The Age of AgilityPub Date : 2021-04-21DOI: 10.1093/oso/9780190085353.003.0016
J. Leisten, J. Donohue
{"title":"Developing Learning Agile Leaders","authors":"J. Leisten, J. Donohue","doi":"10.1093/oso/9780190085353.003.0016","DOIUrl":"https://doi.org/10.1093/oso/9780190085353.003.0016","url":null,"abstract":"“Developing Learning Agile Leaders: What We Can Learn From the Top Companies for Leaders” describes the link between learning agile leaders and the organizational practices that support and drive this capability. The basis for the insights was derived from nearly 20 years of practitioner research demonstrating the tactics used by leading global organizations of the twenty-first century (Top Companies for Leaders). Furthermore, the chapter examines how the focus on critical aspects of learning agility (e.g., resilience, engaging leadership, and self-awareness) became a tipping point for creating talent programs and practices that nimbly address the changing corporate landscape. The chapter provides tangible examples of learning agility in action to assist practitioners and academicians in the pursuit of unlocking the power of leaders and their teams.","PeriodicalId":108723,"journal":{"name":"The Age of Agility","volume":"7 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-04-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129105914","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The Age of AgilityPub Date : 2021-04-21DOI: 10.1093/oso/9780190085353.003.0017
Laura Heaton
{"title":"Sense-Making in a VUCA World","authors":"Laura Heaton","doi":"10.1093/oso/9780190085353.003.0017","DOIUrl":"https://doi.org/10.1093/oso/9780190085353.003.0017","url":null,"abstract":"“Sense-Making in a VUCA World: Applying Vertical Development to Enhance Learning Agility” highlights lessons learned in applying vertical development to improve learning agility with leaders in the context of rapid growth and an increasingly complex marketplace. A case is presented for demonstrating the concept of vertical and horizontal development. The concept and theories of vertical development are reviewed and considered against current contextual challenges and the needs for increased learning agility. A general framework for building increased sense-making fitness is reviewed as guidance for a system of leadership development. Key practices for facilitating vertical development in leaders are introduced, and implications for practitioners are offered.","PeriodicalId":108723,"journal":{"name":"The Age of Agility","volume":"172 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-04-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116155936","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The Age of AgilityPub Date : 2021-04-21DOI: 10.1093/oso/9780190085353.003.0009
S. Adler, Rachel F. Neiman
{"title":"Seek and Ye Shall Learn","authors":"S. Adler, Rachel F. Neiman","doi":"10.1093/oso/9780190085353.003.0009","DOIUrl":"https://doi.org/10.1093/oso/9780190085353.003.0009","url":null,"abstract":"“Seek and Ye Shall Learn: Exploring the Multiple Links of Learning Agility and Feedback Seeking” describes multiple pathways through which learning agility and feedback relate. Every feedback event is seen as providing an opportunity for experienced-based learning to occur. The chapter reviews research demonstrating that those with strong learning agility are more likely to actively seek feedback—and in particular the most useful types of feedback—and are more likely to incorporate the lessons of the feedback received in order to improve their performance. It also suggests ways that organizations can leverage feedback to nurture stronger learning agility in their leaders. The chapter identifies areas for further research and implications for fostering a stronger feedback culture.","PeriodicalId":108723,"journal":{"name":"The Age of Agility","volume":"82 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-04-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121729789","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The Age of AgilityPub Date : 2021-04-21DOI: 10.1093/oso/9780190085353.003.0013
D. Peterson
{"title":"The DNA of VUCA","authors":"D. Peterson","doi":"10.1093/oso/9780190085353.003.0013","DOIUrl":"https://doi.org/10.1093/oso/9780190085353.003.0013","url":null,"abstract":"“The DNA of VUCA: A Framework for Building Learning Agility in an Accelerating World” presents a practical guide to building learning agility and resilience for leaders to thrive in the face of crisis, disruption, complexity, and exponential change. It decomposes the term VUCA into two elements—volatility and complexity (which are best understood and addressed rationally) and uncertainty and ambiguity (which typically generate strong emotional reactions such as fear, stress, and anxiety and are best addressed by communication, emotional support, and human connection). Preparing leaders to thrive in VUCA times requires that they increase their exposure to diverse, novel, and adverse experiences (DNA) so they build capabilities and comfort in making decisions and taking decisive action under conditions of uncertainty and risk and projecting confidence and clarity in leading people through times of doubt and distress. In addition, leaders need to build their capacity to reflect on their experiences to see meaningful patterns and make informed choices about the best course of action going forward.","PeriodicalId":108723,"journal":{"name":"The Age of Agility","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-04-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134036559","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The Age of AgilityPub Date : 2021-04-21DOI: 10.1093/oso/9780190085353.003.0014
Kim E. Ruyle, K. P. Meuse, Charles W. Hughley
{"title":"Becoming a Learning Agile Organization","authors":"Kim E. Ruyle, K. P. Meuse, Charles W. Hughley","doi":"10.1093/oso/9780190085353.003.0014","DOIUrl":"https://doi.org/10.1093/oso/9780190085353.003.0014","url":null,"abstract":"“Becoming a Learning Agile Organization” describes the most prevalent cultural attributes and talent management methods of learning agile organizations. Overall, it is shown that the same learning agile attributes on the individual level (e.g., quickly learning from experience; being strategically focused, willing to experiment and take risks; understanding one’s personal strengths and limitations; and being responsive to feedback) transcend to organizations that are highly learning agile. For example, leaders in learning agile organizations tend to be approachable and empathetic, and they promote a high degree of psychological safety that promotes experimentation and learning. Recommendations are provided to promote organizational learning agility by optimizing talent management practices, including talent differentiation, staffing, career management, talent development, and succession planning.","PeriodicalId":108723,"journal":{"name":"The Age of Agility","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-04-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117136149","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The Age of AgilityPub Date : 2021-04-21DOI: 10.1093/oso/9780190085353.003.0003
