Learning organizations 2.0: 10 tips for success CORD 2017
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Learning organizations 2.0: 10 tips for success CORD 2017
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Learning organizations 2.0: 10 tips for success CORD 2017
- 1. Learning organizations 2.0 10 tips for success Felix Ankel @felixankel
- 3. 1. You have a responsibility to the program not for the program “A vision not shared is a hallucination”
- 4. 2. Move the big rocks
- 5. 3. Involve others as early as possible If you want to go fast, go alone, if you want to go far, go together”-African proverb
- 6. 4. Be trustworthy, not just factual “Trust is like the air we breathe. When it’s present, nobody really notices. But when it’s absent, everyone notices” – Warren Buffet
- 7. 5. Build your communication network
- 8. 6. Build your personal learning network
- 9. 7. Be clear with your values
- 10. 8. Increase the density of connections
- 11. 9. Bend, don’t break Illusion of central position
- 12. 10. Be a moon
Notes de l'éditeur
- I wanted to thank CORD for inviting me. What a conference!! We have been working together for the last couple of years to bring a systems approach to health professions education and it has been the most incredible ride. I wanted to share a few things I have learned along the way
- So what is the goal of todays session. It is to have a conversation about personal learning networks and see how this may help you move your educational programs forward from a systems point a view I want to start with a non-sequetor in a sense that gives a little overview of today. So I listen to MPR in the car and recently there has been a lot of discussion about an artificial intelligence spring. Which makes we think when was there an AI winter? The AI winter was in the 1980s when many AI companies when bankrupt. Two brothers, the Dreyfuss brothers, predicted this AI bubble, because there are certain human traits that computers could not perform Humans could manage complexity, manage context and be autonomous. The dreyfus brothers were also behind the competency based health professional education movement Just like individuals can move from novice, to beginner, to competent, to proficient, to expert, I think educational programs can be novice or beginner, or competent, or proficient, or expert The goal today is to have you reflect on your own personal learning network and use 10 disciplines in the domains of complexity, context, and autonomy to help create expert educational programs
- Lets start with complexity. This is my first tip. You have a responsibility to the program, not for the program. When I first started, I would take every challenge personally, a resident not showing up on time, faculty not filling out their evaluations, budget cuts. I lost sleep, had difficulty with boundaries, and became angry. I finally realized that I had a responsibility to the program: E.g. be honest, kind, hard working, do what’s best for patients, be resident centered, align authority with accountability and responsibilities with resources. I also recognized the importance of a shared vision. A vision not shared is a hallucination and spent a lot of my energy building a shared vision, with the rest of the department, with the hospital, and with the medical school If things are not going well, ask yourself Did I spend enough time envisioning bold and creative possibilities Did I spend enough time enlisting others in a vision that is shared
- My second lesson was to let go. I wanted to be the hardest working person and not impose on people. I was so excited about where we were headed that that I offered advice and comments on every part of the residency program. It was only after a few years that I realized that people did not want unsolicited advice, they wanted encouragement Are you trying to add value to every conversation or do you let others maximize their contribution? Are you making a point or making a difference? Are you maximizing a position or elevating a conversation?
- Change is as much about letting go of assumptions as it is creating new alternatives Must have an open mind, open heart, and open will to let go of assumptions as truths #meded is a service rather than a product, services are best co-designed, if it is produced sometimes people feel like their only options are to agree or to be disagreeable This is about moving from the transaction to the relationship, this is an example of our listening sessions
- How many of you deliberately build a trust network. Factual is mentioning the facts, being trustworthy, is sharing the facts in the context that the receiver desires not a strategic context,. The best way to get trust, be vulnerable Focus on context before focusing on the facts, so much mistrust is based on facts in strategic context Be courageous, Be trusting, Be trustworthy, Be deliberate, Be vulnerable
- How many of you have a communication platform for your educational programs?? Michael Hyatt book is a great book to look at a communications platform. He talks about homebases, embassies, and outpost How many of you spend a significant time in meetings and emails. This is bone conduction, slow and efficient. One thing to consider is to use nerve conduction. Nerve conduction is usually insulated and non-linear. Many groups now use Slack with their teams where communication is asyncrhonous and topic specific rather than linear and people specific. We have found that meetings sometimes focus on power and hierarchy. We have complemented meetings with other groups such as mastermind groups, incubators, and book clubs Think about your communication platform and delivery system
