ACCELERATED
© Debbie Craig & Kerryn Kohl
Creating a Learning Culture Debbie Craig & Kerryn Kohl
2
The BookPART 1: Paradigm shift for Accelerated Learning• The need for accelerated learning• Paradigm shifts in learning
PART 2: Whole brain, whole person approach to learning • Unique learning profiles • Neuroscience of Learning PART 3: Creating a Learning Culture • Creating a learning culture • Learning through coaching • Learning through authentic conversations PART 4: Designing Accelerated Learning Programs • Learning architecture • Learning design • Gamification of learning • Learning assessment
PART 5: Making it real – case studies on talent, change and leadership
What’s new: inviting readers to engage, accelerated learning through gamification mechanics and brain-break activities. Rabbit-
hole of resources, tools, status, rewards, social media, forums
Topics
Elements and benefits of a learning organization
Paradigm shift required for a learning culture journey
Dynamics of accelerated learning
Key activities required to build a learning culture
Critical success factors and key learnings
www.catalystconsulting.co.za @CatalystSA
ACCELERATED
© Debbie Craig & Kerryn Kohl
CHANGE CHALLENGE
25% success rate on
harnessing value of change
why can’t we harness
our natural learning
ability to change?
LEADERSHIP CRISIS
Leaders continue to make
poor decisions
why can’t we learn to
make better decisions?
TALENT GAP
Global talent crisis – top 3
why can’t we match
learning pathways to
strategic challenges?
We are born to learn
What no longer works
THUD FACTOR – HEAVY TEXT
ONLY ONE “EXPERT”
DEATH BY POWERPOINT
BORING LONG CLASSROOM SESSIONS
New world of workWork/life
Boundaries blurring,
24/7 Connected
Global,
mobile, hyper-
connected
50 % millennials
different expectations
multiple generations
Power balance
Employees = customer
or partnerVirtual Fluid
Talent & TeamsGlobal, virtual, part-
time, contract roles - integration
Disruptive technologies reengineering work,
job redesign
Social mediaJob hunting, transparency
Skills shortageEducation &
unemployment crisisAging workforce
Continuous change (VUCA)
Economic uncertainty, mechanization,
political instability
New breed of learner
Hyperlinked, social, visual, self-directed, JIT, multiple roles
“With tougher competition, technology advances, and shifting customer preferences,
it’s more crucial than ever that companies become learning organizations. In a learning organization, employees continually create, acquire, and transfer knowledge—helping their company adapt to the unpredictable
faster than rivals can” Garvin
Learning Culture Definition: Senge
“Learning organisations are organisations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free and where people are continually learning how to learn together” Peter Senge, Fifth Discipline1
5 Dimensions distinguish the Learning Organisation innovate learning organizations. They are:• Systems thinking – don’t only focus on the “close by’ solutions – small actions tend to snowball
resembling compound interest
• Personal mastery – lifelong extension of your vision not just your competence
• Mental models – examine and explicate your internal picture of the world and open it up to a “learningful conversation”
• Building shared vision – the capacity to hold a shard picture of what we want to create. This not only uplifts but encourages experimentation and innovation
• Team learning – requires personal mastery and a shared vision to develop the capacity of the team to create the results they desire – it is based on dialogue amongst members of the team
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Learning Culture Definition: Garvin
Activities of a learning organisation• Systematic problem solving:
• thinking with systems theory; insisting on data rather than assumptions; using statistical tools
• 2. Experimentation with new approaches: • ensure steady flow of new ideas; incentives for risk taking; demonstration projects
• 3. Learning from their own experiences and past history: • recognition of the value of productive failure instead of unproductive success
• 4. Learning from the experiences and best practices of others: • enthusiastic borrowing
• 5. Transferring knowledge quickly and efficiently throughout the organization: • reports, tours, personnel, rotation programs, training programs
• “A leaning organization as "an organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behaviour to reflect new knowledge and insights”. David Garvin
Source: "Building a Learning Organization", David Garvin, Harvard Business Review, Aug. 1993
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Dialogue is the cornerstone
• The word "dialogue" comes from the Greek "dialogos".• "Logos" meaning "the meaning of the word" and• "Dia" meaning "through".
• In a learning organization, our purpose for dialogue is to let the meaning of our words permeate through the group, or, to develop fully-shared, even synergistic understanding of important information, experiences, goals, etc. among all the people involved.
