COOPERATIVE BANK OF KNOWLEDGECOOPERATIVE BANK OF KNOWLEDGECOOPERATIVE BANK OF KNOWLEDGECOOPERATIVE BANK OF KNOWLEDGE

Members of CBK:

Website: www.coadyloc.wordpress.com

KEY LEARNINGS OF FIVE PRINCIPLES OF LEARNING

ORGANIZATIONS

1. Personal Mastery:

• The tendency to be talkative, impatient, and less confi-

dent are often key barriers towards a collaborative

teamwork; • Learning the art of listening, paying attention and re-

specting others, increases the likelihood of working in a more friendly and productive environment;

• Openness and willingness to face challenges, help members of the organization to learn and grow;

2. Team Learning • A sense of belonging creates motivation and commit-

ment which helps the members achieve the set goals; • With provision of equal opportunities to all members of

a team, the desired outcome is achieved;

• High level of participation in a team is key to achieve results based on members efforts, talents, skills and

ideas; 3. Shared Vision

• A clear understanding of shared vision of an organiza-tion creates acceptance of and tolerance towards

each other; • A clear vision is a pre-requisite to well-defined objec-

tives, principles, strategic policies and action plans; • By having a shared vision, any team of a diversified

nature can work together and achieve its set goals; 4. Mental Models

• Changing people’s ways of thinking and perception requires time and effort;

• With changing attitudes and behavior, people tend to be receptive to new approaches and thus, can contrib-

ute more positively to the organization; • Mental models is about flexibility and adaptability with

respect to human beings, environment and diversity;

5. System Thinking • When we use system thinking we get a powerful per-

spective, common understanding and tools to address problems and bring sustainable development to our

organization • When all the systems are integrated for learning within

the organization, the network is built; • When change happens in one part of the organization

it influences the whole system of the organization.

Zala Ahmad (Afghanistan), Valdrina Molly AdamayJackson (Antigua and Babuda), Antony Biswas(Bangladesh), Watson (Botswana) Proshanto Chiran(Bangladesh), Debbie Castle (Canada), Sally Gerges(Egypt), Azeb Kelemework Bihon (Ethiopia),Balakrishna Venkatesh (India), Bapu Santhosh (India),Mary Brigitha (India), Fahmyddin A’raaf Tauhid(Indonesia), Iftitah Jafar (Indonesia), Lilik Hamidah(Indonesia), Nadyah Haruna (Indonesia), WahidahZein Br Siregar (Indonesia), Abdul Chalik (Indonesia),Magdaline Wambui Kariuki (Kenya), Tunde B. JohnsonSpencer (Liberia), Elizabeth Ifeyinwa Obi (Nigeria),Suran Maharjan (Nepal), Muhammad Fayaz(Pakistan), Mirajuddin (Pakistan), Nadine Estephen-George (St. Lucia)

POEM

We walked into Learning Organizations and Change

Our heads filled with knowledge,

from the past things we've learnt

But Venky, Debbie and Suran

Unpacked our brain, so we can start again

As each invested in the bank

We established a premise, there is no rank

We pooled together all information

By working together, in collaboration

Each day became a learning experience

Of knowledge, attitude, and skills building

At the end of each day, we were tired for sure

But came back next day, still asking for more

But we are full of knowledge

Ready to share back home

With our organization

Be ready, we are coming

Ready to use the skills and tools

To change for the better

Life cannot be the same again

We have been longing for this!

DIFFERENT TYPE OF ORGANIZATION

Ant Hill Human Body

Orchestra Army

BACKGROUND

The Cooperative Bank of Knowledge was established on October 15, 2012 by 23 members from 15 countries. The members enrich the organization with their various academic backgrounds, 313 years of work experience, talents, skills, culture and perspectives.

CRITERIA FOR SUCCESS :

1. Ensure high level of participation and

commitment through provision of equal

opportunities for all

2. A Strategic Plan with clear objectives and

action plans

3. Continuous capacity building of all members

4. A well-established planning, monitoring and

evaluation system

To be the leading source of knowledge andempowerment towards significant change for a betterworld

• To create a learning environment;

• To establish a culture of using standardized knowledge management system;

• To establish a trustful and accountable partnership with stakeholders and community through generation and dissemination of knowledge and experience;

VISION

OBJECTIVES

Definition of Five Principles of Learning Or-Definition of Five Principles of Learning Or-Definition of Five Principles of Learning Or-Definition of Five Principles of Learning Or-

ganizationganizationganizationganization and their practice in CBK 2012and their practice in CBK 2012and their practice in CBK 2012and their practice in CBK 2012 :::: 1. Personal Mastery: the ability of individual “to

learn and to adapt to change”.

2. Mental Models: “deeply ingrained

assumptions, generalizations or even pictures

and images that influence how we understand

the world and how we take action”.

3. Shared Vision: the capacity to hold and share

the picture of the future we seek to create”

4. Team Learning: “the process of aligning and

developing the capacities of a team to create the

results its members truly desire”.

5. Systems thinking: “integrating a coherent

body of theory and practice”.

Adopted from Peter Senge in Bruce Briton (2002)

Personal Learning Group/ Collective Learning

COORDINATED ACTION

PUBLIC REFLECTIONSHARED MEANING

JOINT PLANNING

DOING

REFLECTING

APPLYING

GENERATING KNOWLEDGE

CBK

EX

PE

RIE

NC

E

VALUES

Respect and Love

Listening and Understanding

Equality, Equity, and Unity

Accountability and Transparency

Trust and Responsiveness