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

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  1. Marga Biller

    January 2018 Member Call – Self-managing organizations: Exploring the limits of less-hierarchical organizing

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    January 5, 2018
    Fascination with organizations that eschew the conventional managerial hierarchy and instead radically decentralize authority has been longstanding, albeit at the margins of scholarly and practitioner attention. Recently, however, organizational experiments in radical decentralization have gained mainstream consideration, giving rise to a need for new theory and new research.
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  2. Marga Biller

    Authority or Community ? Two models of leadership emergence.

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    Comment December 6, 2017
    Ned Wellman, Assistant Professor at Arizona State University will share his research on the role of cognitive relational models in leadership emergence. Although emergent leadership is an essential tool for organizations seeking to meet the demands of challenging, dynamic environments, facilitating such leadership poses real challenges. He will explain why and how organizations might leverage relational models to encourage desired patterns of leadership. I
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  3. Sue Borchardt

    October 2017 Animation: Unlearning for Emergence

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    1 November 21, 2017
    Sometimes it seems like it would be easier to start from scratch than to achieve wide-scale change in an organization. This might explain, in part, why restructuring is so common. The science of complexity offers insights into why this rarely results in lasting change. Emergence, the arising of ordered systems – both natural and human – can be viewed from many angles within complexity science.
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  4. “Experiencing emergence, emerging experience” – Donald MacLean

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    October 25, 2017
    Every emergent system, whether it be musical improv or dance, has a discipline. The discipline is critically important, it defines the process of how we craft our plan for interaction, the reality of the activity, how we experiment, and then how we make sense of that experimentation. We felt this in our opening activity! Along the we each person receives feedback. Negative feedback is information that drives a system back to a predetermined state. Positive feedback drives a system forward, away from predetermined states. In many ways this is how we manage the emergence.
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  7. Marga Biller

    LILA Member Connections: September 2017 Member call

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    1 September 22, 2017
    During the first LILA community wide conversation of this year's cycle, LILA members identified connection between their organizational challenges, the initiatives they are leading and those of other LILA members. Additionally, ideas began to emerge regarding how the theme of Emergence in Organizations might inform the way forward on these challenges.
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  8. Marga Biller

    A Perspective on Adaptive Cultures by Dr. Byron Ernest

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    Comment June 10, 2017
    I began a new journey of learning today and let me just say it was awesome. Today I became part of the Learning Innovations Laboratory (LILA) at the Harvard Graduate School of Education. I have been watching and admiring the work of this group that is a consortium of leading researchers and practitioners in the field of organizational learning and change. To be asked to be part of such a distinguished group in very exciting. I certainly admire the mission of this project of: Bringing together the leaders of organizational learning to develop a greater understanding of the field’s current...
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  9. Sue Borchardt

    LILA Summit 2017 Animation: Adaptive Culture

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    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.
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Harvard Graduate School of Education