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About Us

The universal success strategy for all human systems is to quickly and accurately sense and effectively respond 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.  After 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.

Stonefield Learning 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 agility.

The essential characteristics of Agile Organizations:

Agile Leadership
You can’t build an agile organization without agile leaders. Leaders that can continuously effect change in a wide array of situations and circumstances.  Agile 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.

Collaborative Operations
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 Organizations
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 into alignment.

Knowledge-Driven Enterprise
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.

Our Commitment
We will:
    Build effective client/consultant partnership.
    Listen with understanding.
    Communicate with candor and clarity.
    Model effective teamwork and agility.
    Continuously examine our individual and collective assumptions.
    Catalyze improvement in organizational performance and learning.

Our Architecture— Performance Learning
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 mission performance.
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 improvement.
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
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.

Key People

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 management

Our History
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 everyone.
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 Awards:

 1994 GSA Administrator's Award for Managing Change
 1992 President's Award for Managing Change