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Emergent Learning Forum

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AFF. 40 consultants. Leadership development. SNF. 130 researchstaff ... AFF A foundation at the Norwegian School of. Economics and Business Administration ... – PowerPoint PPT presentation

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Title: Emergent Learning Forum


1
Emergent Learning Forum
2
What we are going to talk about
  • Where we come from and our motivation for
    integrating on-line technology support in our
    leadership development work
  • Key features in our approach
  • The case of STATOIL
  • What we have learned.
  • Maybe a little trip online to have a little peek
    on some selected elements of one project

3
AFF A foundation at the Norwegian School of
Economics and Business Administration
Norwegian School of Economics and Business
Administration
AFF 40 consultants Leadership development
SNF 130 researchstaff Research in Economics and
Business Administration
4
Changes in education and learning
Classical pedagogical paradigm
Constructivist pedagogical paradigm
The expert holds the key to knowledge
More learning Faster learning Relevant
learning. Learning on demand
Changes in the market and in the surroundings
creates a need for
5
Some important questions
  • What are the implications of the network
    society and the knowledge technology for
    education and learning?
  • What is the impact of the internet and eLearning
    on leadership training and development
  • Can the new educational possibilities truly have
    an impact on personal and organizational
    performance?
  • What kind of challenges and problems will emerge
    when we try to implement online learning and
    performance support in management development?
  • What should we do to make the best of online
    leadership training and development?

6
First experiences flat on our face
Our naive assumptions
  • Trust the salesperson with the great solution and
    references
  • The technology is stable and easy to use
  • Leaders will be motivated to learn in new ways
    and find performance support on the net.
  • The programme staffs will be interested and will
    engage in developing their programs and
    approaches
  • Staffs competency will easily be transferred to
    online arenas.
  • The added value will justify higher cost
  • Our own management will champion the eLearning
    initiative
  • Technology is easily aligned with programme
    didactics
  • The eLearning suppliers are economically sound

7
TIME TO EVALUATE AND RETHINK
  • Stop or go?

8
Statoil the company
  • Statoil is an integrated oil and gas company with
    substantial international activities.
  • Represented in 28 countries, the group has about
    24 000 employees. Nearly 50 per cent of these
    employees work outside Norway.
  • Statoil ASA delivered a reported income before
    taxes of 8 billion in 2003

9
Statoil the company the IPO of 2001
  • Statoil launched an ambitious and innovative
    process to strengthen its leadership bench in
    collaboration with AFF.
  • Improve overall leadership development process
  • Support continuous learning
  • Focus on transfer of learning from training to
    everyday performance
  • Support these objectives with innovative
    application of technology support in leadership
    development program delivery and on-demand
    performance support

10
Leadership Network
  • Leadership Network is an online leadership
    development tool developed by AFF in
    collaboration with Statoil ASA. Currently
    deployed in all Statoil programs and in all AFFs
    programs across companies.

11
Tailored company solution Leadership portal
Program support (blended learning)
12
Key features in the approach
  • Seamless integration with companies own
    intranet and resources
  • Web design elements
  • Purpose, values, competence model
  • Company specific content
  • Push technology.
  • Newsletter with links containing info on specific
    themes, corp. initiatives and news
  • Notification mails to start assignments or push
    for completion of assignments
  • Information/library
  • Pressing problems
  • Readings in depth articles
  • Practical performance support
  • Tools, tips and procedures/methods

13
Key features in the approach (cont.)
  • WEB with condensed information to leaders who
    have participants in programs.
  • Descriptions of goals, topics and themes in
    program
  • Clear expectations to management attention and
    follow-up actions.
  • Learning logs, sharing development activities
  • Change projects
  • Individual development plans
  • Reflections on cases
  • Interactive learning programs
  • General management Dilemmas and Decisions
  • Coaching and Mentoring
  • Management group development
  • Profiled learning
  • From 360 feedback to individual curriculum and
    training tasks

14
The Transfer of learning Problem
What we strive to achieve An effective and
continuing job application of the knowledge and
skills gained in training.
LearningContext
Work Context
Information Solutions
Instruction
15
Factors contributing to improvement after a
program is conducted
External factors
Changes in systems/structures
Potential total improvement after program
Incentives
Management attention
Potential effect of training and development in
itself on improvement
Training/development
16
How automatic is transfer (not very!)
Voluntary/ automatic transfer
Ambition and need for transfer on -Individual
level -Unit level -Organizational level
Is reflected in
  • Need assessment
  • Analyses
  • Design
  • Delivery of
  • training and
  • development

17
How to supplement automatic transfer
Voluntary/ automatic transfer
  • Need assessment
  • Analyses
  • Design
  • Delivery of
  • training and
  • development

Stimulated transfer
We need to add
Potential for improvement is huge!
Transfer Management - System and climate
18
Emerging improvements in reinforcement of
learning transfer and program quality
  • Increased management accountability for
    leadership development. Increased involvement of
    the participants leader in the development
    process.
  • Increased interaction among staff and
    participants and between participants,
  • Increased visibility and sharing of assignments
    and reports, learning and reflections.
  • Increased completion rates of assignments and
    tasks during programs.
  • Cheaper and more effective logistics of programs.
    Communication, distribution, administration and
    documentation.

19
Emerging improvements in reinforcement of
learning transfer and program quality
  • More continuous learning due to systematic
    activation of participants and increased
    awareness and motivation before sessions, between
    sessions and after end of program, overcoming the
    episodic nature of traditional development
    programs.
  • Increased accumulation of information and
    feedback to higher level management with focus on
    leadership issues, further training needs and the
    development of a common leadership culture.
  • Increased use of self paced learning and on
    demand use of the resources available to enhance
    own performance in problem solving.

20
Emerging improvements in reinforcement of
learning transfer and program quality
  • Better preparations - Preparedness for learning
    and interaction with other participants
  • Less time traveling and away form job
  • Development becomes more need-driven and the
    leader is allowed to self-direct and
    self-evaluate their own development process.
  • The learning is easier integrated with running
    the business and supports performance and
    decision-making authority.

21
What worked for us lessons learned
  • Start with pilots create your own learning
    ground. Implementation is a long and challenging
    process. It takes time and commitment.
  • Assemble an implementation committee/steering
    board with business managers, IT and HR/ training
    staff.
  • Assemble and develop your staff carefully. Early
    involvement, confidence building, advance new and
    critical skills like on line facilitation and
    technical mastery.
  • Spend a lot of time on internal marketing and
    motivation. Explain and demonstrate. There is a
    lot of unfamiliarity, skepticism, lack of time
    and skills as well as uncertainty out there.
  • Keep a clear focus on the place of the physical
    meeting as an integral part of all management
    development. Plan the relation between online
    work and the physical meeting carefully.

22
What worked for us lessons learned
  • Technology is not the most important
    issueculture is
  • Push methods is decisive in competing for
    managers attention
  • Content structured and built around a management
    model, personal assessment (learning need
    profiling) and business problems (Learning on
    demand)
  • Increasing use of learning activities based on
    assessment feedback and profiled learning
  • A full integration of the technology and
    collaborative learning process in a didactic
    framework for the programme.
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