A NEW LEVEL OF LEARNING ORGANIZATION
In a constantly disruptive environment, organizations need to be adaptive and flexible. Not just responding to changes, they need to create new knowledge in a deliberately developmental culture. The Helix Group helps them become that.
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ACHIEVING STRATEGIC & OPERATIONAL EXCELLENCE IN DUAL BOTTOM-LINE LEARNING ORGANIZATIONS (3rd Generation) |
Dual Bottom-Line Learning Organizations...
- Learn, by necessity, at the communal and enterprise level as well as individual.
- Interpret what they already know in new contexts, as well as learning more.
- Not only encourage learning but deliberately promote development – defined as an increased capacity for knowing and learning.
- Pursue a self-renewing value proposition as a key driver of operational excellence and development.
- Assume the entire organization needs to continuously adapt to increased external complexity in the marketplace and the operating environment.
- Increase individual and organizational mental complexity and ability to transfer knowledge.
- Define their Essence – that which they want to endure beyond every developmental progression – which is codified in their Operating Philosophy as an enduring purpose, core values, axioms, and principles of work and business, stating:
o What the DDLO is: its current value proposition and long-term strategic and operational differentiation;
o How the daily tasks of business become the means of continuous development.
- strategically develop their cultures for excellence at all levels of operation and administration
Our approach has been evolving over several decades and applied in a number of corporate settings. You're welcome to contact us any time for more information, or for an assessment of your organization's current status.
Facilitating Dual Bottom-Line Development
Kazimierz Gozdz and the Helix Group offer a process for transforming business enterprises into communities
where delivering a profit is co-equal with the development of the people involved; employee development is integrated into the operation of the company - no longer "merely" a human resource function.
These companies facilitate the growth and development of their workforce on a daily basis. They use the pursuit of an excellent financial return as the curriculum for the developmental growth of their workforce. They not only learn, they develop - becoming more agile and capable of responding in a rapidly changing business environment.
The leadership required to build and run these organizations as communities that grow and develop is demanding. Leaders practice self-reflection, communal self-reflection, and organizational self-awareness in equal measure with financial rigor and operational excellence. While great attention is paid to operational capability, the viewpoint from which deployment occurs is no longer geared toward toward command and control management; rather transformative adult education practices.
The result is a Dual Bottom-Line Learning Organization, in which operational excellence is fueled by and reinforces personal growth and development at all levels.
Kazimierz Gozdz and the Helix Group offer a process for transforming business enterprises into communities
where delivering a profit is co-equal with the development of the people involved; employee development is integrated into the operation of the company - no longer "merely" a human resource function.
These companies facilitate the growth and development of their workforce on a daily basis. They use the pursuit of an excellent financial return as the curriculum for the developmental growth of their workforce. They not only learn, they develop - becoming more agile and capable of responding in a rapidly changing business environment.
The leadership required to build and run these organizations as communities that grow and develop is demanding. Leaders practice self-reflection, communal self-reflection, and organizational self-awareness in equal measure with financial rigor and operational excellence. While great attention is paid to operational capability, the viewpoint from which deployment occurs is no longer geared toward toward command and control management; rather transformative adult education practices.
The result is a Dual Bottom-Line Learning Organization, in which operational excellence is fueled by and reinforces personal growth and development at all levels.
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At The Helix Group, we bring the most effective combination of methods and processes to enhance both the personal growth of the people and the financial success of the business for generations to come.
We build business communities where individual human development is co-equal with financial return, creating a truly sustainable dual bottom-line organization.
We build business communities where individual human development is co-equal with financial return, creating a truly sustainable dual bottom-line organization.
