Group learning is superior to individual, isolated learning. Most of us went through school using the individual, competitive and concept-based learning model. There are many reasons to believe that collaborative and practice-based learning will be the next learning model for production, innovation and conflict-prevention in the 21st century:
- Group learning lies in the indigo quadrant (see lower left cell in the diagram below that clusters KM tools) and major world problems (e.g. global financial crisis and many on-going military conflicts) stem from our lack of knowledge in this quadrant. Read more about this in the blog post “Emerging Indigo Practices.” “Indigo quadrant” is the lower-left or tacit-group quadrant in the expanded KM model described in the blog post “Q27- Combining Megatrends #1 and #2: the Next Societal Innovations” and applied in many subsequent posts.
- For effective group learning, group members need to learn how to value and nurture mutual trust. Trust is an indigo quality that is the fundamental value driver behind all forms of relationship capital. Trust underlies the worst fears and threats to our planetary society. Read more about this in blog post “A Value Driver behind Relationship Capital.”
- Two long-term global megatrends converge towards the indigo quadrant. This means that major societal innovations are expected to emerge from the indigo quadrant (see “Q27- Combining Megatrends #1 and #2: the Next Societal Innovations”). Such innovations must steer clearly away from value-destruction and towards value-creation (see “Q25- Robin Hood versus the Sheriff of Nottingham” and “Value-Creating and Value-Destroying Social Innovations”)
- Because corporate production is basically a group process, then it follows that corporate learning and knowledge conversion/transfer processes must be managed from a group perspective. Many organizational learning and intra-organizational knowledge conversion/transfer tools are available for this purpose (see “Knowledge pathways in a learning organization” and “Appreciating Nonaka’s SECI model”). However, the tools for group learning in the context of a network of equals or parties with different interests are few and less developed. The latter tools are needed for conflict-prevention and similar political processes.
- Social networks have become very popular. They serve needs for socialization, business and professional purposes, advocacy and sometimes for group learning and group innovation.
This L Series will deal with tools and practices for group learning within a network of equals. We could label this as horizontal or network learning, but I chose the label “indigo learning practices” to emphasize the long-term importance of indigo processes and to remind us that group learning stems from solid personal learning practices. In turn, better personal learning arises from a foundation of mastery of Power of the Third Kind.
Below will be our tentative list of blog topics. If you believe that a topic should be included, please contribute a comment (click the “Comment” link below). Blog topics that had been posted appear as links (colored text) below; while pressing “Ctrl” click on the link to read the blog you want in a new browser tab.
1. Setting a Personal Learning Mode
L11 Will to self-improve
– Can we manage knowledge? (a practice in listening)
– Listening (and building cross-cultural relationship capital)
L13 Learning how to learn
– The reflective knowledge worker
– Personal learning history
– Ask high-value questions
– The art of interviewing
L15 Double-loop learning
– A tool for learning to unlearn: internal “5 why’s”
L16 Concepts can block learning
– Your judgment can block your learning
– Memories (or past experiences) can block (or unblock) learning
– External attention can block your learning
L21- On Michael Jackson, or our mental models of people we know
– How we form judgments of other people: female circumcision, lying, the jury system and the scientists’ “sacred p<.05"
– When judgment closes the door to productive communication
L22 200% listening
– Internal listening and anger management
– Listening where mental models of people conflict
– Listening to life
L23 What is your communication intent?
– Tools for conscious shifting of communication ends and means
– Personal intangible assets and intentions
– Communication intents behind Indigo Practices
L24 Announce your communication boundaries
– Another communication boundary: how far can you self-disclose?
– When your communication boundaries are breached
L25 12 types of learning, part 2
L26 Bohm’s dream: a revolution in how we communicate
– John Lennon’s dream: a world free of mental boxes and mental fences
– The dream of Pierre Teilhard de Chardin: humankind’s discovery of the “second fire”
3. Setting a Common Space of Mutual Trust
L31 Transparency in intentions
L32 A free and open space for sensing each other’s meanings
L33 Sensing one another’s internal drivers
L35 Building energy from appreciative sensing
L36 Sharing your most fulfilling moments
L37 Process partnering
4. Together We See the Whole
L41 Story listening: seeing how she sees
L42 Seeing how we see
L43 Seeing the forest, not just the trees
L44 Connecting the cosmic dots: three “Big Bangs”
L45 Problem-finding then problem-solving
L46 Sensing the emergent
L47 Indigo governance: consensual discernment
5. Co-Creating Shared Realities
L51 “Big Bang #4”?: conscious co-evolution
L52 From win-win to build-build
L53 Senge’s “presencing”
L54 Isaac’s “generative dialogue”
L57 Bridging leadership
Below is a tentative (and still evolving) mind map of how the above topics are organized.
(Note that there are embedded links in this blog post. They show up as colored text. While pressing “Ctrl” click on any link to create a new tab to reach the websites pointed to.)
Tags: appreciative inquiry, bridging leadership, co-creation, co-ownership, dialogue, divergent thinking, double-loop learning, generative dialogue, group learning, indigo practices, indigo quadrant, innovation, knowledge management, learning, organizational learning, problem finding, sensing the emergent, social networks, team learning, trust