creating a culture of collaborative learning
DESCRIPTION
Presentation given to the Learning & Development Symposium 2010 in Sydney.TRANSCRIPT
![Page 1: Creating a culture of collaborative learning](https://reader035.vdocuments.mx/reader035/viewer/2022070301/5466d72daf795965358b4f2f/html5/thumbnails/1.jpg)
Creating a Culture of Collaborative Learning to Foster Organisational Innovation
Cory Banks
A knowledge based approach to learning
![Page 2: Creating a culture of collaborative learning](https://reader035.vdocuments.mx/reader035/viewer/2022070301/5466d72daf795965358b4f2f/html5/thumbnails/2.jpg)
Overview
![Page 3: Creating a culture of collaborative learning](https://reader035.vdocuments.mx/reader035/viewer/2022070301/5466d72daf795965358b4f2f/html5/thumbnails/3.jpg)
PB Perspective
KnowledgeDemand =
decision making, Problem solving & Innovation
Supply = information, Experience &
Expertise
Connect people with people
Connect people with information
Foster collaboration
Learning organisation
Promote innovation
DEVELOPMENTSUCCESS PROFILES
Capability Maturity Model
Realise your potential (RYP)
70% on the jobProcesses & Procedures, Project Work, Assignments,
Secondments, site visits,CLIENT INTERACTIONS
20% through othersmentoring, coaching, networks, buddy, shadowing, professional
memberships, alumni, social networking,
collaboration tools
10% formal learningconferences, lectures, seminars, coursework, courseware,
induction
CollaborationWorking together
CollaborationPARTNERING
Crewing / Virtual teams.internal ‘alliance’.
cooperation SUPPORTING
Providing support to others.Requesting support from others.
communicationAWARENESS
Speaking and Listening. Aware of what others
are working on.Improve awareness of
what you are working on.
![Page 4: Creating a culture of collaborative learning](https://reader035.vdocuments.mx/reader035/viewer/2022070301/5466d72daf795965358b4f2f/html5/thumbnails/4.jpg)
Design Principles
User Centred Design•Narrative capture•Personas / archetypes•Sensemaking•Card sorting•Prototyping / Ritual Dissent
Change Management•Stakeholder management•Communication•Adoption•Benefit/Value Realisation
Blended Learning•Synchronous & Asynchronous•Face-to-Face / ONLINE•Communities of practice•Mentoring & Coaching•Technical Excellence forums
![Page 5: Creating a culture of collaborative learning](https://reader035.vdocuments.mx/reader035/viewer/2022070301/5466d72daf795965358b4f2f/html5/thumbnails/5.jpg)
complexity
ComplicatedKnowable
Cause and effect separated over time and space
Analytical/Systems ThinkingRequires depth of knowledge
Sense-Analyse-Respond
SimpleKnown
Cause and effect repeatable, perceivable and predictable
Standard Operating ProceduresProcess Reengineering
Standard responses
Sense-Categorise-Respond
ComplexUnknown
Cause and effect only coherent in retrospect and do not repeat
Pattern ManagementComplex Adaptive Systems
Requires diversity of knowledge
Probe-Sense-Respond
ChaosUnknowable
No cause and effect relationships perceivable
Crisis Management
Act-Sense-Respond
![Page 6: Creating a culture of collaborative learning](https://reader035.vdocuments.mx/reader035/viewer/2022070301/5466d72daf795965358b4f2f/html5/thumbnails/6.jpg)
Creative Problem Solving
Design
![Page 7: Creating a culture of collaborative learning](https://reader035.vdocuments.mx/reader035/viewer/2022070301/5466d72daf795965358b4f2f/html5/thumbnails/7.jpg)
improvingpossibilitycreative problem solving @ pb
![Page 8: Creating a culture of collaborative learning](https://reader035.vdocuments.mx/reader035/viewer/2022070301/5466d72daf795965358b4f2f/html5/thumbnails/8.jpg)
current practice
Brain Power-ometerA
uto
pilo
tS
erio
us
Th
inki
ng
Sim
ple
Com
plic
ate
dC
omp
lex
TIMEΑ Ω
![Page 9: Creating a culture of collaborative learning](https://reader035.vdocuments.mx/reader035/viewer/2022070301/5466d72daf795965358b4f2f/html5/thumbnails/9.jpg)
sense making
![Page 10: Creating a culture of collaborative learning](https://reader035.vdocuments.mx/reader035/viewer/2022070301/5466d72daf795965358b4f2f/html5/thumbnails/10.jpg)
principles
Thinking Foundations• Reuse, recycle, renew• Think about your thinking• Identify problem 1st • Get past first pattern match• Diversity of thought (Collaboration)
• Realise where you are (Complexity)
• Assumptions can kill (Weak Signals)
• Address the Clients needs• Reflect and share experience
![Page 11: Creating a culture of collaborative learning](https://reader035.vdocuments.mx/reader035/viewer/2022070301/5466d72daf795965358b4f2f/html5/thumbnails/11.jpg)
model
problem solution
divergent convergent
![Page 12: Creating a culture of collaborative learning](https://reader035.vdocuments.mx/reader035/viewer/2022070301/5466d72daf795965358b4f2f/html5/thumbnails/12.jpg)
tools
![Page 13: Creating a culture of collaborative learning](https://reader035.vdocuments.mx/reader035/viewer/2022070301/5466d72daf795965358b4f2f/html5/thumbnails/13.jpg)
tools
BrainstormingWhat Idea Generation
Why Collaboratively generate a large volume of ideas in a short time, free of criticism and judgement.
