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Interactive Teaching Methods in International Management: Approaches in Executive Education
Schon BeechlerAcademic Director, Duke Corporate Education
andFaculty Director, Positive Leadership Programs in Executive Education, University of Michigan
August 2008 Copyright Schon Beechler
Experience Base
MBA (Columbia Business School)EMBA (Columbia, CEIBS)Short executive education programs
1-5 days (Columbia, Duke CE)Long executive education programs
2-4 weeks (Columbia, Duke CE)
Delivered in the United States, Asia and Europe to participants from over 70 countries
August 2008 Copyright Schon Beechler
Agenda
IntroductionThe context of executive educationEffective interactive methodologies
ContentProcessCulture
What about you?
August 2008 Copyright Schon Beechler
Trends in Executive Education: Industry
Globalization of the Industry Strong demand despite drop in customer base
Drop in number of men 35-39 Greater % with MBAs
Providers Traditional universities
Blended programs of open and custom programs (e.g., Columbia)
Consultants E.g. Mercer Delta Consulting, McKinsey, etc.
Corporate Universities Duke CE-type hybrids
August 2008 Copyright Schon Beechler
Trends in Executive Education: Customers
Training budgets Focus on preparing new executives for future leadership roles
Greater integration with business strategy and other organizational initiatives
Custom programs expanding with over half revenue of total
Higher expectations Outcomes Customization Speed to market
“War for talent” and training and development as retention strategy
August 2008 Copyright Schon Beechler
Trends in Executive Education: Delivery Modalities
Shorter programsMixed modalitiesE-learning
Distance LearningBlended LearningVirtual learning environments
Experiential learning methods
August 2008 Copyright Schon Beechler
Implications of Trends for Providers
Strong market for training and development provides many opportunities
Higher customer expectations generating need for customer focus, responsiveness, and greater customization (expensive in terms of time and money)
Greater, global competition generating price pressure, higher levels of innovation, and global service standards
Challenges to “traditional” university executive education model
How can we have the biggest positive impact on our participants and their organizations in the shortest time at a reasonable cost?
August 2008 Copyright Schon Beechler
What Effective Global Managers DoPerceive, analyze, decode
Accurately identify effective
managerial action
Possess behavioral flexibility and
discipline to act appropriately
Source: Allan Bird and Joyce Osland. 2004.”Global Competencies: An Introduction, In Lane, Maznevski, Mendenhall and McNett (eds)., Blackwell’s Handbook of Global Organizing, p.66.
August 2008 Copyright Schon Beechler
Interactive Methodologies
Source: Based on the work of Kegan and Mezirow.
DisorientingEvent
Perceive, analyze, decode
Accurately identify effective
managerial action
Possess behavioral
flexibility and discipline to act
appropriately
DisorientingEventDisorientingEvent
August 2008 Copyright Schon Beechler
Guidelines for Using Interactive Methods
Content Make the content relevant and compelling
What really matters to the business and to the participants?
Explicitly link experiences, frameworks and models to the business and participant’s reality
Use frame-breaking and competence-enhancing experiences
Research what will be frame-breaking experiences that will move participants out of their comfort zone and into their stretch zone (not panic)
August 2008 Copyright Schon Beechler
Examples of Duke CE’s Interactive Teaching Methods
Activities, games and icebreakersShort exercises allowing participants to gain insight into new concepts that encourage participants to know each other, and that reinforce key learning objectives.
AssessmentsReflective exercises that allow individuals, a teams, or organizations to have a clear compelling, picture of current realities, and strengths & developmental needs.
Multimedia and Visual ArtsUse of pictures, symbols or video to communicate content in order to engage the non-verbal, visual and kinesthetic arenas of learning.
© Duke CE 2008
August 2008 Copyright Schon Beechler
Examples of Duke CE’s Interactive Teaching Methods
SimulationsActivities that provide participants with a challenge which
acts as a mirror for issues in individual, team and collaborative behaviors.
Robust DialoguesStructured conversations that leverage the expertise of
participants and invite them to engage with each other in thoughtful, often intense, dialogue around important issues.
Metaphoric Learning ExperiencesA proprietary Duke CE learning method that uses
compelling metaphors as a way to learn about business issues. The experiences are physically and mentally immersive.
© Duke CE 2008
August 2008 Copyright Schon Beechler
Interactive Methodologies
Source: Based on the work of Kegan and Mezirow.
DisorientingEvent
FeedbackReflection
PracticeOpportunities
Perceive, analyze, decode
Accurately identify effective
managerial action
Possess behavioral
flexibility and discipline to act
appropriately
DisorientingEventDisorientingEvent
Safe HoldingEnvironment
August 2008 Copyright Schon Beechler
Creating a Learning Community
Source: Adapted from Vogt. “Learning out of Context,” 1995.
Context
Process
Content
August 2008 Copyright Schon Beechler
Creating A High Performance Learning Community: A Few Building Blocks
Meeting or exceeding expectations on program content and relevance
Recognizing and building on commonalities and leveraging differences
Building a culture to support both individual and collective objectives
Recognizing that both educators and executives bring “their whole person” into the learning environment
August 2008 Copyright Schon Beechler
PRAGMATISTPlanning the
next steps
REFLECTORReviewing the
experience
ACTIVISTHaving anexperience
THEORISTConcluding from
the experience
Using Assessments and Feedback to Understand Ourselves and Others
Source: Mumford. Effective Learning, 1995
Learning Styles
August 2008 Copyright Schon Beechler
Creating a learning culture (context) where...
The invisible fabric of relationships are tended to and cared for
Vulnerability and diversity are welcome Curiosity reigns Experimentation is the norm Inquiry is practiced with compassion Questions can go unresolved
Adapted from Ryan. “Learning Communities,” 1995.
August 2008 Copyright Schon Beechler
Our Quest: Principles of a Learning Community
Q QuestioningU UnderstandingE ExperimentingS SharingT Trusting
August 2008 Copyright Schon Beechler
Guidelines for Using Interactive Methods
Process The right people need to be in the room
(participants, faculty, staff) Establish clear vision and goals Establish clear roles and responsibilities Provide time for reflection and integration as well as
planning and action Context
Create an intentional culture Create a safe learning environment where participants can
experiment with new ideas and behaviors Acknowledge and embrace the “”whole person”
August 2008 Copyright Schon Beechler
Guidelines for Using Interactive Methods
Understand your mindset, your assumptions, your gifts and your limits
Understand what your goals are for the experience Know Do Believe
Understand your role, and what it requires of you “The sage on the stage” “The guide on the side” ???