CreativeForces_9-2012_web.pdf. Karen Stephenson : Personal Website - Media. Chapter15.pdf. Karen Stephenson : Personal Website - Curriculum. Learning History Overview. Learning History Research Project Learning Histories A "learning history" is a unique approach for helping an organization learn from the experience and implications of its own learning and change initiatives. All efforts to transform organizations sooner or later run up against the challenge of proving their value. Yet traditional "assessment" approaches, reacting to everyday pressures, can easily undermine the original learning effort. As people become aware of being judged and measured, they seek to satisfy the evaluation criteria instead of improving their capabilities.
The intrinsic motivation which drives learning is then supplanted by the desire to look successful. Learning histories are a new form of organizational assessment. A learning history is a document that helps an organization listen to what "it is trying to tell itself" about its own learning and change efforts. Learning History Example Learning History Research Project On line resources: George Roth and Art Kleiner. About Science Based Management - Requisite Organization. Requisite Organization - The Only Total System Approach to Management A unified whole system for effective managerial leadership that is integrated, flexible, fair and effectively productive.
Requisite Organization is the term created by Elliott Jaques to refer to the only total system approach to the effective management of work, including structure, leadership processes and human resources. The concepts and practices embedded in Requisite Organization are the result of the systematic application of numerous scientific discoveries about the nature of work and the nature of individual's capacity for work. Requisite Organization is an evolving model based on more than 60 years of continuing scientific research by Elliott Jaques, aided, supported and validated by the research of colleagues around the world.
Access Supporting Books and Documents. Holacracy | Social Technology for Purposeful Organization. Making Sense Of Zappos And Holacracy. Holacracy. Holacracy is a registered trademark of Holacracy One, L.L.C. of Spring City, PA, USA.[1] It has been described as: "essentially a set of inward-looking hierarchical mechanisms that connect 'circles' (of staff). Each circle is required to be run democratically and openly, with exhaustively detailed procedures on how things like meetings are to be managed and how decisions are to be made. [2] Holacracy is a proprietary[citation needed] method for organising authority and decision-making to be distributed throughout a fractal holarchy of self-organizing teams rather than being vested at the top of a hierarchy.[3] Holacracy has been adopted in for-profit and non-profit organizations in the U.S., France, Germany, New Zealand, Australia, and the UK.[4][citation needed] Origins[edit] The term holacracy is derived from the term holarchy, coined by Arthur Koestler in his 1967 book The Ghost in the Machine.
Influences and comparable systems[edit] Essential principles[edit] Energizing roles[edit] 9 Habits That Lead to Terrible Decisions - Jack Zenger, and Joseph Folkman. By Jack Zenger and Joseph Folkman | 9:00 AM September 1, 2014 Several years ago we came up with a great idea for a new leadership-development offering we thought would be valuable to everyone. We had research demonstrating that when people embarked on a self-development program, their success increased dramatically when they received follow-up encouragement. We developed a software application to offer that sort of encouragement. People could enter their development goals, and the software would send them reminders every week or month asking how they were doing, to motivate them to keep on going. But it turned out that people did not like receiving the e-mails and found them more annoying than motivating. Some possibilities came immediately to mind – people make poor decisions when under severe time pressure or when they don’t have access to all the important information (unless they’re are explaining the decision to their boss, and then it is often someone else’s fault).
Laziness.