Learn or Die: Using Science to Build a Leading-Edge Learning Organization

250 Pages·2014·1.84 MB·English

by  Edward D. Hess

LEARN OR DIE
LEARN OR DIE
Using Science to Build a Leading-Edge Learning
Organization
EDWARD D. HESS

Columbia Business School
Publishing
Columbia University Press
Publishers Since 1893
New York Chichester, West Sussex cup.columbia.edu
Copyright © 2014 Itzy
E-ISBN 978-0-231-53827-5
Library of Congress Cataloging-in-Publication Data Hess, Edward D.
Learn or die : using science to build a leading-edge learning organization / Edward D. Hess.
pages cm
Includes bibliographical references and index.
ISBN 978-0-231-17024-6 (cloth : alk. paper) — ISBN 978-0-231-53827-5 (ebook) 1. Organizational
learning. 2. Organizational effectiveness. I. Title.
HD58.82.H365 2013
658.3'124—dc23
2014013370
A Columbia University Press E-book.
CUP would be pleased to hear about your reading experience with this e-book at [email protected].
Cover design: Noah Arlow
Cover image: © Getty Images
References to websites (URLs) were accurate at the time of writing. Neither the author nor Columbia
University Press is responsible for URLs that may have expired or changed since the manuscript was
prepared.
To Dr. Lyle E. Bourne, Jr. for elevating my passion for cognitive
psychology and for thirty-four years of mentorship, caring friendship,
and being an inspiring role model.
CONTENTS
Acknowledgments
PART I: THE SCIENCE OF LEARNING
1
Learn or Die: Building a High-Performance Learning Organization
2
Learning: How Our Mind Works
3
Emotions: The Myth of Rationality
4
Learning: The Right People
5
Creating a Learning Environment
6
Learning Conversations
7
Critical Thinking Tools
8
A Conversation with Dr. Gary Klein
PART II: BUILDING A LEARNING ORGANIZATION
9
Bridgewater Associates, LP: Building a Learning “Machine”
10
Intuit, Inc.: “It’s Time to Bury Caesar”
11
United Parcel Services, Inc.: Being “Constructively Dissatisfied”
Epilogue
Notes
Bibliography
Index
ACKNOWLEDGMENTS
No one publishes a book without lots of help along the way. Let me give thanks.
First, to my parents, Jack and Anita Hess, who gave me the gift of self-
efficacy and a love of learning that defined my life.
To my wife, Katherine, who lovingly and unselfishly has always
encouraged me to “go for it” even when my doing so disrupted her life.
To my mentors—Coach Charlie Grisham; Professors Charlie Davison, Lyle
Bourne, Jr., and Robert Drazin; Judge Harry Michael, Jr.; and Jack McGovern,
Peter Norton, Ira Wender, David Bonderman, Tom Aiello, Dick Waite, and Dr.
M. O’Neil—for expanding my horizons.
To Dean Tom Robertson and Professors Al Hartgraves, Robert Drazin, L.G.
Thomas, and Robert Kazanjian of the Goizueta Business School for giving me
the opportunity to enter academia and for supporting my research and writing.
To Jimmy Blanchard, Gardiner Garrard III, Bill Turner, Tom Cousins, and
Billy Wren for supporting our Values-Based Leadership Institute at Goizueta
Business School.
To Kim Cameron of the Ross School of Business at the University of
Michigan whose scholarship and friendship has had an immeasurable positive
influence on me.
To Dean Bob Bruner, Jim Freeland, Jeanne Liedtka, and Sean Carr for
giving me the opportunity to be part of the Darden Business School at the
University of Virginia and to the Batten Institute for funding my research
activities for over seven years. To the collegial Darden Faculty who have made
me feel at home.
To my research associate, Katherine Ludwig, whose professionalism, high
standards, intellectual integrity, research skills, and growth mindset have
contributed immensely to this book, making it a great learning experience.
To Myles C. Thompson, publisher at Columbia Business School Publishing
and Economics, for his belief in this work and in me.
To Bridget Flannery-McCoy, editor at Columbia University Press, whose
consummate professionalism and developmental editing made this a better book
for our readers.
To the CEOs of all the organizations, too numerous to name, who have
given me the opportunity to research their organizations and learn.
To Kaaren Hanson of Intuit, Rich Buckingham of W.L. Gore & Associates,
and Dr. Gary Klein for your generosity of spirit and time, making it possible for
me to bring your wonderful stories to our readers.
To Ray Dalio of Bridgewater Associates LP, a learning organization
visionary and a learning leader who “walks the talk,” for the opportunity to both
learn about and tell the Bridgewater story with such “radical transparency.”
To Drs. Katherine L. Acuff, Rita Yaroush, and Lyle Bourne, Jr. for their
very helpful critique of chapters of this book.
To three special friends who for decades have always been supportive of
my learning forays both good and not so good: Joe Street, Lyle Bourne, Jr., and
Terry Brown. Love you, guys!
To my two sparkling granddaughters, Sarah and Caroline, for the reminder
that learning can be joyful and for not letting me forget the learning power of the
word: “Why.” Stay curious, my dears!
I
The Science of Learning