What Have We Learned?
What Are Our Questions?
1. What are the key learnings for today?
2. What questions remain as a result of today's dialogue?
3. What are the themes that you have come up with?
Example: Ricardo in Brazil at Semco. Most of us work
in hierarchies. Charles and the Pizza Pie -- groups
relating to each other. Circles is an important way
to describe a group. Concentric circles with
If I were a fern (ala Wheatley), I would hold on very
very tight to being a fern.
Stewardship: Accountability and Responsibility
Web approach; we are stuck in the exercise of it.
Too many people in a decision; no longer a clear
leader;first mong equals.We have not chosen strong
leaders or we haven't trained them or we haven't
explained their roles
Implementation Issues: Practical issues in the room
today; Praxis -- how do we go out and do this? How do
we put this into practice?
Language: Let's make a deal that we will use nickel
words instead of dollar words and not try to impress
each other with our language and our capital.
Case Studies: we want to hear stories and examples
from the participants who have applied these ideas
and learned from their mistakes and successes
Agenda: We have three days -- are we just going to
fill it or do we have a purpose and an expectation of
what we are going to accomplish?
- Leadership is key
- Semantics and metaphors are impeding our
- Relationships and trust are critical for
- Definition of terms is critical for the
conversation to take place and be productive
- Opened up new horizons of learning "new
kinds of capital"
- Valuation should be a separate topic of
- How to transfer this new language into
practice and the organization understands and
buys into the concepts?
- How do you tap the "whole"
knowledge potential in the available capital
- How do you get a process to affect this
transformation - process, tools, cultural
- Customer intimacy and walking the talk
- Measurement context
Language is an obstacle to understanding ie the
questions and themes in this exercise!!!!
- How do you create catalysts for the knowledge
- The effectivness of the knowledge turns model if
- Unleashing internal motivation
- How do we go after the percent of capabilities
that are not currently being utilized
- Capabilities + Trust = Knowledge
- Is "the knowledge era" the right term?
- I feel we are in the "value era"
knowledge is purely the vehicle. value is not
intrinsic to knowledge in traditional terms and
in human history. the end game that most people
understand is "value". in everything we
do this is the driving force.
- Are we neglecting emotional capital. The human
- Leadership as core concern
- Measurement as an issue is a downer; lost the
- Contrariness during the measurement discussion
showed an unwillingness to listen; devaluing
without facilitator or self-monitoring to get the
"whole" p icture first.
- need more 360 degree listening
- clearly, one person can make a difference;
structure probbly less important than what
individuals DO.....locus of control MUST be
- INTEREST: HOW TO CREATE
ALSO WALK THE TALK.
- QUESTION: how to build and sustain trust in an
- Q: How to be aware if the culture, and then what
are the transformational steps to begin the
- CONSIDER THE BURNING PLATFORM!!
- How does a company identify or select the values
it needs to fulfill its stated purpose?
- How are personal and corporate values aligned?
- Focusing on measurement may be a trap that
inhibits the acknowledgement and valuing of
- We have some concern about the terminology:
capital implies a store of accumulated wealth
which seems inconsistent with the 'capability'
definitions given for these components.
- Today we fell into the trap of head learning
while discussing a topic that is both head and
- Does a model (any model] impose a mechanistic,
machine-like, static pattern on something that
should be seen as more organic.
- Trust from the top, even without any other
structural change, would be one of the most
important ways to transform an organization.
- How trusting or distrustful we are may be
conditioned by environmental and life experiences
that have affected us very deeply and over which
we may have little control -- and we'll carry
those attributes into any organization we join --
so how do we change trust within an organization
given these environmental factors?
- Some of us worry about the connotations of
'manage' to imply command and control, which may
be inimical to nurturing tacit knowledge (though
it may be OK for explicit knowledge); maybe
leading/mentoring/coaching ought to be words that
- Definitions of knowlege capital terms and
- Value is created by the interaction between the 3
components of intellectual capital. Improvements
to the system can be made by examining the
relationships between these 3 components and the
- Gain insight into the value that I'm creating and
how I'm setting priorities in my life to achieve
- Learned the enduring effect of the Industrial
Model into our curent reality.
- What is the role of our need for control in
blinding us to participating in more trust based,
self-organizing work organizations.
- Are these the only categories to the model. Are
we leaving any out? The model appears somewhat
arbitary. Example: Are we just appending the word
"capital" at the end of each component.
- Describe life in the knowledge era for an
"average worker." Is this era going to
be transparent to some levels of the
- How does the knowledge era relate to William
Bridges model of a jobless society?
- Technology has the potential both to free workers
as well as to disenfranchise or control them. How
can we shape a positive relationship here?
Missing in action!
- How do we get the CEOs and the rest of the
corporate hierarchy to walk the walk and not just
talk the talk?