transnet alp
TRANSCRIPT
Objectives & Outcomes
• High level insights into the principles of adult learning and your own preferences
• High level understanding of action learning and other learning components of the PME
• Understand the BIP, its deliverables and time lines
• Provide some thought starters around processes and thinking
The Range of Influences on Learning
Learning and Development
Recognition of Need
Past Experience of Learning Awareness of the
Learning Process
Rewards and Punishment
Blockages to Learning
Personal Learning Style
Learning Skills
Impact of Manager, Colleagues, Subordinates
Impact of Trainer or Facilitator
Methods of Learning
Culture/Climate
Job Content
Range of Opportunities
Impact of Shocks/Mistakes
Learning as a Continuous Process
(Kolb; Honey; Mumford)
Stage 1 Having an experience
Stage 3 Concluding
from the experience
Stage 2 Reviewing the
experience
Stage 4 Planning the next
steps
Ways of Distorting the Learning Cycle
• The four stages- experiencing, reviewing, concluding and planning are mutually supportive.
• People are rarely equally comfortable in each stage• Most people develop preferences
- Experiencing – activities; constantly on the go; assumption that having
experiences is synonymous with learning from them
- Reviewing – postpone reaching conclusions whilst more information is
gathered
- Concluding – keen to reach an answer quickly; tendency to jump to
conclusions
- Planning – tendency to go for ‘quick fixes’ by over emphasizing the
planning, to the detriment of reviewing and concluding
Kolb’s Learning Style Indicator
Intuitive Experience ACTIVIST REFLECTOR
Active Reflective Experimentation Observation
PRAGMATIST THEORIST
Rational Analytical
Learning Preferences
Activists Reflectors
* Action Learning * E-learning* Business game solutions * Learning reviews* Discussion in small groups * Listening to lectures/ presentations* Job rotation * Observing role-plays* Outdoor activities * Reading* Role playing * Self-study/ self-directed learning* Training others
Theorists Pragmatists* Analytical reviewing * Action learning* Exercise with a right answer * Discuss organizational work problems* Listening to lectures * Discussion in small groups* Self-study/ self-directed learning * Group work with tasks* Solo exercises * Problem solving workshops* Watching talking-head videos * Project work
PME: ProcessPME: Process
• Sessions with business leaders
• Panel discussions
• Site visits
• Lectures, discussions, debates
• Networking opportunities
• Cultural experiences
• Daily reflection and application sessions
• Exchanges with faculty
PROCESS
Seven Levels of Learning
• What am I learning about the external environment;
• What am I learning about my organization and its
challenges;
• What am I learning about my team’s effectiveness;
• What am I learning about myself as an effective
manager;
• What am I learning about how I learn;
• What am I learning that I can apply after this
programme; and
• Who else needs to know about this learning and with
whom do I share this learning.
• Review and Preview Sessions
• Learning Logs
• Business Driven Action Learning (BDAL)
What is Business Driven Action Learning?
• Some definitions:• “the social exchange in which managers learn
with and from one another during diagnosis and treatment of real problems.” (Reg Revans)
• “The process of developing employees on hard (e.g.,marketing, financing) and soft (e.g., vision, leadership, values) skills by having them work with others on real organisational challenges and reflecting on their decision-making and experiences throughout”
Y Boshyk – Global Executive Learning
Who’s Doing ItWho’s Doing It
Currently EDA survey 2006 – top ranked learning methodglobally
Historically (a selection)GE Deutshe PostABB MotorolaNatwest (UK) IBMDu Pont BoeingSAB Miller SamsungJohnson & Johnson Irish Government
Why Do It ?Why Do It ?
• Significant business benefits.• Leverages learning & change.• Leads to change in personal behaviour.• Integrates with team approach & enhances
networks.• Return on investment for individual &
organisation• Integral to customisation
Double Loop
Learning
BUSINESS CHALLENGEBUSINESS CHALLENGE
Challenges created – real,
significant,
strategic, stimulatingDelegates work in syndicates Coaches and internal subject matter
experts advise syndicates on
challenges supported by high level
guidance from sponsors.Presentation of proposed business
solutionsImplementation of proposals if
approved
Challenges created – real,
significant,
strategic, stimulatingDelegates work in syndicates Coaches and internal subject matter
experts advise syndicates on
challenges supported by high level
guidance from sponsors.Presentation of proposed business
solutionsImplementation of proposals if
approved
PERSONAL DEVELOPMENT PLANPERSONAL DEVELOPMENT PLAN
Using the information and goals
already developed in their PDP
groups, delegates would have the
opportunity to practice and implement
planned behaviour changes and get
feedback.Syndicates encourage learning and
thus behaviour change as they
tackle the BIP.
Using the information and goals
already developed in their PDP
groups, delegates would have the
opportunity to practice and implement
planned behaviour changes and get
feedback.Syndicates encourage learning and
thus behaviour change as they
tackle the BIP.
