Chart Your Way to Learning
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Chart Your Way to Learning

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Learning charters demonstrate commitment: they are a touchstone against which provision and practice can be tested and a waymark with which to guide, monitor, and evaluate progress.

Learning charters demonstrate commitment: they are a touchstone against which provision and practice can be tested and a waymark with which to guide, monitor, and evaluate progress.

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  • 1. Chart Your Way to Learning Olivier Serrat 2013 The views expressed in this presentation are the views of the author/s and do not necessarily reflect the views or policies of the Asian Development Bank, or its Board of Governors, or the governments they represent. ADB does not guarantee the accuracy of the data included in this presentation and accepts no responsibility for any consequence of their use. The countries listed in this presentation do not imply any view on ADB's part as to sovereignty or independent status or necessarily conform to ADB's terminology.
  • 2. A Declaration on Learning The 13 members of the Learning Declaration Group hold that: • Learning reinforces the informed, conscious, and discriminating choices that underpin democracy. • Learning is the only source of sustainable development. • Learning to learn is the most fundamental learning of all. • Learning is the key to developing your identity and your potential. • Society, and the communities of which it is comprised, survives, adapts, and thrives through developing and sharing learning. • Regular and rigorous use of learning processes increases everyone's capacity to contribute to the success of organizations by challenging, reshaping, and meeting its goals. • Learning expands the horizons of who we are and what we can become.
  • 3. Envisioning Change Often, strategic reversals in organizational change are failures of execution. Poor communications explain much. That is because the real power of what vision underpins proposed change can only be unleashed if institutional commitment is verbalized to frame a desirable future; share core beliefs, common values, and understandings; and help motivate and coordinate the actions that drive transformation. Effective visions cannot be imposed on people: they must be set in motion by way of persuasion. The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it.— Michelangelo
  • 4. Communicating for Change A clear, concise statement of the direction of an organization is a useful tool with which to stimulate enthusiasm. A charter is a written instrument given as evidence of agreement. It can also be a document setting forth the aims and principles of a united group to inform stakeholders in an endeavor and serve as a reference of authority for the future. I believe that we learn by practice. Whether it means to learn to dance by practicing dancing or to learn to live by practicing living, the principles are the same. In each, it is the performance of a dedicated precise set of acts, physical or intellectual, from which comes shape of achievement, a sense of one's being, a satisfaction of spirit. One becomes, in some area, an athlete of God. Practice means to perform, over and over again in the face of all obstacles, some act of vision, of faith, of desire. Practice is a means of inviting the perfection desired.—Martha Graham
  • 5. Drawing Learning Charters Learning charters are usually associated with schools. In 2009, a publication of the Asian Development Bank examined what that organization might say, to what purpose and associated results, and through what commitments to corporate and individual actions, if it were to make a statement of intent Tohne le leaarnrniningg f ocrh cahrtaenrg teh aint AthDeB d.ocument proposed for adoption was not prescriptive, nor was it exhaustive. But it was assuredly specific, measurable, achievable, realistic, and timely. We now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn.—Peter Drucker
  • 6. Drawing Learning Charters The drawing of learning charters is a fascinating exercise: specifically, how can policy makers; leaders in organizations; teachers, trainers, and developers; and individual learners maximize the learning ability of people by encouraging and supporting individual and collective learning that enables society, organizations, and individuals to change and adapt more effectively? Anyone who stops learning is old, whether twenty or eighty. Anyone who keeps learning stays young. The greatest thing you can do is keep your mind young.—Mark Twain
  • 7. A Learning Charter for ADB Statement of Intent • ADB embraces the concepts of the learning organization to work better with its developing member countries and cultivate the talent of its staff members. Purpose and Results • To take concrete actions to transform ADB into a learning organization in its policies, strategies, programs, and projects, as well as the business processes and partnerships associated with these, to meet the challenges of the time. • To support lifelong learning and development by staff members to ensure that ADB is able to attract, retain, and develop the talent it needs in support of its mission.
  • 8. A Learning Charter for ADB Commitments to Corporate Action • Hold a regular caucus on learning. • Clarify, simplify, and drive governance for human resources management, including learning and development. • Make clear the roles and responsibilities for learning and development so that there is clear accountability for results. • Develop learning and development plans in every department and office, and track and evaluate results. • Establish a minimum annual commitment of funds or time for learning for employees.
  • 9. A Learning Charter for ADB Commitments to Individual Action • Be open to different ideas and ways of doing things. • Build (and model) an environment where discussion, debate, and questioning are encouraged. • Look out for good practices and capture and share them as appropriate. • Investigate and master tools, methods, and approaches that might enrich team discussions. • Seek regular inputs from clients, and benchmark the services provided against the best in ADB and comparable aid agencies. • Hold regular team meetings to examine what could be done differently, capture lessons learned, and share lessons with others. • Participate in communities of practice and other value networks, and encourage staff members to do the same. • Volunteer to coach and mentor younger or new staff members, and build requisite skills continuously.
  • 10. Ask, Learn, Share What We Do Ask Learn Share Every Single One of Us I ask questions. Inquiring minds are welcome here. I contextualize learning to make it real. I share personal details, roles, and skills. Working in Teams We check first to see what already exists. We connect and take opportunities to learn. We share experience, evidence, and feedback. As a Community We question accepted wisdom. We review lessons as we go and apply our learning. We share achievements, outcomes, and pride.
  • 11. Further Reading • ADB. 2009. Learning for Change in ADB. Manila. Available: www.adb.org/publications/learning-change-adb • ADB. 2009. Drawing Learning Charters. Manila. Available: www.adb.org/publications/drawing-learning-charters • ADB. 2010. Seeding Knowledge Solutions Before, During, and After. Manila. Available: www.adb.org/publications/seeding-knowledge- solutions-during-and-after • ADB. 2012. On Knowledge Behaviors. Manila. Available: www.adb.org/publications/knowledge-behaviors • Ian Cunningham. 2006. A Declaration on Learning: How Do You Respond? Development and Learning in Organizations. Vol. 20, No. 6: 18–23.
  • 12. Olivier Serrat Principal Knowledge Management Specialist Regional and Sustainable Development Department Asian Development Bank knowledge@adb.org www.adb.org/knowledge-management www.facebook.com/adbknowledgesolutions www.scribd.com/knowledge_solutions www.twitter.com/adbknowledge