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

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  1. Katie Heikkinen

    Building Dynamic Capabilities by Maurizio Zollo

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    February 17, 2015
    In this first talk, I’ll go into what dynamic capabilities are and why they are important… and then how. How do you know you have a dynamic capability and how can they be developed? I’ll also juxtapose different directions for strategy. As learning academics and practitioners, we need to make distinctions between the various strategic directions. You can apply dynamic capabilities toward multiple strategic directions and goals; how do you determine which to pursue? Finally, I’ll bring in sustainability. That is the ultimate challenge. It doesn’t get more complex than that.
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  2. Katie Heikkinen

    Flexpertise: A 10,000 Foot View as of February 12, 2015

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    February 17, 2015
    This is a talk shared by David Perkins at the February 2015 LILA gathering. The idea is to provide a wrapper for some of the things that were shared at the October and February LILA gatherings. As David described, the talk has 4 themes: defining flexpertise, understanding it (why would we want it), valuing it (what is it worth), and fostering it (what do we do to get more flexpertise, when we want more of it).
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  3. Marga Biller

    Superflexibility with Homa Bahrami: Audio Recording

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    February 12, 2015
    Homa Bahrami is an international educator, advisor, and author, specializing in organizational flexibility & team effectiveness in dynamic, knowledge-based industries. She is a Senior Lecturer at the Haas School of Business, University of California, Berkeley, where she has been on the faculty since 1986. She is the co-author of a major textbook (with Harold Leavitt) "Managerial Psychology: Managing Behavior in Organizations", published by the University of Chicago Press, and translated into many languages. Her latest book "Super-Flexibility for Knowledge Enterprises", published by Springer (second edition, 2009) focuses on practical approaches for organizing and leading knowledge workers in dynamic settings. Homa serves on several boards in Silicon Valley and Europe and is active in executive education and executive development in the US, Europe, and Asia. Click more to access the recording of the call.
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  5. Marga Biller

    January Member Call: Paradoxical Thinking with Wendy K. Smith

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    December 15, 2014
    Wendy Smith from the University of Delaware joined us on a conference call as we continue the exploration of the theme of Flexpertise   Wendy’s research focuses on strategic paradoxes – how leaders and senior teams effectively respond to contradictory agendas.  She has studied how organizations and their leaders simultaneously explore new possibilities while exploiting existing competencies, and how social enterprises simultaneously attend to social missions and financial goals. To listen to the call click on the following link: https://lila.webex.com/lila/ldr.php?RCID=6bf4ed0e4291666b22c8d0efd789247a    
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  6. Marga Biller

    Know What You Don’t Know : How Great Leaders Prevent Problems Before They Happen

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    Comment November 19, 2014
    Michael Roberto shared his finding that leaders at all levels must hone their skills as problem-finders to identify and correct problems and prevent catastrophe. Roberto identifies seven skills and capabilities necessary to become an effective problem-finder. To research this point, extensive interviews were conducted with roughly 150 managers of enterprises from private and public sector, often across different levels within the same company. Individuals were asked to describe how they tried to prevent failures from taking place. Roberto identifies seven skills and capabilities necessary to become an effective problem-finder. This reminded me of the work that Markus Baer presented describing the issues that experts face in problem formulation. He mentioned that expertise can make it difficult to make sense of things collectively and that expertise impacts collective sense-making. Therefore, he proposed that problem solving may be better thought of as problem formulation. Moving straight to problem solving can create problems; it often works better to focus more energy on formulating the problem. To read the summary of Michael Roberto book titled: Know What You Don’t Know : How Great Leaders Prevent Problems Before They Happen click the more button.
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  8. Marga Biller

    Unlearning in Action: Practice Without Helmets to Reduce Concussions

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    Comment November 17, 2014
    Concussions are a big problem for football teams. To address the problem, new regulations were issued regarding safe tackling. This presents a challenge for players who were taught to tackle using their helmet (head first). So how to help them unlearn this practice and learn a new technique that will lead to safer ways to tackle and reduce concussions? Enter Erik Swartz, a University of New Hampshire professor of kinesiology who studies movement. He suggests that getting to the root of the problem – technique may do the trick. Instead of clashing helmet-first, he suggests that the better approach is...
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  9. Marga Biller

    Genesis of GPS as Flexpertise

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    2 October 8, 2014
    "An environment that encouraged people to think broadly and generally about task problems and one in which inquisitive kids felt free to follow their curiosity." Equally important, it was an environment wherein kids with an initial success could turn to colleagues who were broadly expert in relevant tasks, because of the genius of the Laboratory Directorship, colleagues who were also knowledgable about hardware, weapons and weapons needs. Finally we agree that it probably couldn't have happened without Frank McClure and Dick Kershner. They were unique."
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  10. Michele Rigolizzo

    Transparency & Unlearning with Ethan Bernstein

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    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.
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