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
Ce cours fait partie de la Spécialisation Culture-Driven Team Building
Creating a Team Culture of Continuous Learning
proposé par
Programme du cours : ce que vous apprendrez dans ce cours
Semaine
1Week 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.
9 videos (Total 65 min), 6 lectures, 1 quiz
9 vidéos
Framing, Reframing & Systems Thinking - The Story of George Washington Bridge13 min
Frames - Defined and Illustrated3 min
Scenario - Computer Manufacturing Company4 min
Debrief - Scenario8 min
Strength Based Approaches to Organizations5 min
Debrief - Experiential Activity10 min
Systems Thinking Frame12 min
Next Module - Focus on Diagnostic Learning1 min
6 lectures
Syllabus for Module 15 min
Strength Based Approaches (Asplund & Blacksmith, 2011)10 min
Appreciative Inquiry in Organizational Life (Cooperrider & Srivastva, 1987)10 min
The Framing of Decisions and the Psychology of Choice (Tversky & Kahneman, 1981)10 min
Systems Thinking with Dr. Russell Ackoff10 min
Other References|Additional Readings10 min
1 exercice pour s'entraîner
Module 1 - Introduction to Framing & Systems Thinking12 min
Semaine
2Week 2 : Diagnosing Strengths & Barriers to Learning on Teams
Thank you for joining us in this module! You will learn to recognize the strengths and barriers - visible and invisible - that exist in teams. Quite like the George Washington Bridge story in Week 1, where you learned about Framing and Systems Thinking, here you will learn to define, frame and diagnose the problems and conflicts that can arise in teams; and you will learn to think about data gathering and creating solutions that work! Join us at the table.
11 videos (Total 84 min), 5 lectures, 1 quiz
11 vidéos
Scenario: Healthcare, Part 14 min
Debrief: Scenario, Part 14 min
Scenario: Healthcare, Part 24 min
Debrief: Scenario, Part 211 min
Our After Action Review9 min
BART6 min
Assignment 1: Let's Practice Using BART2 min
Focus on Culture and Conflict in Teams: Part 1 – Culture15 min
Focus on Culture and Conflict in Teams: Part 2 – Conflict10 min
Assignments and Summary3 min
5 lectures
Syllabus for Module 25 min
Guide to the After Action Review10 min
Skilled Incompetence (Argyris, 1986)10 min
The BART System of Group and Organizational Analysis (Green & Molenkamp, 2005)10 min
Other References|Additional Readings10 min
1 exercice pour s'entraîner
Module 2 - Diagnosing Strengths and Barriers to Learning on Teams18 min
Semaine
3Week 3 : Developing Groups & Teams for Positive Organizational Impact
Thank you for joining us In Modules 1 & 2. In the previous modules you have learned about Framing, Reframing, Systems Thinking, and Taking a Diagnostic Focus on Groups and Teams. In this module you will learn about disabling and enabling group and team structures. You will also learn about diffusing innovations, and how to have productive conversations using the Ladder of Inference as a guide.
6 videos (Total 54 min), 4 lectures, 1 quiz
6 vidéos
What disables organizational learning?6 min
Scenario: Executive Team at the Bank5 min
Debrief Scenario, Part 110 min
Debrief Scenario, Part 27 min
Diffusion of Ideas12 min
4 lectures
Syllabus for Module 35 min
Suggested Readings Part 110 min
Suggested Readings - Part 210 min
Suggested Readings Debrief Scenario Part 210 min
1 exercice pour s'entraîner
Module 3 - Developing Groups & Teams for Positive Organizational Impact14 min
Semaine
4Week 4 : Fostering Innovation in Groups & Teams
Thank you for staying with and being a part of our emergent conversations. If you have accompanied us through weeks 1,2 and 3, we are now at the closing end of our on-going discussion around learning in teams - in this section, we'll focus on Complex Adaptive Systems and structures that foster and accelerate engagement, learning and team conversations. Come join us.
9 videos (Total 61 min), 4 lectures, 1 quiz
9 vidéos
Part 2 - Conditions for Learning7 min
Part 3 - Organizing Under Uncertainty4 min
Scenario: Team at GURD, Part 13 min
Scenario: Team at GURD, Part 22 min
Debrief: Scenario10 min
Liberating Structures: Examples of Team Exercises14 min
Focus of Module 4 Review2 min
Summing Up Continuous Learning in Teams8 min
4 lectures
Syllabus for Module 410 min
Suggested Reading10 min
Suggested Reading10 min
Suggesting Readings10 min
1 exercice pour s'entraîner
Module 4 - Fostering Innovation in Groups & Teams10 min
4.4
10 avis50%
a commencé une nouvelle carrière après avoir terminé ces cours
83%
a bénéficié d'un avantage concret dans sa carrière grâce à ce cours
Meilleurs avis
par AL•Apr 20th 2018
It reminds me about team building and a lot of memories regarding meetings ;)
par AK•Feb 22nd 2018
Its amazing and new things learnt now my mind is towards building a good team
Enseignants
Alan Barstow, Ph.D.
Director and Senior ScholarOrganizational Dynamics
Dana Kaminstein, Ph.D.
Affiliated FacultyOrganizational Dynamics
Ramya Kumar, MSOD, PGDHRM, SHRM-SCP
Senior Consultant - Organizational Learning, Development & ChangeOrganizational Dynamics
Amrita V. Subramanian
Executive Coach & Senior Consultant, Doctoral candidate (Ph.D. 2019)Organizational Dynamics
À propos de University of Pennsylvania
The University of Pennsylvania (commonly referred to as Penn) is a private university, located in Philadelphia, Pennsylvania, United States. A member of the Ivy League, Penn is the fourth-oldest institution of higher education in the United States, and considers itself to be the first university in the United States with both undergraduate and graduate studies.
À propos de la Spécialisation Culture-Driven Team Building
Master the strategies and tools that enable you to form, join and lead teams more effectively.
In this five-course specialization, you learn how to:
· Recognize aspects of team culture
· Draw out the collective wisdom of diverse teams
· Handle conflict
· Establish common ground rules
· Maximize team performance
· Create a team culture of continuous learning
The program culminates in a capstone project in which you apply the skills you learned. You observe, diagnose and make recommendations to solve a team culture problem in a real-world case provided by N2Growth, a global consultancy focused on cultural transformation and leadership development.
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