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

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  2. Marga Biller

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    Comment November 4, 2019
    Research suggests that work-relevant learning occurs largely on the job. However, in many situations workers do not learn nearly as much as they might. The "three stances" model helps to explain why. The stances model suggests ways to counter this tendency and enhance learning from work.
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  3. Marga Biller

    2019-2020 LILA Ecologies of Learning in a Transforming World

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    Comment August 2, 2019
    Learning ecologies offers a perspective on how organizations can develop new capabilities, organize work, and manage careers in order to take advantage of the new world order. The idea of a learning ecology recognizes that learning is unfolding all the time in complex ways, through peer relationships, networks, informal coaching, the way people interact in person and virtually, etc. which can be learning-synergistic or not. What people are learning includes not only particular skills and understandings that formal learning might target, but also the "hidden curriculum" – how to informally pick up on the patterns of survival and thriving within the organization.
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  5. Marga Biller

    Becoming Collectively Mindful

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    Comment April 16, 2019
    When struggling to gain collective mindfulness in your organization, it could be useful to examine the role of collective identity in supporting or undermining collective mindfulness. You may find that, even though a clear purpose and goal have been set forth, there are still pockets of the organization that are not moving forward in a collective way. Is it due to a weak collective identity, or maybe to a strong collective identity that overrides collective mindfulness?
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  6. How can organizations prevent burnout?

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    Comment April 10, 2019
    In high reliability environments, employees are being pushed beyond their limits. People become emotionally exhausted when they are asked to pay more attention, look for new signals, and looking for discrepant and rare events. Tim Vogus noted that organizations that engage in high reliability have higher levels of emotional exhaustion. He found that organizations that establish compassion practices prevent burnout and increase high reliability.
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  8. Using the past to create the future with Davide Ravasi

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    February 6, 2019
    How do organizations use their history to understand and reform identity to support transformation?   Radical change can often be destructive so it is interesting to note how organizations look back to their history to create continuity in org identity while changing. Davide’s more recent research identifies the variety of historical mechanisms that organizations use to shape identity. One way is using collective memory – the shared memories of communities that get passed down, the rituals of remembrance, and symbolic objects and places to embody collective memory. For example, corporate museums are places that give quite a bit of evidence of...
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  9. Who are we as an organization and how did we get there?

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    Comment February 5, 2019
    f organizational identity is a self-reflective relatively mindful answer to the question of who we are as a organization, were does this come from? Davide Ravassi's work into organizational identity has examined various aspects of an org such as the emotional conceptualization, what is central and distinctive, deeply held beliefs, and claims and narratives that are reflective in the commitments. Interestingly, he has found that identity is revealed through conflict – when resources are scarce, when there is urgency, when there is some event that causes disruption. Also, foundational traits are acquired at the beginning of the organization: they are early imprints.
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  10. Who are we? Organizational Identity content and its effect on members’ identification.

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    February 5, 2019
    Shelley Brickson – University of Illinois-Chicago   Shelley shared her work on organizational identity, which is a member shared understanding of what is central to an organizational character, distinct and relatively enduring about the organization. These can be “what we do” and/or “who we are.” The latter is more character-based and describes commitments, values, etc.   How does identity shape patterns of behavior? This is a driving question of her research.   First we should understand, “who is the organization?” This involves identity orientation. I key idea is that people have different senses of self: individualistic, relational, and collectivist.   Shelley’s work...
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Harvard Graduate School of Education