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

Looking for content and documents from our Gatherings? Login

  1. Marga Biller

    Becoming Collectively Mindful

    by
    Comment
    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?
  2. How can organizations prevent burnout?

    by
    Comment
    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.
  3. Using the past to create the future with Davide Ravasi

    by
    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...
  4. Who are we as an organization and how did we get there?

    by
    Comment
    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.
  5. Who are we? Organizational Identity content and its effect on members’ identification.

    by
    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...
  6. Marga Biller

    Can we measure collective intelligence in teams?

    by
    Comment
    Until recently, organizations thought that if they wanted to create “smart” teams, they just had to hire smart individuals and put them together. But researchers have discovered that is not the case. Other explanatory factors account for the performance of teams more than simply the combined intelligence of individual team members. Anita Woolley has specifically focused on examining if there is an underlying collective intelligence (CI) that lets some teams perform better than others and, if so, can we measure it, use it to predict team future performance, and reliably create it?
  7. Towards Collective Mindfulness – Michael Pirson

    by
    Comment
    The world is full on complex problems, ranging from global warming to economic disparities, to ongoing ethnic conflicts. Michael reminded us that mindfulness approaches involve contemplative action, restoring harmony, and questioning status quo. Mindlessness approaches are easier and involves apathy and actionism, questioning harmony and resorting status quo.
  8. Marga Biller

    September 2018 Member Call: Connecting to Challenges and Initiatives

    by
    Comment
    This is the summary of the first LILA member call for 2018-2019 focused on Collective Mindfulness. Shaping the Human Systems in Organizations: How do a group of people act as a collective and in a mindful way? As the members shared about their companies and the challenges they face, several themes arose around this year’s theme of Collective Mindfulness: Shaping the Human Systems in Organizations. Shaping the Human Systems in Organizations: How do a group of people act as a collective and in a mindful way? As the members shared about their companies and the challenges they face, several themes arose around this year’s theme of collective mindfulness.

Harvard Graduate School of Education