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EAST WEST LEARNING SOLUTIONS FOR PEOPLE
PERFORMANCE
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PROFESSIONAL DIPLOMA IN ORGANIZATION LEARNING
TECHNOLOGY
MODULE 1
Introduction to Organization Learning Technology
A 2 DAY ACTION LEARNING BASED CERTIFICATION
PROGRAM
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INTRODUCTION TO ORGANIZATION LEARNING
TECHNOLOGY (OLT)
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3 COLOURS
As much as possible use the Dibta primary colours
in all content so that there will be visual
consistency. This includes in text, tables,
diagrams, infographics, charts etc.
Dibta Primary Purple and shades of this purple
Dibta Primary Grey and shades of this grey
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• However, other complementary or contrasting
  colours can be used if required in certain cases,
  for example
• multiple colours required to differentiate many
  different rows or columns in tables.
• to make diagrams, infographics or charts more
  interesting or colourful.
• Note Take caution not make the slides overly
  colourful or with too many contrasting colours.
• Use the complementary colours suggested in
  the next slide.
• Always keep the slides elegant and stylish.

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PROGRAM LEARNING PURPOSE

• To
• undertake
• Individual, Team Organizations
• Learning and Development
• Improvements
• by Identifying and applying
• the principles practices
• Of Organization Learning Technology

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The leadership pipeline
At the foundation of our coaching program, we
ensure there is a proper fit between coachee and
their coach. A true match is important to enable
growth, trust and ultimately drive results
through the coaching engagement.

• At the foundation of our coaching program, we
  ensure there is a proper fit between coachee and
  their coach.
• A true match is important to enable growth, trust
  and ultimately drive results through the coaching
  engagement.
• At the foundation of our coaching program, we
  ensure there is a proper fit between coachee and
  their coach.
• A true match is important to enable growth, trust
  and ultimately drive results through the coaching
  engagement.

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Action Learning Process
Program Architecture
OLT ASSIGNMENT / PROJECT
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Workshop Learning Objectives / Output

• At the end of this 3 days workshop, the
  participants will be able to-
• Define Organization Performance its linkage to
  the Learning Organization
• Connect the practices of the Learning
  Organization Organizational Learning
• Identify the 5 critical components of a
  Performance System
• Define the Purpose Principles of Organization
  Learning
• Define the 8 Key Corporate Learning Principles
• Describe the Learning Value Chain Proposition
• Conduct a OLT Capability Self Assessment
• Utilize the Life Long Learning Log to manage
  personal learning growth

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Course Structure (Learning Flow) - 3 Days
DAY ONE
DAY TWO
DAY THREE
Presentation Review Report
Sharing Discussion Presentation Ex.

• Personal Mastery
• Personal Balanced
• Scorecard
• Conducting Personal SWOT

• Learning Organization

Car Ex
MORNING
Sharing Principles
Presentation Example Sharing Process Mapping

• 10 Questions of
• Organization Learning

• Life Long
• Learning Log (LLLL)
• Personal Balanced
• Scorecard (PBSC)

Lunch
Lunch
Lunch
Braveheart Electric Fence Team Maturity Assessment

• Creating the XOLO
• Team
• 5 Core Function of a
• Leader

Case Study, Toolkits, Support System Passing
Criteria
Rup 50, Airplane Ex.

• Identifying
• Addressing True
• Leader Capability Gaps
• Conducting Personal
• SWOT
• Developing PBSC
• Action Learning
• ALP Projects

• Learning
• Organization Learning

NOON
Group Flip Discussion Group AAR Session
Group AAR Session

• Becoming a Learning
• Team AAR

• Personal Mastery
• Deep Learning

Circle of Power

• Sharing Summary

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Course Learning Outcome

• At the end of this 2 months Action Learning
  Program, the participants will be able to-
• Recommend 10 potential improvements in the
  Organization Learning System to achieve a
  Learning Organization status
• Identify 10 Improvements to the current Learning
  Function/ Institution to enhance its
  performance
• Initiate a process of Personal Mastery
  Improvement by utilizing the Life Long Learning
  Log Toolkit

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Why Do Organizations Want To Learn?
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Organization Performance
TANGIBLE
INTANGIBLE
HARD RESULTS
SOFT RESULT
VALUES
SALES
PROFIT
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Race Car Assembly
ACTIVITY
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COFFEE BREAK
MODULE 1
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Performance Formula
UNDERSTANDING THE PERFORMANCE FORMULA
LEADERSHIP
ORGANIZATIONAL PERFORMANCE
PEOPLE
RESOURCES
PROCESS

(Re Pr Pe ) Perf.
(Re Pr Pe ) Perf.
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Understanding the Performance System

• Market share
• Money
• Knowledge
• Materials
• Machines
• Time
• Headcount
• Job Aids
• Image

• Values
• Thinking
• Capability
• Role Modeling

LEADERSHIP
PEOPLE
ORGANIZATIONAL PERFORMANCE
PEOPLE
RESOURCES
PROCESS

• Work Methods
• Work Flow
• Innovations
• Capability
• Controls
• Maturity
• integrations

• Result Relationship
• SMART
• Shared
• Monitored

• Competency
• Culture
• Commitment
• Empowerment
• Morale

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GROWTH
Economic Agenda
Social Agenda
FINANCIAL DIRECTIVE
FINANCIAL OPERATIONAL CAPABILITY
CUSTOMERS MARKET
STAKEHOLDERS SATISFACTION CAPABILITY
Perspective
PROCESS RESOURCE
PROCESS RESOURCE CAPABILITY
PEOPLE CAPABILITY
LEARNING GROWTH (PEOPLE)
Adopted from Kaplan Balanced Scorecard
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L P You have not learn it. If you cannot
perform it
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What is Reading, Knowing Learning
SALES
PROFIT
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THERE IS A RMB 20 NOTE UNDERNEATH YOUR TABLE TOP
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THERE IS A RMB 20 NOTE UNDERNEATH YOUR CHAIR SEAT
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Why we did not move FAST to collect the money?
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Knowledge by itself is empty
Action x Speed Power
Action x Speed Power
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Defining Learning
READING KNOWING LEARNING
ABILITY TO KNOW THERE IS A PROBLEM
ABILITY TO UNDERSTAND THE PROBLEM
ABILITY TO RESOLVE THE PROBLEM
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Defining Learning
MUST LEARN TO
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Defining Learning
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Defining Learning
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Defining Learning
IMPROVEMENT OF PERFORMANCE
What Is Entreprise Learning?
The Learning Cake
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