Post on 15-Nov-2014
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Creating a Culture of Collaborative Learning to Foster Organisational Innovation
Cory Banks
A knowledge based approach to learning
Overview
PB Perspective
KnowledgeDemand =
decision making, Problem solving & Innovation
Supply = information, Experience &
Expertise
Connect people with people
Connect people with information
Foster collaboration
Learning organisation
Promote innovation
DEVELOPMENTSUCCESS PROFILES
Capability Maturity Model
Realise your potential (RYP)
70% on the jobProcesses & Procedures, Project Work, Assignments,
Secondments, site visits,CLIENT INTERACTIONS
20% through othersmentoring, coaching, networks, buddy, shadowing, professional
memberships, alumni, social networking,
collaboration tools
10% formal learningconferences, lectures, seminars, coursework, courseware,
induction
CollaborationWorking together
CollaborationPARTNERING
Crewing / Virtual teams.internal ‘alliance’.
cooperation SUPPORTING
Providing support to others.Requesting support from others.
communicationAWARENESS
Speaking and Listening. Aware of what others
are working on.Improve awareness of
what you are working on.
Design Principles
User Centred Design•Narrative capture•Personas / archetypes•Sensemaking•Card sorting•Prototyping / Ritual Dissent
Change Management•Stakeholder management•Communication•Adoption•Benefit/Value Realisation
Blended Learning•Synchronous & Asynchronous•Face-to-Face / ONLINE•Communities of practice•Mentoring & Coaching•Technical Excellence forums
complexity
ComplicatedKnowable
Cause and effect separated over time and space
Analytical/Systems ThinkingRequires depth of knowledge
Sense-Analyse-Respond
SimpleKnown
Cause and effect repeatable, perceivable and predictable
Standard Operating ProceduresProcess Reengineering
Standard responses
Sense-Categorise-Respond
ComplexUnknown
Cause and effect only coherent in retrospect and do not repeat
Pattern ManagementComplex Adaptive Systems
Requires diversity of knowledge
Probe-Sense-Respond
ChaosUnknowable
No cause and effect relationships perceivable
Crisis Management
Act-Sense-Respond
Creative Problem Solving
Design
improvingpossibilitycreative problem solving @ pb
current practice
Brain Power-ometerA
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pilo
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Th
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Sim
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Com
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dC
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TIMEΑ Ω
sense making
principles
Thinking Foundations• Reuse, recycle, renew• Think about your thinking• Identify problem 1st • Get past first pattern match• Diversity of thought (Collaboration)
• Realise where you are (Complexity)
• Assumptions can kill (Weak Signals)
• Address the Clients needs• Reflect and share experience
model
problem solution
divergent convergent
tools
tools
BrainstormingWhat Idea Generation
Why Collaboratively generate a large volume of ideas in a short time, free of criticism and judgement.
When discover, develop•Develop a list of possible causes to a problem•Develop a list of possible solutions to a problem
How • Brainstorming Worksheet
Tips • Nominate a recorder• Quantity is key• Half hour at most• Sprints (2 minutes)
• No criticism• Encourage all• Manage dominance
tools
5 Ws & HWhat Data Gathering
Why Collect information on the context of a situation to assist thinking and decisions.
When discover, define, develop, deduce•Generate data gathering questions•Generate idea provoking questions•Generate criteria for evaluating options •Develop a list of possible solutions to a problem
How • Who? What? Where? When? Why? How?
Tips • Divergent and Convergent use
tools
Assumption BustingWhat Breaking Patterns
Why Understanding the assumptions you are making and misconceptions you may have and testing them.
When discover, develop•Identify perceptions around problem discovery•Uncover bias in solution development•Identify assumptions around problem definition•Discover assumptions around solution selection
How • Assumption Busting Worksheet
Tips • You will discover more assumptions• Get an external perspective
Creative Problem Solving
DELIVERY
progression
L Problem Solving 101 (L)•d6 model•Simple tools
P Problem Solving Practitioner (P)•Complicated tools
OProblem Solving Facilitator (O)•Complex tools•Facilitation
Introduction•Model overview•15 minute presentation/eLearning modulei
Creative Problem solving
COPORATE INTRANET
Search doesn’t workSearch doesn’t workDifficult to find thingsDifficult to find things
Too many linksToo many links
Needed information Needed information not herenot here
Workspace
Workspace
ToolboxToolboxNetwor
kNetwor
k
SupportSupport
WorkspaceA space for teams to work collaboratively. Structured by the organisation hierarchy.
NetworkA space for staff to share information and knowledge about their capability. These may be local or global networks.
SupportA space for staff to access the corporate services provided by the organisation to support them in their work.
ToolboxA space for reference material and various libraries that staff require to do their work.
ORGANISATIONAL LEARNING
QUESTIONS
thanks
Cory BanksExecutive Knowledge & Business Systems
Professional Associate – Knowledge ManagementOperations & CapabilityParsons Brinckerhoff
www.pb.com.au / www.pbworld.com
Email: cbanks@pb.com.au
Profile: http://www.linkedin.com/in/corza
Twitter: @corza
Blog: http://corzandeffect.wordpress.com/
Slides: http://www.slideshare.net/corza