Get Started for FREE
Sign up with Facebook Sign up with X
I don't have a Facebook or a X account
 Your new post is loading...
Your new post is loading...
Scoop.it!
Targeted learning can resolve execution problems and social challenges, and drive strategic change. 
No comment yet.
Sign up to comment
|
Scoop.it!
Facilitating Emergence and Sensemaking in Organizations | by Sahana Chattopadhyay | Age of Emergence
The world today is undergoing massive upheavals and change — ecological, social, political, technological, demographic, and more. Organizations are not immune from the impact of these interconnected…
Andrew Gerkens's insight:
Re-scooping this under HR Capability/Role. I think it is critical that HR develop Cultural Evolution as a capability, so it can guide, support and enable the organisation to evolve. Building its own adaptive capacity is one of the biggest challenges and opportunities for HR. It is a difficult path, but one that offers significant returns, rewards and of course, growth.
Andrew Gerkens's curator insight,
November 29, 2020 8:05 PM
The organisation as a living system and the adaptive capacity required of leaders to facilitate (guide, support, enable) cultural evolution, so organisations are equipped to deliver, adapt and grow. Where do these concepts sit within you HR strategy? How are you evolving HR to build the capabilities to support cultural evolution in your organisation? A challenging article to help us consider how we can add real value to our organisations and the world.
The Adaptive Cultures framework, practitioner program and community have and continue to be an important part of guiding and supporting me to build my adaptive capacity and facilitation skills - https://lnkd.in/gtpU7ps |
An interesting article about creating strategic value through learning. The article talks about the idea of 'targeted learning', which to me reflects the idea of diagnosing and evolving the system (culture) in order to build the capacity of the organisation to deliver, adapt and grow.
The example of the bank that responded to a review by making employees do 60 hours of risk training is a classic and it should be no surprise that it did not improve risk related outcomes. The article suggests four actions for CEOs: