Friday, February 11, 2022

g-f(2)925 THE NEW WORLD (2/11/2022), strategy+business, Building a culture of learning at work




ULTRA-condensed knowledge


"g-f" fishing of golden knowledge (GK) of the fabulous treasure of the digital age, The New World, A culture of learning at work (2/11/2022)  g-f(2)426 


Opportunity, strategy+business  

EXCEPTIONAL “Full Pack Golden Knowledge Container”



Building a culture of learning at work


How leaders can create the psychological safety for people to constantly rethink what’s possible.



Golden knowledge (GK) Juice



  • A few years ago, leaders at the Gates Foundation reached out to see if I could help them improve their culture. They already had a strong culture of performance: They hired world-class scientists and maintained excellence of execution. Their goal was to improve their learning culture, in which people have the humility to know what they don’t know and the curiosity to rethink the way they’ve always done things.
  • The foundation of a learning culture is psychological safety — being able to take risks without fear of reprisal. 
  • In learning cultures, people don’t stop keeping score. They expand the scorecard to hold others accountable for processes as well as outcomes. 
  • Requiring proof is an enemy of progress. This is why companies like Amazon use a principle of disagree and commit. The goal in a learning culture is to welcome these kinds of experiments, to make rethinking so familiar that it becomes routine and people don’t hesitate to pitch new ideas.


Genioux knowledge fact condensed as an image



Think Again: Adam Grant





References


Building a culture of learning at work, Adam Grant, February 3, 2022, WHO.


ABOUT THE AUTHORS


Adam Grant


Adam Grant (@AdamMGrant) is an organizational psychologist at Wharton, the host of the TED podcast “WorkLife” and the author of “Think Again: The Power of Knowing What You Don’t Know.”

He received his B.A. from Harvard and his Ph.D. in organizational psychology from the University of Michigan.

Dr. Grant is a former Junior Olympic springboard diver.


Adam M. Grant is an American psychologist and author who is currently a professor at the Wharton School of the University of Pennsylvania specializing in organizational psychology. He received academic tenure aged 28, making him the youngest tenured professor at the Wharton School.



Adam Grant has been recognized as Wharton’s top-rated professor for seven straight years, and as one of the world’s 10 most influential management thinkers and Fortune‘s 40 under 40. As an organizational psychologist, he studies how we can find motivation and meaning, and lead more generous and creative lives.



Adam Grant is an organizational psychologist and TED speaker who helps people find meaning and motivation at work.

Adam Grant has been Wharton’s top-rated professor for 7 straight years. As an organizational psychologist, he is a leading expert on how we can find motivation and meaning, and live more generous and creative lives. He has been recognized as one of the world’s 10 most influential management thinkers and Fortune’s 40 under 40.

​He is the #1 New York Times bestselling author of 5 books that have sold millions of copies and been translated into 35 languages: Give and Take, Originals, Option B, and Power Moves. His books have been named among the year’s best by Amazon, Apple, the Financial Times, and the Wall Street Journal and praised by J.J. Abrams, Richard Branson, Bill and Melinda Gates, Malcolm Gladwell, Daniel Kahneman, and Malala Yousafzai. His new book, Think Again: The Power of Knowing What You Don’t Know, launches in February 2021.




Extra-condensed knowledge



Lessons learned, strategy+business 


Golden knowledge (GK) Juice



  • The foundation of a learning culture is psychological safety — being able to take risks without fear of reprisal. Evidence shows that when teams have psychological safety, they’re more willing to acknowledge their own mistakes and figure out how to prevent them moving forward. They’re also more comfortable raising problems and exploring innovative solutions.
  • In performance cultures, people are held accountable for results: Did their projects succeed or fail? But social scientists find that focusing only on outcomes makes it too easy for people to continue with ill‑fated courses of action. It isn’t until a high‑stakes decision goes horribly wrong that people pause to reexamine their practices. Focusing on results might be good for short‑term performance, but it can be an obstacle to long‑term learning.



Condensed knowledge




Lessons learned, strategy+business



Golden knowledge (GK) Juice



  • In learning cultures, people don’t stop keeping score. They expand the scorecard to hold others accountable for processes as well as outcomes. Even if the outcome of a decision is positive, it doesn’t necessarily qualify as a success. If the process was shallow, you were lucky. If the decision process was deep, you can count it as an improvement: You’ve discovered a better practice. If the outcome is negative, it’s a failure only if the decision process was shallow. If the result was negative but you evaluated the decision thoroughly, you’ve run a smart experiment.
  • In performance cultures, people often become attached to best practices. The risk is that once we’ve declared a routine the best, it becomes frozen in time. 
  • Organizational learning should be an ongoing activity, but best practices imply it has reached an end point. We might be better off searching for better practices.
  • That’s what we were after at the Gates Foundation. When Melinda and her colleagues shared their mean reviews, some of the power distance evaporated. Afterward, employees weren’t afraid to dish it out — they knew their leaders could take it. People were less afraid to be vulnerable and more likely to reach out to senior leaders with both problems and solutions. In performance cultures, people are determined to prove themselves. But in learning cultures, people are more interested in improving themselves — and the organization around them.


Some relevant characteristics of this "genioux fact"

  • Category 2: The Big Picture of the Digital Age
  • [genioux fact deduced or extracted from strategy+business]
  • This is a “genioux fact fast solution.”
  • Tag Opportunities those travelling at high speed on GKPath
  • Type of essential knowledge of this “genioux fact”: Essential Analyzed Knowledge (EAK).
  • Type of validity of the "genioux fact". 

    • Inherited from sources + Supported by the knowledge of one or more experts.


References


“genioux facts”: The online programme on MASTERING “THE BIG PICTURE OF THE DIGITAL AGE”, g-f(2)925, Fernando Machuca, February 11, 2022, blog.geniouxfacts.com, geniouxfacts.com, Genioux.com Corporation.


ABOUT THE AUTHORS


PhD with awarded honors in computer science in France

Fernando is the director of "genioux facts". He is the entrepreneur, researcher and professor who has a disruptive proposal in The Digital Age to improve the world and reduce poverty + ignorance + violence. A critical piece of the solution puzzle is "genioux facts". The Innovation Value of "genioux facts" is exceptional for individuals, companies and any kind of organization.




Key “genioux facts”


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