Phil AspdenDirector: eGenius

The Learning Curve?

RealY

x

Solitary

A slog!

Single activity

Passive

Abstract

Edgar Dale Cone of Experience

Abstract Concrete

Ken Blanchard – Situational Leadership[adapted]

Commitment – motivation and confidence

Competence – knowledge and skills

Competence

Commitment

CommitmentCompetence

CommitmentCompetence

Co

mm

itmen

t

Stages

Low

Hig

h

X-Axis

Stage 1Directing

Stage 2Coaching

Stage 3Supporting

Stage 4Delegating

Commitment[Motivation + confidence]

Competence[Knowledge

+ skills]

Low

High

Unconscious incompetence

Conscious incompetence

Conscious Competence

Unconscious Competence

10/28/2008Adapted from Situational Leadership ii by Ken Blanchard

Development Stages

10% formal

10% formal

20% significant

person

70% on the

job

Only digital immigrants talk

about ‘technology’

Technology can help us with this process, making it:• Easier• More possible/ more frequent [overcoming time/

space barriers]• More engaging – using rich media and resources• More effective and efficient

Technology should not be a tool that allows us [managers] to abdicate responsibility and avoid any meaningful contact with our staff

Manager 2.0The ‘social’ manager

4 Qualities

•Awareness: - presence and sensitivity•Flexibility: - styles & behaviours to fit the situation•Clarity: - effective contracting•Authenticity: - saying what you mean and meaning what you say & being in the here and now.

Directing• Tell me what to do• Tell me the steps I need to take• Give me the information I need• Don’t assume I know nothing

but don’t assume I know• Be explicit

InductionOnboardingOrientation

Building key relationships

DirectingInforming

Applying

Reviewing

Interpreting[localising]

E Learning generic localVideo seminarsWebinarsVirtual realitySimulation

tell

do

Feedback

Coaching• Agree what needs to be done

[set expectations & get buy in]• Agree needs [training/

experience/ resources]• Give feedback – lots of it• Get feedback

Performance managementRelationship buildingLearning [on and offline]

Coaching• Review – progress not actions • Expectations• Needs• Observations - feedback

‘Intelligent’ performance management systems – not just a trackernot just appraisalUse multiple channels to coach. Rewards - badges

Supporting [less directive coaching]• Experimentation• Research – self guided

learning• Risk taking [supported]• Directive and positive

feedback• Explicit – avoid assumptions• Ask lots of questions and

prompt lots of questions

Simulation – AR/VRGamificationInformation/ learningSmall chunk learningAction learningSolutions circles

L= (P,Q)Learning Programmed

knowledgeQuestions

“… responsible action is, in itself, an effective learning process.”

My father was a college professor and a pedant to the bone. Every exchange contained a lesson like the pit in a cherry. To this day the Socratic method makes me want to bite someone.

We are all completely beside ourselves. Karen Joy Fowler

Delegating• Review progress• Agree responsibilities• Support with access to

resources• Observation and joint

reflections• Recognition and reward

Performance managementAccess information – learning/ developmentTake responsibility for improvements

4 Qualities

•Awareness: - presence and sensitivity•Flexibility: - styles & behaviours to fit the situation•Clarity: - effective contracting•Authenticity: - saying what you mean and meaning what you say & being in the here and now.

DirectingCoachingSupportingDelegating

CuratingFrom the Latin Cura meaning ‘to care’