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Building a Learning Culture: An Action Learning Perspective. Karen E. Watkins, Ph.D. Professor of Human Resource & Organization Development The University of Georgia. Building a Learning Culture: An Action Learning Perspective. Context– A Knowledge Economy Amid Economic Uncertainty - PowerPoint PPT Presentation
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Karen E. Watkins, Ph.D.Professor of Human Resource & Organization DevelopmentThe University of Georgia
Context– A Knowledge Economy Amid Economic Uncertainty
Repositioning Learning as part of the organization’s DNA-Learning our way through
Creating A Learning Organization Strategically intervening
o First Diagnose where the organization is nowo Focus interventions on culture and leadershipo Design learning in and through work– learning
to take action
OECD Report- The Global PictureGDP fell 4.1%Unemployment from 5.9% in 2008, to 8.5% in 2009
and 9.8% projected for 2010Goods and services traded fell by 16% globally
OECD/APEC Reports– Regional DifferencesChina from 9% in 2008 to 7.7% in 2009 and back up
to 9.3% in 2010 India from 6.5% growth in 2008 to 5.9% in 2009
and 7.2% in 2010 U.S.– down significantly in GDP, slight increase
of .9% projected for 2010
For individuals, financial Instability leads to Widespread fear of job loss Fear of disclosure, of sharing knowledge More people doing the work of 2 or 3 people Postponing retirement, and older than average employees High need to learn new skills, to perform well With lower morale, less time, less cognitive capacity
Need for Financially-Strapped Governments to focus support on most needy Retraining unemployed Support for displaced workers [food, shelter, health insurance] Yet cannot do this when also shoring up banks, major
industries
A Knowledge Economy Is Where the Generation and Exploitation of Knowledge Plays the Predominant Part in the Creation of Wealth
Permeates the Whole Economy, Not Just the Computer and Telecommunications Industries
Foundation -- a Highly Skilled Labor Force
Trends of particular importance in a financial downturn includeRethinking workplace learning as
creating a learning infrastructure and Changing organizational capacity to
learn. We do this byEmphasizing leadership development—
changing mental modelsCreating a learning infrastructure that
includes formal, informal, and technology-enabled learning approaches – an option rich modular design architecture
Fostering organizational responsibility for creating a learning culture
Human resource development is "the field of study and practice responsible for the fostering of a long-term, work-related learning capacity at the individual, group and organizational levels within organizations.”
Learning must be part of the DNA of the organization
Watkins and Marsick (1993) define the learning organization as “one that learns continuously and transforms itself…
Learning is a continuous, strategically used process—integrated with and running parallel to work” (p.8).
The model emphasizes three key components: 1) systems-level, continuous learning; 2) in order to create and manage knowledge outcomes; 3) that lead to improvement in the organization’s performance,
and ultimately its value, as measured through both financial assets and non-financial intellectual capital
Learning organizations facilitate learning within and between Individuals Teams Organization Environment
Global
Team
Individual
Organization
Team
Leaders model learning
Connect the organizationto its environment
Empower people toward a collective vision
Establish systems to capture and share learning
Encourage collaboration and team learning
Promote inquiry & dialogue
Create continuous learning opportunities
Global
Team
Individual
Organization
Team
Learning is…the way in which people
make meaning, acquire knowledge & skill
To support individual learning, the organization needs to…Create continuous
learning opportunities
Promote dialogue and inquiry
Team Learning is….
Mutual construction of new knowledge
Capacity for concerted, collaborative action
Encourage collaboration and team learning
Organizational learning is…
Organizational mental models, schema, “karma in the walls and halls”
How vision, strategy, culture, leadership, structure, processes, communication, management practices, etc. come together to support & align learning with mission and goals
To Support Organizational Learning, the Organization must… Establish systems to capture
and share learning Empower people toward a
collective vision
Global learning is….
Thinking globally and systemically
Crossing boundaries of environmental or societal impact, including those that affect the quality of life and morale of people connected with the organization
Embodied in leaders who “live” a learning culture -- walk the talk
To Support Global Learning, the Organization Must.. Connect the organization to its
environment
Have leaders who model and support learning at all levels
Learning organizations have systems that:
Capture Share knowledgeUse
Leaders must champion this.
Lack of investment in early 2000’s left many organizations behind
Realize focus on leadership development is imperative
Extensive use of informal learning strategies such as action learning, executive coaching
Creating a Learning Culture
A learning culture is one in which learning is a deliberate part of the organization’s strategy
Change is understood to be a learning process- and change is continuous
Leaders model learning themselves, reward learning, and use mistakes as opportunities to learn
The Little Boy and the Ice Box
Air Traffic Controllers Study
The School Superintendent Study
Develop individual capabilitiesTo know self and impact on
others To develop communication and
influencing skillTo effectively coach others
Develop high performance teamsTo effectively solve complex,
cross-functional problemsTo empower people to enact
the organization’s visionBuild organizational capacity
To transformTo develop a culture of learning
You as a Learner
Your Organization’s
Learning Culture
L C
Adapted from Reg Revans
In Action Learning, people:
Use work on a real business problem to develop and learn
Work in teams, take actionto solve problem
Learn how to learn from action Helped by learning coach to
balance work with “learning-from-experience”
And by changing themselves-- change the organization
Action Learning is a primary exampleStarts with a real problemDraws on relevant knowledgeAnalysis of the problemTrial of solutions in the organizationTest is what works-- actual business results
In this economic context it could be argued that the survivors will be those with the strongest pool of talent, most able to handle change and uncertainty.
Human capital resources are the bedrock of organizational capacity– our hope for the future.
Organizations structured to recruit and develop talented people, led by individuals able to work across borders of many kinds, hard-wired to promote, capture and share learning, will have the core competencies needed in uncertain times.