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

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  1. Marga Biller

    Team Feedback February 2020

    What went well Liked the conversation cafe in the morning Victoria’s content was very well received A lot of attention to detail by master’s students Morning sharing was very thoughtful Lots of energy at the end of the day “Green talk” Asking two members to share how they used the ideas from LILA during intro Consider changing Prompt them just to give one insight one action from conversation cafe How to bring in brief and learning ecology’s into the conversation Asking people to move before desert at dinner to give people chance to talk to others. Day 2 What went...
  2. Marga Biller

    Can we measure collective intelligence in teams?

    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?
  3. Marga Biller

    What do the members in your organization actively do to pick up weak cues signaling threat and/or opportunity?

    During the December 2018 LILA member call, Professor Claus Rerup provided some insights into these questions. His research focuses on what he identifies as attentional triangulation – how a group of people (e.g., teams and organizations) avoid missing cues about threat or opportunity. Paying attention to the right kinds of cues is likely a mechanism toward achieving this year’s theme of collective mindfulness. When teams and organizations do not act in collectively mindful ways and are on autopilot, it is likely at least in part through lack of attentional triangulation.
  4. Marga Biller

    Register now for the 12th Annual LILA Summit

    REGISTER FOR THE 12th ANNUAL LILA SUMMIT Wendy Smith (Learner School of Business) and Marina Gorbis (Institute for the Future) will be the keynote speakers at the 12th annual LILA Summit focused on Emergence in Organizations: Shaping the Future as it Unfolds. Wendy Smith will share some of her recent research about how leaders engage others in complex, paradoxical ideas through storytelling. She will explore why stories convey complex, paradoxical ideas like the notion of emergence and how to best tell stories. For the past five years, Marina Gorbis has been studying how a combination of technologies is transforming organizations and work. In her talk, she will share some of her most recent findings on the transformations in the world of work and new forms of value creation, as well as their implications for workers, managers, organizational leaders, and policymakers. In addition to the two keynote speakers, the Summit will feature small group conversations led by past faculty who will share their current research on topics related to the theme.
  5. Marga Biller

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

    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.
  6. Marga Biller

    October 2017 -Unlearning for Emergence in Organizations: Faculty

    Donald MacLean (University of Glasgow) and Benyamin Lichtenstein will be the two Guest Faculty members at the October 2017 LILA gathering focused on Unlearning for Emergence in Organizations. During this gathering we will explore questions such as: We will address such questions as: 1. What is emergence and how does it differ from other forms of change? 2. What shifts in knowledge and mindset are needed to understand emergence as a viable and valuable part of the organizational change process? 3. What are the practices and protocols that enable the organization and its members to sense, learn, and recombine to adapt to signals surfacing in the extended ecosystem, the organization, and its surroundings? 4. What types of leadership and organizational practices are necessary for engaging with emergence in ways that harness the adaptive potential at the core of this dynamic while honoring deeper shared purposes and intentions at the core of organizational missions? 5. What challenges do leaders and others face as they engage emergence with the intent of shaping a more adaptive future?

Harvard Graduate School of Education