LILA ~ Learning Innovations Laboratory at the Harvard Graduate School of Education

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  1. Marga Biller

    What We Learned About Unlearning To Learn

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    This brief represents the culmination of our year of exploring the theme of unlearning to learn together. Over the course of the year, we have explored how we can best define, understand, and foster unlearning. Unlearning is learning to think, behave, or perceive differently, when there are already beliefs, behaviors, or assumptions in place (that get in the way), at either the individual or the organizational level. It becomes important when individuals, groups, and whole organizations have to find ways to effectively support change, overwrite old habits, surface and supplant entrenched ways of thinking, and develop new ways of working...
  2. Marga Biller

    Bechtel Wins Chief Learning Officer Award for Second Consecutive Year

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    “Partnering with the business to develop a game-changing learning program that provides valuable skills to our employees, partners and customers, and essentially adding to the bottom line, is the ultimate goal of an organImage result for lucy dinwiddieization’s learning and development team,” said Lucy Dinwiddie, Bechtel’s chief learning officer. “To be honored with an award as significant as the CLO, demonstrates the collaboration and innovation of the Bechtel team and the commitment to our colleagues across the globe.”
  3. Marga Biller

    How To Kill Your Culture with Mary Jo Hatch

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    Mary Joe Hatch will share the research she conducted about "the top and middle managers’ experiences and understandings of how organizational identity and culture were entangled with transformational change as it unfolded over a 5-year period in Carlsberg Group. Combining ethnography and grounded theory methods with engaged scholarship, our work sits between research and practice, speaking directly to the experience of managers at the same time that it researches both the content and processes of organizational identity and culture. The study shows that engaging in processes of reflecting, questioning, and debating about their organization’s identity led middle managers and employees both to support and resist new organizational identity claims made by top management. Within these identity activation processes we found frequent references relating new identity claims to organizational culture.
  4. Marga Biller

    December 8 Member Call featuring Monica Worline

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    Monica’s scholarship is animated by one of the classic puzzles of organizing: as humans, we hold tremendous potential for capable action, but we are easily swayed into inaction by hierarchy, social norms, conformity, and other regularities of group life. Monica uses her writing, research, and teaching to ask how organizations can enliven the people who work in them, especially in the face of adversity. Monica will share her thinking about creating positive organizational cultures specifically through four frames roles, network ties, routines and values.
  5. Marga Biller

    Changing Organizational Culture is Hard! by Mats Alvesson

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    Based around a case-study, Mats shared the findings regarding the reality of organizational change. From planning and inception to project management and engagement, the explored the views and reactions of various stakeholders undergoing real life change processes. Drawing on theories of organizational culture, Mats helped us to understand how organizations can promote change without alienating the people needed to implement it.
  6. Marga Biller

    Understanding Culture by David Perkins

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    As Dave Perkins shared prior to his synthesis, this is not an attempt to summarize everything that the LILA community explored during the October 2016 gathering, rather it is a way a 64,000 view that might help advance our thinking on the topic.   Defining Adaptive Cultures Individual cultural knowledge is largely tacit – we don’t know what we know (we just behave) Iceberg: like the being roughly 90% under water, not knowing like this is not just limited to culture, but to all fluent knowledge (example of grammar, used implicitly) The 10% of explicit knowledge is very important to...
  7. Marga Biller

    October 2016 Event Feedback

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    Day 1 Want well wellLearning round format seemed generative, smaller groups Juxtaposition of content – high level and to the point Mary Ann making connections to Michael’s work and challenges Teresa postulated a question directly relevant to Mary Ann’s content More to hold on to that typically in October The first report out of why they are here worked well The tweets were substantial and brief The retrospective on themes and how this theme came about Food was fantastic Interest around the cards The oversized post it notes worked well Think about Is the template for the cards the right...
  8. Marga Biller

    Beaver – a Boston area school and LILA member embraces ‘unlearning’ strategies for students, teachers

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    The Research and Design Center at Beaver Country Day School, just outside of Boston, is being framed as a Library 2.0. As construction workers focused on the physical space outside, a group of teacher leaders grappled indoors with the concept of unlearning. The school is embarking on a one-year quest to rethink teaching and learning strategies in advance of the opening of the “RaD.”
  9. Marga Biller

    The Science of Evolution: What Makes Humans So Different

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    LILA October guest Michael Muthukrishna has written about how culture has evolved in the human species, and this perspective can help us begin our exploration of adaptive cultures in organizations. Muthukrishna and co-authors argue that humans are “an ‘evolved cultural species,’” which “has evolved to socially transmit complex behavior-shaping information between generations” (Chudek, Muthukrishna, & Henrich, 2015, p. 2). Our species has attained “cumulative cultural evolution,” which is where our culturally transmitted behaviors “are more complex, sophisticated and well-adapted than anything a single asocial or non-cultural individual could devise alone in their lifetime” (p. 2). No single person could ever re-create the world we live in.

Harvard Graduate School of Education