity is expecting a different outcome without changing our current approach.

So, are you really a learning organization?
Test yourself. Answer these 10 questions. 
Then scroll to the end of the quiz for feedback and discussion.

 

As you take the quiz, check yourself. 

Would your colleagues, clients and supervisor also agree with your responses? Why or why not?

1. Which one of the following statements seems the most true about you?
a. I often make the same mistakes over and over again.
b. I never make the same mistake twice.
c. I believe the adage, if at first you don’t succeed, try again.
d. I’m afraid of failure, or that others may perceive me as a failure.

2. Which one of the following statements best reflects your philosophy?
a. I believe necessity is the mother of invention.
b. If it isn’t broken, break it.
c. If it ain’t broke, don’t fix it.
d. I’m most comfortable sticking to what I know.

3. Which ONE of the following statements best reflects your experience in meetings?
a. We absolutely stick to our agenda in our staff meetings.
b. Our staff meetings are usually informal or loosely organized.
c. People at staff meetings aren’t fully engaged; I notice them working on their Blackberries on their laps.
d. People are prepared for meetings; we regularly engage in lively discussions where new ideas and open feedback comes through.

4. Which ONE of the following statements best reflects your preferred meeting style?
a. Since I called the meeting, I tend to do most of the talking.
b. I prefer a clear agenda, and I like to stick to that agenda.
c. I prefer a clear agenda, but I’m willing to deviate from the agenda if the team brings up related, tangential ideas.
d. I usually don’t hold team meetings; I prefer to talk with my staff one on one.

5. Which ONE of the following statements best reflects your style for handling uncertainty?
a. If I don’t know the answer, I’ll make an educated guess.
b. If I don’t know the answer, I won’t admit it.
c. If I don’t know something, I’ll say so and try to find the answer.
d. If I don’t know something, I’ll say so, and usually I’ll let it go.

6. Which ONE of the following statements best reflects your comfort level?
a. My team can handle tough situations, and they know when to get my input.
b. It’s my job to be 100% in the know; I want to be on top of everything.
c. Even though I trust my team, I need to have all the data at my fingertips, all the time.
d. I prefer my team to come to me before they make any decisions.

7. Which ONE of the following statements best reflects your perspective?
a. With few exceptions, I’m looking for immediate results.
b. If the solution isn’t immediately clear, I’m comfortable giving things a little time to shake out.
c. Partial answers just aren’t good enough; there’s too much at stake.
d. If a partial answer is the best answer we’ve got, I’ll be okay with that.

8. Which ONE of the following statements is most true for you?
a. I can sit through silence without discomfort.
b. Generally, I'm uncomfortable with silence.
c. When there's a lull in conversation, I often feel obligated to say something.
d. I think, "silence is golden."

9. Which ONE of the following statements is most in alignment with your organizational practices?
a. We support continuing education, but it has to happen on our employees' own time and dime.
b. If they meet certain criteria (i.e. achieve a specific GPA, have been with us for X amount of time), we will reimburse staff members for some or all training related to their current position.
c. We support professional development by offering valuable training programs and reward systems.
d. We invest in professional development because we see it as a strategic lever affecting our future success.

10. Which ONE of the following statements best reflects your own relationship with professional development?
a. I am up to date with all of my certifications and credentials.
b. I look for diverse learning opportunities that will stretch my capabilities, yet bolster my strengths.
c. I like to take classes or seek learning experiences outside of my professional discipline.
d. The last time I took a course was in college.


And now for some discussion... Click here.

Please, feel free to add your own thoughts, perspectives and feedback in the comment section below. Also, please do so in the spirit of constructive dialogue and generative learning.

Question 1
b. I never make the same mistake twice.
Learning is the ability to do something in the future that cannot be done now. It is also the ability to increase your capacity to achieve the results you desire. As a learner looks to the future, she understands that making mistakes are a natural and important part of growth. She also knows there is no need for fear or worry. However, a learner always reflects on the results she's achieved--good and bad; then she adjusts her approach so she strides mindfully closer to her goal, never making the same mistake twice.

Question 2
b. If it isn’t broken, break it.
Learners are never satisfied with the status quo. To be a learning organization, you must constantly question the what, how and why of your systems, habits and mindsets. Seek out fresh ideas and new approaches to a situation, whether it seems "necessary" or not.

Question 3
d. People are prepared for meetings; we regularly engage in lively discussions where new ideas and open feedback comes through.
Think of staff meetings as a voyage. The best leaders at learning organizations are like captains, plotting the course, planning provisions, keeping people motivated and steering the ship. But if a crew member notices something on watch, whether it be a storm, pirates, a pleasant port or another great opportunity, the captain will make room in his agenda and adjust their course, as he deems appropriate. If your agenda is too rigid or too lax, you're not sailing with the wind at your back. And, if your crew members are playing solitaire, checking email or paying their bills when "all hands should be on deck" -- the captain needs to step up.

