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The cultural and process dimensions of learning appear to require more explicit, targeted interventions. Even if just two people from different parts of a firm compare scores, they can pinpoint cultural differences, commonalities, and things to learn from one another. With opening day live football app for windows phone the Tigers going on today and the Red Wings clinching a playoff berth, this April is sure to be exciting even without the Pistons advancing to the playoffs. They may also discover that their unit-or even the company-lags behind in many areas. Having compared individual or unit scores with the benchmarks, it’s possible to identify areas of excellence and opportunities for improvement. For example, an early study of medical errors documented significant differences in rates of reported mistakes among nursing units at the same hospital, reflecting variations in norms and behaviors established by unit managers. By pooling individual and unit scores, organizations as a whole can begin to address specific problems. Surprisingly, most of the organizations we surveyed identified the very same domains as their areas of strength. That autumn we surveyed another 125 senior executives to use as our benchmark data.

Before learning their scores, participants were asked to estimate where they thought Eutilize would stand in relation to the benchmark results from other firms. The survey results helped them to understand the term analysis more broadly-to think about the degree to which people test assumptions, engage in productive debate, and seek out dissenting views. The results also helped Eutilize’s managers to identify the areas where their firm needed special attention. To their great surprise, Eutilize’s managers rated themselves below the median baseline scores in almost all categories. For example, out of a possible scaled score of 100, they had 68 on leadership, compared with the median benchmark score of 76. Similarly, they scored 58 on concrete learning processes (versus the median benchmark of 74) and 62 on supportive learning environment (versus the median of 71). These results revealed to the Eutilize managers that integrating systematic learning practices into their organization would take considerable work. If your group’s scores fall at or below the median in a particular building block or subcomponent-especially if they are in the bottom quartile-consider initiating an improvement effort in that area. In any building block or subcomponent where your group’s scores fall above the median-especially if they are in the top quartile-consider partnering with other units in your organization that may benefit from specific, concrete strategies that you can articulate and model for them in the area of weakness.

Our analysis suggests, however, that each of the building blocks of a learning organization (environment, processes, and leadership behaviors) is itself multidimensional and that those elements respond to different forces. These managers sought to understand their organizations’ strengths and weaknesses and to paint an honest picture of their cultures and leadership. Managers need to be especially sensitive to local cultures of learning, which can vary widely across units. If employees in multiple units wish to take the survey, you can also make the comparisons unit-by-unit or companywide. The portrait that emerged was not unexpected for a public utility that had long enjoyed monopolies in a small number of markets and that only recently had established units in other geographic areas. Step 4: When you’re finished playing with the putty, store it in a small airtight plastic container. The most gullible shopaholics won’t buy a tencent trinket without some kind of vision of themselves or their children playing with this trinket, wearing this trinket, using this trinket, or appearing to be special because of this trinket. Our experiences developing, testing, and using this survey have provided us with several additional insights for managers who seek to cultivate learning organizations.

In addition, managers learned the importance of using concrete examples to illustrate interpretations, to refer to specific practices or processes, and to clarify observations. Discussions had to be conducted with a healthy balance of what scholars call “advocacy and inquiry.” The communication allowed people the latitude to assert their personal observations and preferred suggestions for action, but it also ensured that everyone took the time to carefully consider viewpoints that were not their own. “Openness to new ideas” and “education and training” almost universally scored higher than other attributes or categories, probably because of their obvious links to organizational improvement and personal development. He said that while some horse trainers and owners have given the industry a “black eye,” the walking horse itself is a “fabulous” animal worthy of recognition. While the official headquarters may be in Daytona Beach, Florida, and the governing body of stock car racing has offices in other cities, Charlotte is the epicenter of all things NASCAR.