How It WorksHow It Works
ACTION LEARNING
PROBLEM(S)
COACH
LEARNING ACTION
QUESTIONS
GROUP
Marquandt
Stages of Action Learning
• Formation of group
• Determination of issue or opportunity by syndicate group
• Reframing the problem
• Determining the goal
• Developing action strategies
• Taking action
• Capture learnings
Effective Action Learning Groups
• Leadership
• Shared commitment to solving the challenge
• Clear, common purpose
• Willingness to work with others to develop strategies
• Courage to question others
• Clear and accepted norms
• Courage / risk
• Respect and support
• Willingness to learn and to help others to learn
• Cohesiveness and trust
• Effective use of coach / sponsor / self correction
PACE and STAMINA
PME: BIP: Activities & Deliverables
This Week
(1) Consider & select a BIP
• Business• Strategically significant to Company• Capable of being implemented and measured• Could be an existing challenge or new opportunity• Have a potential senior management sponsor who
would be interested in the outcome and prepared and able to implement
• Personal/ Syndicate• Could be something you don’t know anything about• Should be interesting, challenging for the syndicate
(2) Consider and select a potential sponsor(s)
(3) Develop a team charter(4) Prepare and present a Project
Proposal
PME: BIP: High Level Activities & Deliverables
This Week
Deliverables
Your Support System
• Yourselves
• Sponsors
• Stakeholders
• BIP Coach
Some Process Starters:
• Create a team charter:o Agree groundruleso Clarify roleso Agree decision making processes
• Share personal development plans• Understand individual expectations &
objectives• Use your project management skills tool box• Understand team dynamics – forming,
storming, norming, performing• Don’t problem solve too quickly• Have fun • The business of paradigms
Introduction to the Action Learning Project
Jonathan Cook
Gordon Institute of Business Science
Agenda• Introduction to ALP• Objectives of the ALP• Suggested approach • Evaluation criteria for the final report• Role of the GIBS mentor• Report layout and structure• Submission of the final report• Report timetable• Evaluation Criteria Template
Introduction
• Syndicate based project• Serves as a culmination of learning• Multi-disciplinary in nature• Focus on a specific opportunity or problem
Objectives of the ALP• To demonstrate the ability to investigate a specific problem or opportunity
• To identify possible alternative solutions
• To present an evaluation of the alternative solutions
• To recommend an action plan for implementation of the recommended solution
• To demonstrate the ability to present a professional management report
• To demonstrate the ability to work as an effective team and to manage team dynamics
• To demonstrate the ability to integrate a wide range of lessons from the PMD as a whole
Examples of previous ALPs (PMD 2007)
• Flexible bond repayments in the mortgage space at Standard Bank Home Loans
• Market acceptance of Sappi recycled paper• The impact of the new National Credit Act (NCA) on the profits of the Motor
Finance Corporation (MFC)• Creating more brand awareness and exposure for Guntram Jussel• Improving profitability and sales at Imperial Toyota, Wadeville• Minimising the inconsistent levels of productivity at Securities & Trading
Technology (STT)• Food 4 Life: Tapping the fortune at the bottom of the insurance pyramid• Billing processes within national key accounts of ADT Security (Pty) Ltd• Harnessing diversity to support orphaned and vulnerable children in South
Africa• Attracting and retaining black females at Tiger Brands Ltd.
Suggested approach to submission
• Adopt a Project Management Approach
• Concept phase• Planning phase • Execution phase• Closure phase
• Records should be kept of meetings – review of what you have learned from project
Suggested Approach continues..
– Pay attention to team dynamics issues– Maximise skills, experience & knowledge of
team members– Appoint contact person– Choose topic from one organisation
represented in syndicate– Once approved topic cannot be changed
Evaluation criteria for the final report
In three parts• Practical value to the organisation• Methodology • Report presentation
Each stage of the process subject to penalties
Syndicate assignment – everyone must participate
No interim mark will be assigned during process
Role of the GIBS mentor
• To provide ongoing advice and guidance throughout the process
• Will be assigned once the syndicate group has decided on an ALP topic• An initial meeting with the syndicate• An interim meeting• A final meeting
Syndicate responsible for
setting up meetings
Report layout and structure
• Title page, Table of Contents• Executive summary • Introduction • Research methodology • Alternative solutions • Recommendations
and action plan • Appendices • Reference list• Each delegate to submit a page of learning that took
place (appendix to report)
Submission of the final report
Submitted in printed form• Use of table of contents and page numbering to assist in
navigation through the document• Use of paragraph numbering and headings• Use of appropriate business language, grammar and
spelling• Use of graphics and illustrations as appropriate• The report should be submitted in black text on white
paper.• The report should be presented professionally, e.g. spiral
binding – front and back cover
Report timetable
• Draft/ proposed topic title and description
• Monday, 14 April 2008
• First draft report • Friday, 4 July 2008
• Final report• Monday, 1 December 2008
Report Evaluation Criteria: % % Remarks / comments
- Problem or opportunity: identification and motivation
10
- Depth of investigation & research (Suitability of methodology related to research objectives)
15
- Alternative solutions identified and evaluated
20
- Business case for chosen solution 10
- Action plan for implementation 10
- The use of recent & relevant literature as well as PMD course material
15
- Documentation of learning about the team process (page each from each delegate added as appendix to final report)
10
- Structure, presentation and flow of report (as per briefing document)
10
TOTAL 100%