• Dialogue is not merely a set of techniques for improving organizations, enhancing communications, building consensus, or solving problems. It is based on the principle that conception and implementation are intimately linked, with a core of common meaning. During the dialogue process, people learn how to think together-not just in the sense of analyzing a shared problem or creating new pieces of shared knowledge, but in the sense of occupying a collective sensibility, in which the thoughts, emotions, and resulting actions belong not to one individual, but to all of them together." Issacs, William, The Fifth Discipline Fieldbook
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Reasons To Build A Learning Organization 1. Because we want superior performance 2. To improve quality 3. For customers 4. For competitive advantage 5. For an energized, committed workforce 6. To manage change 7. For the truth 8. Because the times demand it 9. Because we recognize our interdependence 10.Because we want it
Source: The Fifth Discipline Field book, Peter Senge
“The litmus test of a learning organization is that it seldom makes the same mistake twice.” Garvin
Organisations with a strong learning culture outperform their peers
Sources: Bersin & Associates, High Impact Learning Culture: The 40 Best Practices for Creating an Empowered Enterprise
“The ability to learn faster than your
competitors may be the only sustainable
competitive advantage.” Arie De Geus
“Fire yourself on a Friday and re-employ yourself on a Monday.” Andrea Jung
New breed of learner
hyperlinked
multi-taskers
visual
experiential
short attention spans
very social
different roles
“just in time” learners
immediate feedback
independent - teach themselves
construct own learning
Digital native
Connected 24/7 via PC/ mobile device - highly engaged user of a broad range of social media tools
on a frequent (daily) basis.
Reader/ partici-pant/ creator
neuroplasticity
Learning organisation
MPPP - UCLA
15One of the biggest shifts we are seeing is a move toward Accelerated Learning
Sugata Mitra: school in the cloud
“Education as we know it is obsolete” Sugatra Mitra (School in the cloud)
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Building Blocks of a learning organisation
Supportive learning environment
Employees:• Feel safe disagreeing with
others, asking naive questions, owning up to mistakes, and presenting minority viewpoints
• Recognize the value of opposing ideas
• Take risks and explore the unknown
• Take time to review organizational processes
Concrete learning processes
A team or company has formal processes for:• Generating, collecting,
interpreting, and disseminating information
• Experimenting with new offerings
• Gathering intelligence on competitors, customers, and technological trends
• Identifying and solving problems
• Developing employees’ skills
Leadership that reinforces learning
The organization’s leaders:• Demonstrate willingness to
entertain alternative viewpoints
• Signal the importance of spending time on problem identification, knowledge transfer, and reflection
• Engage in active questioning and listening
Example companies
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Craig & Kohl: Elements of a Learning Culture
LEARNING CULTURE
Supporting learning
Strategic & Systemic Thinking
Leaders diving the
culture
Organisation learning
Individual learning
Team learning
Community learning
Start with why:Business Case
Measurement
Individual Learning SupportOrganisational Learning SupportTechnology Learning Support
Clear PurposeLeadership BrandLeadership LearningBuilding culture is a core focus
Embrace ChangeCollaboration Knowledge Management & InnovationTalent Centric
EnculturationClear expectationsPerformance& growth dialogueLeadership and Learning
Team developmentTeam facilitation TechniquesTeam DialogueCross boundary collaboration
Engage stakeholdersCommunity DialogueLearn from CompetitorsEngaged Employee Communities
Clear Learning StrategySystemic and strategic thinkingLearning Structure Long term investment
KnowledgeWhat the change looks like
Journey map
AbilityKnowledge, skills, behaviours, mind-sets
Process alignment
DesireVisible Leadership commitmentDesire for change by Employees
Change Journey example
AwarenessWhy important to change
ReinforceMeasure, monitor, manage
• Awareness of the need to change• Desire to participate and support the change• Knowledge of how to change (and what the
change looks like)• Ability to implement the change on a day-to-
day basis• Reinforcement to keep the change in place
Communication sessions- Town hall sessions- Culture pulse survey- Manager’s feedback- Newsletters, etc
Engagement sessions - World Café values activation
session to build desire and get input
- Leadership session with next level leaders to get input on LS behaviours
Team alignment sessions- Exco team alignment session - role in
leading the culture journey- Divisional team alignment sessions -
share and discuss values - what does it mean to our team, what needs to change and our plan to hold each other accountable (including which processes, rituals or symbols need to change)
Learning sessions- Lead Others and above: Leadership
development session and coaching on LS behaviours
- Lead self: Self-leadership and how to align with & live the values
- Process alignment of HR & business processes & rituals
Monitoring- Leadership 360- Manager’s feedback at
talent forums- Culture/values survey- Feedback & action
Step 2Alignment
Step 1Diagnostics
Step 3Strategy
Step 5Talent
Step 4Leadership
Understand the business
Where are we?
Where are we going and how?
What leadership behaviour will get us there?
Who will take us there?
