OUR WORLD VIEW
The universal success strategy for all human
systems is to quickly and accurately sense and effectively
to the world around it. With that as a starting point,
we draw our inspiration, maps and models from Systems Theory,
Complexity Theory and Evolutionary Biology.
all, we have over 3 billion years of experience creating and
combining specialized elements into increasingly complex
biological and psychological success strategies.
Why not leverage it?
The only long term sustainable competitive
advantage is sense and response
agility-nimble, quick and adaptive across
a broad spectrum situations.
Group is uniquely qualified to assist individuals and
organizations develop agility. We have created
breakthrough human and organizational technologies that
accelerate the development of organizational and individual
The essential characteristics of Agile
You can’t build an agile organization without
agile leaders. Leaders that can continuously effect change in
a wide array of situations and circumstances.
leaders accurately Sense and effectively Respond to wide range
of challenging situations. They play multiple roles like:
"Inquirer", "Advocator", "Innovator", "Negotiator",
"Conflict Manager", "Change Agent", “Visionary”,
“Talent Scout”, “Tough Decision Maker”, “Director”,
“Strategist”, “Thought Leader”, “Catalyst”, “Politician”,
“Collaborator”, “Coach”/ “Mentor” and “Champion”.
Agile organizations take
pre-emptive leadership. Their highly tuned
anticipatory sensing mechanisms enable them to continuously
innovate. They have exceptional interactive
customer/supplier relationships and a customer feedback
system that understands what the customer values.
Agile organizations sense and respond quickly to
changes in the market place. They have the
flexibility to turn on a dime and quickly reconfigure
competencies, reorganize processes, streamline operations and form strategic alliances.
Agile organizations execute synergistically. They have well
developed processes and execute with discipline.
An organization can't
be any more agile than the individuals and teams that make it
up. To quickly
align resources, bring the best available
knowledge to opportunities and constraints as they arise
organizations must develop agile teams and individuals.
Agile organizations must be instinctively
collaborative with integrated organizational processes and
virtual organization partnering. The motivational management
philosophy must incent knowledge leveraging, teamwork and
coordinated decentralized decision making.
Stakeholder Alignment in Virtual
These virtual organizations will be capable of
delivering the highly integrated "whole system
solutions" needed to address today's complex problems.
Simultaneously, all stakeholders must come quickly and easily
Agile organizations will tend to employ
knowledge-based strategic planning, foster open
communication/information policies and continuous education
and training. Operational effectiveness and efficiency will be
driven by how well the organization can utilize intellectual
capital, learn new knowledge and/or leverage knowledge methods
and work products across organizational boundaries.
Build effective client/consultant partnership.
Listen with understanding.
Communicate with candor and clarity.
Model effective teamwork and agility.
Continuously examine our individual and collective
Catalyze improvement in organizational performance and
Our Architecture— Performance
Performance Learning is the facilitation of natural
processes of learning integrated with and tied to real
business performance. We believe it is the most
effective and efficient way to develop organizational agility,
insure long term sustainability and continuously improve
This highly integrated approach while grounded in the
synthesis of several theories, is not an academic or
theoretical exercise. It produces significant results with
less consulting intervention than many other approaches to
Because our approach is heavily results oriented, we find we
are "in tune" with the demands of our clients. The
best evidence of the power of our approach is organizations
using it have won the US President's Quality Award and the
Administrator's Quality Award.
The graphic above illustrates our Performance Learning
architecture. There are two dimensions in Performance
Learning. The horizontal dimension is the quality of execution
and the measurable results of creating value for customers.
The vertical dimension is the learning and/or stitching
together the necessary competencies/knowledge to improve the
execution of creating value for customers.
The diagonal line represents the integration of the learning
and performing dimensions. The sine wave shows the oscillation
of emphasis from learning to performing in the organization.
The amplitude or height of the curve above or below the
diagonal line represents the degree to which learning is
separated from performing. Our learning in action strategy
is to keep the amplitude as small as possible and bias the
diagonal towards performing by integrating performance goals
and real work projects into learning.
Our people have extensive experience in
organizational effectiveness from two important perspectives:
internal executive and external consulting.
Our team members have had first hand executive responsibility.
We have considerable external corporate consulting experience.
This combination enables our team to work with you with
foresight, empathy, shared experience, and hindsight.
Peter Stonefield, B.S.E.E., M.A.,
Ph.D., is President and founder of Stonefield
Learning Group, consultant to corporations and government,
speaker, psychologist and the author of numerous articles. Doctor
Stonefield served as consultant to the winner of the
1994 GSA Administrator's Award for Managing Change and was the principal
consultant to the 1992 winner of the President's Quality
Award for Managing Change. Doctor Stonefield has been an electronic engineer and
marketing and sales executive for the Bunker-Ramo Corporation.
He taught graduate-level courses throughout the world on
Cognitive and Creative Process, Leadership, Integrating the
Personality and Organizational Process. Doctor Stonefield was
a director of Learning in New Dimensions, a company that
developed and taught `super-learning´ techniques for use in
business and education.
He has developed and delivered over 25 training programs on
topics like Coaching, Leadership, Quality Management,
Teamwork, Creativity, Performance Management, Leveraging Knowledge, Managing Change, Accelerated
Learning, Communications and Peak Performance.
Carla Kincaid-Yoshikawa, Master
of Human Resources and Organization Development has developed
and facilitated workshops on multicultural awareness, customer
service techniques and in general procedures, labor/management
issues, conflict resolution and Quality Management. She has
facilitated process analysis, competency based gap analysis
and Leveraging Knowledge Conferences. Investigated reactions
to experimental performance appraisals in use at test sites;
assessed organizational communication needs of middle
Stonefield Learning Group was founded in 1984 to
provide consulting and training in creativity, peak
performance, change, teamwork, leadership, conflict resolution
and quality management. The driving idea at SLG was to help
people build high performing organizational systems that serve
Currently, Stonefield Learning Group offers coaching,
training, speaking, and consulting services to corporations,
government, and associations, on Agile Leadership, Agile
Communications, Knowledge Management, Managing Change, Creative
Thinking, and Architecture for Teamwork. All SLG programs
employ highly experiential accelerated learning techniques
that provide participants with the tools and motivation to
make changes in their behavior and incorporate new skills. The
outcome is a very high level of implementation.
Partial List of Clients
Among its corporate clients are Apple Computer, Baxter
Laboratories, Intel, Medical Labs, IBM, Hewlett Packard, ATT, Dow Chemical, General Instruments,
Motorola, Robert Mondavi, Stanford Hospital, ASC Systems, Syscon Systems, Cisco, Oracle,
Plaxo, PPG and
Sun Microsystems, U.S. Department of Labor, General
Services Administration, Department of Health and Human
Services, US Navy and the EPA.
Stonefield Learning Group were
the principle consultants to organizations that won national
GSA Administrator's Award for
1992 President's Award
for Managing Change