- Humans are hard-wired to learn and to network. (Geek warning, this is influenced by our mirror cells and eusocial traits). Many leaders network with people in their fields. The most successful leaders cultivate weak links at the periphery of their networks. Weak links (or weak ties) are individuals who span multiple networks or disciplines. Mark Granovetter first published “the strength of weak ties“ in 1973, long before Facebook, LinkedIn, and Researchgate existed. It is now one of the most often cited articles in the social sciences. Cultivating weak links outside of one’s traditional professional network allows for insight
- Values of HealthPartners are excellence and integrity and excellence and partnership and compassion, finance and measurement are support functions, not core values, in the absence of core values, sometimes support functions become core values I recommend you articulate three to four core values for your program, and incorporate those in your communication platform
- How many of you have ever worked in a dyad model. I had the privilege to work in a dyad model with Jen Auguston. In this model we were able to increase the density of connections and ultimately able to make better decisions quicker. Particularly with Anchoring and confirmation bias Also allowed me to move up the Move up the Senn Delaney ladder
- Our programs are hard wired for perfection, We are often beholden to accreditations that focus on process and outcome measures. This leads us to this illusion of central position that our educational programs are central in our environment. Here is a typical example Activating; pull IM resident off EM service Belief: residency does not value EM Consequence: hostility to IM PD Dispute: challenge initial belief and come up with alternative belief e.g. resident pulled from EM for other reason One example is ABCD of Robert Ellis (rational emotive behavioral therapy), my recommendation is to maximize your cognitive bending practice. The most successful educators are not the most knowledgeable ones, it is the most adaptable one. Deep listening If you do not have a position in a conversation, you have not been doing your homework, if you did not change your position, you were not listening
- There are sun, moons, and black holes. Suns radiate energy, moons reflect energy, and black holes suck the energy out of you. The best leaders of educational programs incorporate individual and systematic reflective practice. What king of relfective practice are you involved in, what kind of strategic and annual planning? As an example, we did open source strategic planning for our residency every year, invited our competitors and put it on the web
- I hope you were able to reflect on your pln and where able to add o few people to reach to. I would also urge you to think about how you can be part of other peoples PLN. Thank you
- What will happen in the future, it is already happening We are hard wired to hang in tribes, groups of around 30 people with a shared purpose. What is interesting in health care, is that there are formal and informal tribes. The formal tribe is often based on the org chart and is hierarchical, the informal tribe is often based on networks and is best on common interest. Most real work is done in 3 networks. A trust network, a learning network, and a communication network. How many of you have deliberately cultivated a trust network?? Trust is the lubricant of networks. If you have trust, anything is possible, if you don’t have trust, nothing is possible. Warren Buffet once said. Trust is like the air we breathe, when it is present, nobody notices it, when it is absent, that is all one notices. There is a difference between being factual and trustworthy. Factual is the facts. Trustworthy is the facts presented in the context that the receiver would like to receive them rather than the facts sent from a strategic manner from the sender. A few tips in being trustworthy. Be trusting, be vulnerable. How many of you have a personal learning network and a personal development plan. My recommendation is to write down who you learn most from, identify where you want to go, and identify people you can learn from. Look for week links these are people at the periphery of networks that span multiple networks. The third network is the communication platform. How many of you have a communications platform?? Michael Hyatt wrote a great book about communications platforms and described thee parts. A home base where your information is eg a CV, a blog, a portfolio….the second is embassies on how people can access your home page many use twitter, email links etc…. The third are outposts or analytics to help you learn who is interacting with your communication platform and what you can learn. That is the skin of learning
- What will happen in the future? I think learning will happen more systematically. Organizations are going to look beyond the head and the heart and look at the skeleton and the skin to create learning organizations 2.0. This is an article in Jama about children’s hospital in Cincinnati and how they are incorporating feedback loops in everything they do. I don’t know if you know Raina Merchant, and ED doc in Philly on looking at the volume of data on Yelp. To the left is what our Health plan is doing to get feedback in the pursuit of the triple aim. I would challenge you to look at your own learning system 2.0. I would tell you that most of my learning is from curating, communities of practice, and creation of value. I learn most through mastermind group and incubators. They are both essentially peer mentoring and differ in size. To the right are all the incubators I am part of, most of my learning is on my Iphone. My communication platform is Linked in and twitter. Linkednin is my homebase where I have my bio, my blogposts, links to my publications (and analytics on who is looking at my profile and what feedback they have). My embassy is twitter where I follow curators, archive links to great articles and conversations. I also get analytics on my posts and get a sense on what is hot in medical education by the number of impressions I get. My hope is that we have provoked a conversation about systems thinking in edcuation, Thank you