Strategic Projects&
Change journey
Good to Great Journey - example
CULTURE TRANSFORMATION JOURNEY 2007–2015
2007 Strategic & leadership alignment
Diagnostic interviews
Senior Leadership
capacity building
2008
2009
2010
Innovation session to
inform strategic options
Talent management
capacity building
Change management
capacity building
Self-leadership Capacity building
2011
2012
2013
2014
2015
Coaching capacity building
Collaborative Decision
making - TTT
I am Talent personal and
career empowerment
Strategic reviews
Strategic projects capacity building
Strategy score-carding & cascading
Next level Leadership
capacity building
Innovation capacity
building - TTT
Strategic reviews
Strategic projects - continue
Strategy on a page – purpose, vision, strategic intents, values
Strategic projects - continue
Leadership dev - TTT
Strategic & Leadership
Renewal – 7Ss of strategy, 3Es of
leadership
LEAN tools & coaching i,.e 5S
Strategic reviews
BHAG’s met!!
New Strategic projects
Bold talent decisions
Strategic reviews
Strategic reviews
Strategic reviews
Strategic reviews
cont
BHAG’s met!!
Other featuresStrategic planning & reviews
BHAG rewardsGlobal work-groupsHead of Innovation
Team toolsFacilitators
Team alignment sessionsValues and Team Pyramid (100% accountability)
Meetings – think T and BAARs Performance and talent tool
360 feedbackFast Track experiential learning
CoachingDecision making
Results
• China • The COP for 2010 is USD11M• 33% over an above BHAG• Sales US$47M (50% up from 2008)• COP US$11M (163% up from 2008),
• SE Asia• The COP for 2010 is
USD7.038M• 45% over and above the
BHAG target by USD2.182M
ACCELERATED
© Debbie Craig & Kerryn Kohl
THANKSCONTACT US
Catalyst ConsultingEmail [email protected] www.catalystconsulting.co.za
Catalyst Consulting Pty Ltd
@CatalystSA
Catalyst Consulting South Africa
The Coaching HouseEmail [email protected]
Web www.thecoachinghouse.co.za
The Coaching House
@Coachinghouse
Kerryn Kohl
26
Strategic and systemic thinking
Clear Learning Strategy L&D Score card
Aligned to HR Strategy Continually reviewed
Supported by learning policiesPromote a LC
Systemic and strategic thinkingChief Learning Officer/Head of Learning
Executive Support Systemic and strategic thinking are core
competencies of senior leaders Learning built into every system
Learning Structure Supports strategy
Specialist resourcesInfrastructure, systems and tools
(LMS, Mobile platforms etc.)
Long term investment Adequate budget for strategic
and operational learning activitiesLearning is prioritized
Adequate time allocated
Learning is made visible, accessible and
encouraged
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Leaders driving the culture
Clear PurposeMeaningful, inspirational, people centric
Aligned to HR Strategy Values and Behaviour clearly defined
Leadership Brand Clearly defined and drives a culture of learningDialogue to challenge beliefs and status quo
around learning Multi-rater feedback is encouraged
Safe to fail environment
Leadership Learning Leadership and coaching programs encouraged
Build capacity to create a LCCoaching style of leadership is encouraged
Leaders held accountable for behaviour that is counter to the LC
Building culture is a core focus Culture Champions identified and used to drive
and embed a LCCulture Surveys are conducted annually and
feedback is acted upon
Leaders drive the LC
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Organisational learning
Embrace Change Change management is a core competence
Change resilience is a core competenceClear flow of effective communication LC
Collaboration Collaborative decision making
Leaders support and enable collaborationEmbrace social collaborative learning
Communities of practice are encouraged
Knowledge Management & Innovation Supported by an actively used system
Culture of knowledge sharing Cultivate an Innovation culture fostered by
knowledge sharing, collaboration and feedback
People Centric Talent forums are seen as strategically important events
Cultivation of talent is s key focus and robust conversations are held to assess readiness and
paths to readinessEmployees are seen as Insight workers
converting data to information to knowledge to decisions
Accelerated Learning
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Individual learning
Enculturation Individuals participate in onboarding activities
Individuals learn about the culture of the Organisation “the way we do things around
here””
Clear expectationsUpdated user friendly role profiles with clear performance standards and competencies
Individuals have access to career development information
Individuals are expected to drive their own career
Performance DialogueRegular performance dialogues and feedback
at least 4x per yearIndividuals play an active role in the
performance process
Leadership and Learning Leadership understands:
3 key motivators: autonomy; mastery; purposewhole brain, whole person, whole systems
approach to learningCan plan – repeat, revise, recall, reinforce.
Leaders support the learning process
Personal Mastery
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Team learning
Team development Team alignment is a core focus
Understanding of team members strengths etc.is seen as strategically important
Team members give each other feedback and suggestions to improve individual and team
performance and behaviour
Team facilitation TechniquesLeaders are skilled in team facilitation
techniques Leaders understand the power of teams
There are trained facilitators available to design and facilitate or co-facilitate team sessions.