When discover, develop•Develop a list of possible causes to a problem•Develop a list of possible solutions to a problem
How • Brainstorming Worksheet
Tips • Nominate a recorder• Quantity is key• Half hour at most• Sprints (2 minutes)
• No criticism• Encourage all• Manage dominance
![Page 14: Creating a culture of collaborative learning](https://reader035.vdocuments.mx/reader035/viewer/2022070301/5466d72daf795965358b4f2f/html5/thumbnails/14.jpg)
tools
5 Ws & HWhat Data Gathering
Why Collect information on the context of a situation to assist thinking and decisions.
When discover, define, develop, deduce•Generate data gathering questions•Generate idea provoking questions•Generate criteria for evaluating options •Develop a list of possible solutions to a problem
How • Who? What? Where? When? Why? How?
Tips • Divergent and Convergent use
![Page 15: Creating a culture of collaborative learning](https://reader035.vdocuments.mx/reader035/viewer/2022070301/5466d72daf795965358b4f2f/html5/thumbnails/15.jpg)
tools
Assumption BustingWhat Breaking Patterns
Why Understanding the assumptions you are making and misconceptions you may have and testing them.
When discover, develop•Identify perceptions around problem discovery•Uncover bias in solution development•Identify assumptions around problem definition•Discover assumptions around solution selection
How • Assumption Busting Worksheet
Tips • You will discover more assumptions• Get an external perspective
![Page 16: Creating a culture of collaborative learning](https://reader035.vdocuments.mx/reader035/viewer/2022070301/5466d72daf795965358b4f2f/html5/thumbnails/16.jpg)
Creative Problem Solving
DELIVERY
![Page 17: Creating a culture of collaborative learning](https://reader035.vdocuments.mx/reader035/viewer/2022070301/5466d72daf795965358b4f2f/html5/thumbnails/17.jpg)
progression
L Problem Solving 101 (L)•d6 model•Simple tools
P Problem Solving Practitioner (P)•Complicated tools
OProblem Solving Facilitator (O)•Complex tools•Facilitation
Introduction•Model overview•15 minute presentation/eLearning modulei
![Page 18: Creating a culture of collaborative learning](https://reader035.vdocuments.mx/reader035/viewer/2022070301/5466d72daf795965358b4f2f/html5/thumbnails/18.jpg)
Creative Problem solving
![Page 19: Creating a culture of collaborative learning](https://reader035.vdocuments.mx/reader035/viewer/2022070301/5466d72daf795965358b4f2f/html5/thumbnails/19.jpg)
COPORATE INTRANET
![Page 20: Creating a culture of collaborative learning](https://reader035.vdocuments.mx/reader035/viewer/2022070301/5466d72daf795965358b4f2f/html5/thumbnails/20.jpg)
Search doesn’t workSearch doesn’t workDifficult to find thingsDifficult to find things
Too many linksToo many links
Needed information Needed information not herenot here
![Page 21: Creating a culture of collaborative learning](https://reader035.vdocuments.mx/reader035/viewer/2022070301/5466d72daf795965358b4f2f/html5/thumbnails/21.jpg)
![Page 22: Creating a culture of collaborative learning](https://reader035.vdocuments.mx/reader035/viewer/2022070301/5466d72daf795965358b4f2f/html5/thumbnails/22.jpg)
Workspace
Workspace
ToolboxToolboxNetwor
kNetwor
k
SupportSupport
WorkspaceA space for teams to work collaboratively. Structured by the organisation hierarchy.
NetworkA space for staff to share information and knowledge about their capability. These may be local or global networks.
SupportA space for staff to access the corporate services provided by the organisation to support them in their work.
ToolboxA space for reference material and various libraries that staff require to do their work.
![Page 23: Creating a culture of collaborative learning](https://reader035.vdocuments.mx/reader035/viewer/2022070301/5466d72daf795965358b4f2f/html5/thumbnails/23.jpg)
![Page 24: Creating a culture of collaborative learning](https://reader035.vdocuments.mx/reader035/viewer/2022070301/5466d72daf795965358b4f2f/html5/thumbnails/24.jpg)
![Page 25: Creating a culture of collaborative learning](https://reader035.vdocuments.mx/reader035/viewer/2022070301/5466d72daf795965358b4f2f/html5/thumbnails/25.jpg)
![Page 26: Creating a culture of collaborative learning](https://reader035.vdocuments.mx/reader035/viewer/2022070301/5466d72daf795965358b4f2f/html5/thumbnails/26.jpg)
ORGANISATIONAL LEARNING
![Page 27: Creating a culture of collaborative learning](https://reader035.vdocuments.mx/reader035/viewer/2022070301/5466d72daf795965358b4f2f/html5/thumbnails/27.jpg)
QUESTIONS
![Page 28: Creating a culture of collaborative learning](https://reader035.vdocuments.mx/reader035/viewer/2022070301/5466d72daf795965358b4f2f/html5/thumbnails/28.jpg)
thanks
Cory BanksExecutive Knowledge & Business Systems
Professional Associate – Knowledge ManagementOperations & CapabilityParsons Brinckerhoff
www.pb.com.au / www.pbworld.com
Email: [email protected]
Profile: http://www.linkedin.com/in/corza
Twitter: @corza
Blog: http://corzandeffect.wordpress.com/
Slides: http://www.slideshare.net/corza