Chris Myers, Johns Hopkins Carey Business School | Learning as a Strategy for Organizational Change

Christopher G. Myers, PhD is an Assistant Professor and Academic Director of Executive Education at the Johns Hopkins Carey Business School, with joint faculty appointments in the School of Medicine and Armstrong Institute for Patient Safety & Quality. His research explores questions of learning, development, and innovation in organizations, and he focuses in particular on learning in health care organizations and other knowledge-intensive industries. Chris's work has been published in a variety of leading academic journals in the fields of management and medicine, and has received multiple national and international awards. He also writes regularly for practice-oriented publications including the Harvard Business Review. Prior to joining the faculty of Johns Hopkins University, Chris was an Assistant Professor at the Harvard Business School, and earned his PhD in management and organizations at the University of Michigan Ross School of Business. Watch the complete session with Q&A at https://www.knowledge-architecture.co... #knowledgemanagement #AECknowledgemanagement #knowledgemanagementconference #AECindustry #knowledgearchitecture #kaconnect == Learn More == 🚀 Synthesis, AEC’s Knowledge + Learning Management platform: https://www.knowledge-architecture.co... 📬 Subscribe to Chris’s free Newsletter “Smarter By Design”:   / smarter-by-design-7324926965214302208   🔔 Like and subscribe to get the latest on AEC Knowledge Management. == Related Videos == See Synthesis in action with Intranet Tours:    • INTRANET TOUR | Launching Synthesis @ Snøh...   Get Started with Synthesis:    • S6 101: Structure and Organize Your Synthe...   == Timestamps == 00:00 What are your responsibilities and roles at Johns Hopkins? 03:10 What were your interests as a kid? 05:10 Why did you decide to study business at Chapel Hill? 09:17 How did you become interested in Learning from Failure? 11:15 What led you into a PhD and an academic life? 12:54 You've spent time with flight nurses - who are they, what do they do, why are you interested in them? 16:30 What can architects/engineers/business folks learn from flight nurses? 18:16 What were some of the knowledge sharing practices the flight nurses used that we could learn from? 21:17 How/when did these stories get shared? 23:42 Have you seen anyone successfully recreate serendipitous / chance encounters online? 25:42 What is Vicarious Learning and how is it evolving in the time of Coronavirus? (Paper) 30:52 Are there some things that are better learned vicariously? 33:22 In architecture we have a lot of people sitting working on their own projects. How do we create opportunities for vicarious learning in that environment? 36:56 What other methods that you've seen to help support adaptive learning / vicarious learning? 40:05 Can you share what the Center for Positive Organizations does? 42:20 What is the idea of learning from extreme success? 45:30 Why isn't this more common? 48:23 What brought you to Johns Hopkins 49:35 What are healthcare organizations doing about burnout? 54:40 From your observations, what are your best tips for "facilitating" learning and knowledge transfer in a virtual environment? 58:30 Looking back over your career, what knowledge would have helped as you were starting out that you've learned over time? 1:06:24 What is next for your research? 1:09:03 There is a shrinking half-life to knowledge—is this connected to a move towards semi-formal? 1:12:00 It seems like the culture of learning you're describing depends on a culture of downtime, or at least a culture of reflection. Are there other cultural norms or prerequisites that you were able to build on? 1:16:47 Are there learning strategies and approaches that people are phasing out because they seem irrelevant, harmful, or ineffective? 1:20:52 How do we scale breadth and group breadth? Collaborative Notes: https://docs.google.com/document/d/1m...