Team DialogueTeams have sessions to raise and address
crucial team conversations that may be standing in the way of high performance and
learningTeams have regular team-sharing sessions to share projects, new approaches, information
gathered and lessons learnt.
Collaboration Cross-functional team sessions are encouraged
to share issues and learnings across boundaries.Teams continually ask who else they could consult with or collaborate with for superior
results.Cross-functional learning projects are a regular
feature of accelerated learning programmes.
Aligned & Directed Teams
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Community learning
StakeholdersClear understanding of community impact Detailed Stakeholder Management plan
Programmes to identify high-potential learners from local learning institutions and offer them
bursaries, internships or experience
Community DialogueRegular dialogue an interaction with
communities for a mutual learning experience.Employment programmes in the local
community. Company facilities used for community projects
during non-work hours.
Learn from CompetitorsCreate opportunities for sharing and learning
from non-competing organisations Observing competitors to see how they do
things
Engaged Employee CommunitiesStaff participate in CSI projects
Strong Alumni including retired employees Families of employees participate in learning
Community Networks
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Supporting learning
People Based Learning Support Personal Board of Directors Manager – closest observer
Coach or mentor – helps with goals, reflection, insight, perspectives, accountability
Organisational Learning Support Learning departmentHR business partner
External Learning Support Family member - feedback
Suppliers and consultants – useful models, summaries, tools and tips to help you
accelerate your learning.
Technology Learning SupportLMS systems to plan, schedule and manage
learning activitiesUse technology to track, assess and measure
learningUse gamification to increase engagement and
encourage progress and achievement
Supported Learning Process
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Learning organisation surveySupportive Learning Environment Rate
Psychological SafetyIn this unit, it is easy to speak up about what is on your mind.If you make a mistake in this unit, it is often held against you.*People in this unit are usually comfortable talking about problems and disagreements.People in this unit are eager to share information about what does and doesn’t work.Keeping your cards close to your vest is the best way to get ahead in this unit.*
Appreciation of DifferencesDifferences in opinion are welcome in this unitUnless an opinion is consistent with what most people in this unit believe, it won’t be valued.*This unit tends to handle differences of opinion privately or off-line, rather than addressing them directly with the group.*In this unit, people are open to alternative ways of getting work done.
Openness to New IdeasIn this unit, people value new ideas.Unless an idea has been around for a long time, no one in this unit wants to hear it.*In this unit, people are interested in better ways of doing things.In this unit, people often resist untried approaches.*
Time for ReflectionPeople in this unit are overly stressed.*Despite the workload, people in this unit find time to review how the work is going.In this unit, schedule pressure gets in the way of doing a good job.*In this unit, people are too busy to invest time in improvement.*There is simply no time for reflection in this unit.*
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Learning organisation surveyConcrete learning processes RateExperimentationThis unit experiments frequently with new ways of working.This unit experiments frequently with new product or service offerings.This unit has a formal process for conducting and evaluating experiments or new ideas.This unit frequently employs prototypes or simulations when trying out new ideas.
Information CollectionThis unit systematically collects information on• Competitors / Customers / Economic and social trends / Technological trendsThis unit frequently compares its performance with that of• Competitors / best-in-class organizations
AnalysisThis unit engages in productive conflict and debate during discussions.This unit seeks out dissenting views during discussions.This unit never revisits well-established perspectives during discussions.*This unit frequently identifies and discusses underlying assumptions that might affect key decisions.This unit never pays attention to different views during discussions.*
Education and TrainingNewly hired employees in this unit receive adequate training.Experienced employees in this unit receive• periodic training and training updates• training when switching to a new position• training when new initiatives are launchedIn this unit, training is valued.In this unit, time is made available for education and training activities.
Information TransferThis unit has forums for meeting with and learning from• experts from other departments, teams, or divisions / experts from outside the organization / customers and clients / suppliersThis unit regularly shares information with networks of experts within the organization.This unit regularly shares information with networks of experts outside the organization.This unit quickly and accurately communicates new knowledge to key decision makers.This unit regularly conducts post-audits and after-action reviews.
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Learning organisation surveyLeadership that reinforces learning Rate
My managers invite input from others in discussions.My managers acknowledge their own limitations with respect to knowledge, information, or expertise.
My managers ask probing questions.My managers listen attentively.My managers encourage multiple points of view.
My managers provide time, resources, and venues for identifying problems and organizational challenges.My managers provide time, resources, and venues for reflecting and improving on past performance.My managers criticize views different from their own.*
*Reverse-scored items
• Visit learning.tools.hbr.org for a short version of this survey • For the complete interactive tool, including scoring, go to los.hbs.edu