Question 4
c. I prefer a clear agenda, but I’m willing to deviate from the agenda if the team brings up related, tangential ideas.
Learners must certainly talk with staff members, peers and supervisors one-on-one. But you must also conduct team meetings. A great guitarist can't jam effectively with a great drummer unless they have time to practice together. So, think of yourself as a jazz band leader, rather than an orchestra conductor. You must express your vision, set the tone and tempo and work through the beginning, middle and end of your song. But innovation, excitement and joy will only occur if you leave a little room in the performance for riffing and improvisation.

Question 5
c. If I don’t know something, I’ll say so and try to find the answer.
Guesswork is for amateurs. Sure, you might get lucky, but when high stakes and commitments are involved, there's no real value in playing off your hunches. Likewise, "faking it" -- even if you're afraid of looking like you don't know -- isn't helping anybody. If you're uncertain about something, chances are you're not alone. And, remember, uncertainty isn't a weakness -- it's an opportunity for you and your organization to learn. So, let the team know you're not sure. And, if it's important that you acquire that knowledge, make it happen -- independently or as a group, whatever the situation calls for.

Question 6
a. My team can handle tough situations, and they know when to get my input.
Think like Bobby Flay on The Iron Chef: he assesses his resources, responds to what he knows about his judges and taps into his signature strengths. He sets the pace, but trusts his sous-chef to get the onions chopped and sauteed perfectly. He checks in with his pastry chef know if the pastry filling has the flavor and consistency he's looking for. And he's always aware of the time on the clock and what's happening throughout the kitchen. He's hand-picked his team, trained them well, and he trusts them to do the right thing. While he checks in verbally and regularly assesses their work, Bobby has the wisdom to step back, let them perform, and come to him when its appropriate.

And while running a business might not be just like competing on The Iron Chef, at a learning organization, leaders must operate at the level for which they were hired. In other words if you're a VP, you're paid to achieve results. It's your job to ask the good questions, reflect, find the answers and maintain an accurate view of the long- and short-term path ahead. It's your job to back out of the day-to-day situations, and make room for your team to run on those short- and long-term paths.

Question 7
b. If the solution isn’t immediately clear, I’m comfortable giving things a little time to shake out. OR d. If a partial answer is the best answer we’ve got, I’ll be okay with that.
The hallmark of a learning organization is the core belief that some struggle is part of the path forward. Immediate results, while instantly gratifying, often undercut long-term benefits. Learning organizations know this. And they pay heed. Rather than forcing decisions which shake out with unintended consequences, learning organizations trust in their people and the learning process, so that true expertise and wisdom can develop.

Sometimes, though, the right path or opportunity does not reveal itself. Or, you just need to make a decision and take action amidst ambiguity or conflict. Also, if we wait for every answer to shake out, we do see losses in the quality of customer service, associate satisfaction, shareholder value, etc. So, when a learning organization is at a crossroads, they weigh known and potential risks against known and potential benefits. And they leap forward, ready to learn even more.

Question 8

a. I can sit through silence without discomfort.
Many times, we feel uncomfortable with silence. We want to be a knower. To show our competence, creativity or expertise. We want to be a fixer, a team player, a hero. But, sometimes, there is great value in the quiet of a pause.

For every person who thinks things through out loud, there is a person who thinks through things silently. Yes, sometimes silence indicates confusion and uncertainty. Sometimes it indicates disengagement. A leader's wisdom comes from learning the difference between silence that is a void or avoidance, and silence that is watering the garden. Typically, knowing organizations have a lot of discourse, chatter and debate. In contrast, learning organizations tend to have more quiet space in meetings, time for reflection and review.

Question 9

d. We invest in professional development because we see it as a strategic lever affecting our future success.
This comes down to what you and your organization believe at your core. Across the board, no matter what, learning organizations invest in professional development for strategic reasons: they see it as a key driver to help them meet future business needs. When the economy heads South, learning organizations don't slash their professional development programs. Instead, they hold fast to their commitment to a future-orientation. They continue to demonstrate that they value people as much as profits. They continue to bridge their gaps in "hard" technical skills and "soft" communication and leadership skills. Instead of cutting professional development, learning organizations seize the opportunity to reassess their talent needs, realign their professional development programs and reach into the future.

Question 10
b. I look for diverse learning opportunities that will stretch my capabilities, yet bolster my strengths.

Professional development isn't just about maintaining your skills and certifications. And while it's good to take classes and explore disciplines outside your primary skill set (after all, you may stumble into a new adventure), professional development should focus on challenging your thinking, offering fresh perspective and bolstering your strengths. That's what leverage is about: augmenting and capitalizing on strength.

If you give to much attention to bolstering your weaknesses, you're really diluting your own talent. Sure, you might have more diverse skills, but if your skills are simply average (mediocre), it's not a skill now, is it? And will you be working with as much passion and joy when you're outside your core competencies? Probably not. You and your organization will benefit most from developing exceptional skill sets, and exceptional skills come through focusing on strengths.

Further Reading: The Fifth Discipline by Peter Senge; Outliers by Malcolm Gladwell