A. H. Church
{"title":"The Role of Learning Agility in Identifying and Developing Future Leaders","authors":"A. H. Church","doi":"10.1093/oso/9780190085353.003.0003","DOIUrl":"https://doi.org/10.1093/oso/9780190085353.003.0003","url":null,"abstract":"“The Role of Learning Agility in Identifying and Developing Future Leaders” focuses on the role that learning agility plays in helping organizations identify, assess, and develop high-potential leadership talent. After a brief summary of the empirical and applied literature on learning agility as it relates specifically to understanding leadership potential (based on the Leadership Potential BluePrint), the chapter shifts to a discussion of the practical applications of using the concept for assessment and development throughout the employee life cycle. Topics covered include the use of learning agility in selection systems, development programs, formal assessment processes, and internal senior management talent reviews (e.g., succession planning). The chapter concludes with a summary and suggestions for future practice and research.","PeriodicalId":108723,"journal":{"name":"The Age of Agility","volume":"122 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-04-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123970752","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The Age of AgilityPub Date : 2021-04-21DOI: 10.1093/oso/9780190085353.003.0018
R. McKenna, Emily Minaker
{"title":"Learning Agility and Whole Leader Development","authors":"R. McKenna, Emily Minaker","doi":"10.1093/oso/9780190085353.003.0018","DOIUrl":"https://doi.org/10.1093/oso/9780190085353.003.0018","url":null,"abstract":"“Learning Agility and Whole Leader Development” considers learning agility as one variable in the context of many others impacting the experience of a leader and focuses on a leader’s unique motivation to learn that plays a fundamental role in the leader’s capacity to learn well. To that end, the chapter explores unique inspirations to learn and to grow, for the leader and those in their influence. The two-fold point is that learning agility is both generalizable and necessarily customizable to a person, and that leaders must continually ask themselves the question, Learning agility for the sake of what or whom? The hope is that as leaders step to the edge of the most transformational and difficult experiences ahead of them, they will see pathways to their unique inspirations to learn and, possibly more important, the impact of their learning on others.","PeriodicalId":108723,"journal":{"name":"The Age of Agility","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-04-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122655415","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The Age of AgilityPub Date : 2021-04-21DOI: 10.1093/oso/9780190085353.003.0008
C. Mccauley, Paul R. Yost
{"title":"Stepping to the Edge of One’s Comfort Zone","authors":"C. Mccauley, Paul R. Yost","doi":"10.1093/oso/9780190085353.003.0008","DOIUrl":"https://doi.org/10.1093/oso/9780190085353.003.0008","url":null,"abstract":"“Stepping to the Edge of One’s Comfort Zone” focuses on the role that learning from stretch experiences plays in the development of leaders. The chapter highlights how organizations can encourage and support leaders to regularly learn at the edge of their comfort zone by making stretch experiences more visible and valued, getting leaders into the right stretch experiences, and equipping them for continuous learning. Theory and research that support an understanding of learning agility as an antecedent, moderator, and outcome of stretch experiences are summarized. The chapter features and illustrates talent management and leadership development practices that encourage learning agility as well as everyday learning practices that all employees can adopt.","PeriodicalId":108723,"journal":{"name":"The Age of Agility","volume":"81 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-04-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131920663","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The Age of AgilityPub Date : 2021-04-21DOI: 10.1093/oso/9780190085353.003.0015
Lorraine Stomski, Kelly E Jensen
{"title":"Building Learning Agility Through Psychological Safety","authors":"Lorraine Stomski, Kelly E Jensen","doi":"10.1093/oso/9780190085353.003.0015","DOIUrl":"https://doi.org/10.1093/oso/9780190085353.003.0015","url":null,"abstract":"“Building Learning Agility through Psychological Safety” examines psychological safety, a shared belief held by members of a team that it is safe for interpersonal risk-taking and its positive impact on learning agility. This chapter postulates that learning agility is enabled and accelerated by a culture of risk-taking, openness, and experimentation. The chapter also discusses the role of the leader in activating and accelerating team learning. Beyond the intrinsic motivations and learning skills an individual embodies, there is an important role a leader plays in creating the team environment and culture where employees feel empowered to learn by taking risks and trying new skills, practicing, failing fast, reflecting, and learning. By creating a psychologically safe environment, the leader creates the conditions necessary for building and nurturing learning agility.","PeriodicalId":108723,"journal":{"name":"The Age of Agility","volume":"179 6","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-04-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114017963","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The Age of AgilityPub Date : 2021-04-21DOI: 10.1093/oso/9780190085353.003.0007
R. A. Lee
{"title":"Cultivating Learning Agility Through Mindfulness","authors":"R. A. Lee","doi":"10.1093/oso/9780190085353.003.0007","DOIUrl":"https://doi.org/10.1093/oso/9780190085353.003.0007","url":null,"abstract":"“Cultivating Learning Agility Through Mindfulness Training: A Framework and Recommendations” reviews the research related to the role of mindfulness in enhancing learning agility and presents a model to guide future research and applications. It begins by presenting a definition of mindfulness as characterized by three qualities: a focus on present moment experience, an attitude of receptiveness and curiosity, and an emergent capacity for metacognition. It then outlines a process model for learning agility; the model consists of five factors: mindset, awareness, action, integration, and application. This model is then used as a framework to summarize the research linking mindfulness and learning agility. Finally, recommendations are presented for implementing mindfulness training to enhance learning agility.","PeriodicalId":108723,"journal":{"name":"The Age of Agility","volume":"2010 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-04-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132963203","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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