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

Looking for content and documents from our Gatherings? Login

  1. Sue Borchardt

    LILA Summit 2017 Animation: Adaptive Culture

    by
    June 8, 2017
    Becoming an adaptive culture is no small feat– demanding we keep transforming to sustain our organizational “fitness”, while at the same time sustaining an internal environment in which our people can thrive amidst change and uncertainty. We invite you join us in this ongoing inquiry, making sense of what it means to be an adaptive culture.
    Read more...
  3. Marga Biller

    Unlearning to Learn – LILA Summit Animation

    by
    June 13, 2016
    One of the ways in which LILA supports the learning of its members is to create an animated short presenting key ideas from the year long exploration.  The theme during the 2013-2014 season was Unlearning to Learn.  Below is the transcript from the animation in case you would like to read more about what is presented in the animation. Unlearning to Learn This year at LILA, we take a whirlwind tour of unlearning, approaching it from three angles: mindsets, habits, and systems. Here, we take stock of our two main quests around unlearning: understanding it and fostering it. Unlearning...
    Read more...
  5. Marga Biller

    Critical Knowledge Transfer by Dorothy Leonard

    by
    Comment November 19, 2014
    As you may recall, Dorothy Leonard who is the William J.Abernathy Professor of Business Administration Emerita at Harvard Business School joined the LILA Community during the last several years as part of her research into the recently published book "Critical Knowledge Transfer." It is based on original research, numerous interviews with top managers,and a wide range of corporate examples, When highly skilled subject matter experts, engineers, and managers leave their organizations, they take with them years of hard-earned experience-based knowledge—much of it undocumented and irreplaceable. Organizations can thereby lose a good part of their competitive advantage.
    Read more...
  6. Marga Biller

    Dr. Jens Beckman shared his work on developing flexible expertise

    by
    September 29, 2014
    Dr. Jens Beckmann is the Deputy Director of Research in the School of Education in Durham University in the UK, where he researches the assessment of intellectual abilities. He was previously the Director of the Accelerated Learning Laboratory (ALL) at the University of New South Wales in Sydney, Australia, where he was part of research team investigating the impact of a “2-year leadership training program for mid-level managers from large organizations” (Birney, Beckmann, & Wood, 2012, p. 573). This training program provided fertile ground for his study of cognitive flexibility, which can “broadly be defined as the ability to deal...
    Read more...
  7. Marga Biller

    Dr. Erik Dane shared his research on Flexible Expertise

    by
    September 29, 2014
    During the October gathering, were joined by Dr. Erik Dane wh0 share his research on the topic of Flexible Expertise.         Dr. Dane is Associate Professor of Management at Jones Graduate School of Business at Rice University. His research focuses on cognition in the workplace. Through field research and laboratory experiments, he examines topics such as attention, creativity, expertise, intuition, and mindfulness (rice.edu). In a recent article, he writes about the trade-offs between expertise and flexibility. His construct of “cognitive entrenchment” explains when expertise may lead to inflexibility and when it may lead to flexibility. To learn...
    Read more...
  8. Marga Biller

    Organizational Unlearning with Bill Starbuck

    by
    June 25, 2014
    William Starbuck, professor emeritus at New York University and Courtesy Professor in Residence at Lundquist College of Business at the University of Oregon, presented his work on organizational unlearning. Starbuck began with a historical overview. Prior to the 1950s, nobody thought of the idea that organizations could learn. As scholars began to study organizational learning, they (perhaps naively) assumed that it was a good thing; that learning meant the firm would do better in the future. Study after study showed that it was instead a mixed bag; learning both helps and hurts. Then in the 1970s and 1980s, scholars began...
    Read more...
  9. Michele Rigolizzo

    Transparency & Unlearning with Ethan Bernstein

    by
    June 20, 2014
    Transparency – there is a gospel of transparency in leadership in organizations. The concept went from ‘being able to see’ to a broader definition of openness and freedom of information. But there was an unanswered question in this assumption of transparency as good - does transparency increase productivity? Ethan conducted a field experiment in a factory in China that was, at the time, following all best practices.
    Read more...
‹12

Harvard Graduate School of Education