Books & Resources
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NEW! Developing Third-Generation Learning Organizations
by Kazimierz Gozdz and Ruth-Ellen L. Miller REVIEWS: "...this book contains a really important set of ideas for human society at this time, which need to become widely recognized and adopted... our world is beset by ongoing VUCA-like change, and what Gozdz and Miller offer is a framework for choosing processes and creating structures that have the flexibility and adaptability that may, indeed, make it possible for both companies and the larger society to thrive in the chaotic times that lay ahead." -- Oliver Markley, Professor Emeritus, Studies of the Future, University of Houston-Clear Lake (www.olivermarkley.com) |
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"...a compelling, groundbreaking, paradigm-shifting book that illuminates both the philosophy and practical methods of creating “dual bottom-line” organizations in which: (1) the development of the people who make up the organization is essential to the productivity of the organization, and (2) production and profits are maximized through human systems, principles, and processes that lead to everybody’s growth and development. ... From my perspective and work in cultural paradigm-shifting and transformation, if we’re going to have the kind of future and world we truly want to inhabit, it will require organizations to embrace this kind of paradigm and process." -- Elaine Cornick, Culture Transformation consultant (www.culturalbutterflyproject.com)
Community Building: Renewing Spirit and Learning in Business
edited by Kazimierz Gozdz
Reviews
"... a truly wonderful book, a spectacular collection, a compendium of clearly the best thinking and writing I've ever seen on community... I could give no more enthusiastic a recommendation for a book than for this one." -- James A. Autry, author, Love & Profit and Life and Work
"...a highly important book..." -- Lawrence Perlman, chairman, CEO, Ceridian Corporation
"A primer on the coming of global tribalism and community without geography." -- Ron Zemke, senior editor, Training magazine
"My outlook has changed forever." -- Michael Munn, Lockheed Corporation
"This dazzling collection of eassys is sure to become the essential reference for finding the common ground upon which we can build productive work communities... Hurry up and read it if you want to be on the leading edge of organizational change." -- Jim Kouzes, co-author, Credibility and The Leadership Challenge, chairman and CEO, Tom Peters Group/Learning Systems
edited by Kazimierz Gozdz
Reviews
"... a truly wonderful book, a spectacular collection, a compendium of clearly the best thinking and writing I've ever seen on community... I could give no more enthusiastic a recommendation for a book than for this one." -- James A. Autry, author, Love & Profit and Life and Work
"...a highly important book..." -- Lawrence Perlman, chairman, CEO, Ceridian Corporation
"A primer on the coming of global tribalism and community without geography." -- Ron Zemke, senior editor, Training magazine
"My outlook has changed forever." -- Michael Munn, Lockheed Corporation
"This dazzling collection of eassys is sure to become the essential reference for finding the common ground upon which we can build productive work communities... Hurry up and read it if you want to be on the leading edge of organizational change." -- Jim Kouzes, co-author, Credibility and The Leadership Challenge, chairman and CEO, Tom Peters Group/Learning Systems
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Trainings & Presentations
Kaz offers a variety of training services on the subject. Here's a look at one of his presentations... |
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Learning
Organizations Designed for Development through Daily Work
by Kazimierz Gozdz
I was asked to share my perspective on how to build learning organizations on a large scale. I am a founding member of the Society for Organizational Learning. I was originally a member of the M.I.T. Organizational Learning Center (OLC) where starting in 1994 as a Researcher, where I was given latitude and encouragement to research and explore the emerging concept of learning communities. At the time, Peter Senge and others were discovering that when a learning organization functioned effectively, they actually behaved more like communities than organizations. I was living in Menlo Park, California at the time, where I was working on my Ph.D. in transpersonal psychology, and commuting to Boston for my internship at the OLC. Before I say more about transpersonal psychology, I think it would be useful to describe some practice assumptions.
As I share my approach, perhaps it’s best to explain, that I prefer applied research. I have spent a good deal of time refining the theory, but I come from the pragmatist tradition, I like to apply theory, test it in real world situations, and validate truth claims through direct experience. I tend to take a constructivist view where I think the community around me participates in shaping what I believe and what I take as true. [Read More...]
by Kazimierz Gozdz
I was asked to share my perspective on how to build learning organizations on a large scale. I am a founding member of the Society for Organizational Learning. I was originally a member of the M.I.T. Organizational Learning Center (OLC) where starting in 1994 as a Researcher, where I was given latitude and encouragement to research and explore the emerging concept of learning communities. At the time, Peter Senge and others were discovering that when a learning organization functioned effectively, they actually behaved more like communities than organizations. I was living in Menlo Park, California at the time, where I was working on my Ph.D. in transpersonal psychology, and commuting to Boston for my internship at the OLC. Before I say more about transpersonal psychology, I think it would be useful to describe some practice assumptions.
As I share my approach, perhaps it’s best to explain, that I prefer applied research. I have spent a good deal of time refining the theory, but I come from the pragmatist tradition, I like to apply theory, test it in real world situations, and validate truth claims through direct experience. I tend to take a constructivist view where I think the community around me participates in shaping what I believe and what I take as true. [Read More...]
Academic Research
On the journey to develop this new approach to organizational development, Kaz earned a Ph.D. in Transpersonal Psychology, with an internship at MIT's Center for Learning Organizations. His dissertation demonstrated how the level of personal development of leaders in an organization set the limit for the development of the organization.
The table of contents and abstract are available by clicking the button below.
To see the whole text (475pages), please use the form below to request a link to the file.
On the journey to develop this new approach to organizational development, Kaz earned a Ph.D. in Transpersonal Psychology, with an internship at MIT's Center for Learning Organizations. His dissertation demonstrated how the level of personal development of leaders in an organization set the limit for the development of the organization.
The table of contents and abstract are available by clicking the button below.
To see the whole text (475pages), please use the form below to request a link to the file.