Genesis Group China - Leadership development keynote 2013

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This is a presentation that I have just made at four large HR forums in Beijing, Shanghai, Nanjing and Guangshou in China. As you can see on the slides it was all translated into Mandarin as the audience of 300 were all Chinese speakers. What a wonderfully rich cultural experience!

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Genesis Group China - Leadership development keynote 2013

  1. 1. 通过体验式学习来获得领导力Leadership development through Experiential Learning Genesis Consultants - China Chris Jansen – University of Canterbury 坎特伯雷大学 克里斯·詹森
  2. 2. www.ideacreation.org 2
  3. 3. www.ideacreation.org 3
  4. 4. Chris Jansen 4
  5. 5. Overview综述• Why do we need to rethinkhow we develop leaders?• What key leadership lessonsare important?• How can experientiallearning (EL) address these?• What could an EL basedleadership and organisationaldevelopment programme looklike?
  6. 6. Information overload 信息过载 Speed 速度 Complexity 复杂 Interconnectedness of systems 互联系统 Uncertainty 不确定性 Ambiguity 含糊 Dissolving of traditional organisational boundaries 传统组织的边界消失 Exponential rate of change 指数级的变化 Disruptive technologies Opportunities 机会 破坏性的技术 Paradox 悖论Generational values and expectations 世代价值观和预期 Unintended consequences 意外后果 Lack of Control 失控 Increased globalization 全球化增强 www.ideacreation.org 3
  7. 7. change is changing….. 变化中的变化 The greatest challenge for future leaders is the pace of change and the complexity of the challenges faced….对于未来领导们的最大挑战,正是变化的节奏,以及将要面对 复杂的挑战 ….‖perpetual white-water‖… www.ideacreation.org 4
  8. 8. ―Our organisations are not equipped to cope with this complexity…‖ (IBM study – 1500 CEO’s) 我们的组织并没有预备着去应对复杂事务 www.ideacreation.org 5
  9. 9. www.ideacreation.org 9
  10. 10. www.ideacreation.org 10
  11. 11. 领导力培养的未来趋势
  12. 12. Future leadership development processes. 未来领导力发展的过程• More focus on vertical development 关注纵向发展• Transfer of greater development ownership to theindividual 更大的发展权利转移到个人身上• Greater focus on collective rather than individualleadership 更关注集体而胜于个人领导力• Much greater focus on innovation in leadershipdevelopment methods. 关注领导力发展模式的创新
  13. 13. Developing Chinese Leaders in the 21st Century 21世纪的中国领袖发展―Lessons of experiences – China research project: 2007-2009‖―经验中的学习”- 中国研究项目:2007-2009Based on interviews with 55 top-level executives from 6 China basedcompanies (state controlled and private)建立在与55位中国6家最高层高管的访谈上Identified 发现:• Events – key drivers of leadership development, experiences thatdrive learning and change·事件-领导力发展、体验的关键驱动力推动着学习和改变• Lessons - represent a shift in attitudes, values, knowledge,behaviour or skill level – due to the key developmental events•学习—基于关键启发式事件,在态度、价值观、知识、行为或技能等级表现出转变
  14. 14. 挑战性的任务逆境个人事件发展性的关系
  15. 15. 领导组织领导自我 领导他人
  16. 16. Kolb’s Experiential Learning Cycle 科尔布体验学习圈Experiencing Processing体验 处理 GeneralisingApplying 应用 概括
  17. 17. Kolb’s Experiential Learning Cycle 科尔布体验学习圈 经验 反思How do we design experiences and reflection to allow this cycle to generate learning?我们如何设计体验和反思,去让这个学习圈产生学习效应?
  18. 18. Features:What?• emotionally engagingexperience 情绪性的吸引人的经验Who?• groups and individual 团队和个人Where?• real life experiences or真实生活经验, 或者• simulations and activities模拟以及活动• indoors or outdoors户外或者室内
  19. 19. Features特点; • Group (group facilitation, self reflecting team etc) 团队(团队引导,团队 自我反思) • Individual (conversations with反思 coaches, journals, online forums etc) 个人(谈话和训练、旅 行、在线论坛等等)
  20. 20. Win as much as you can 赢得最多
  21. 21. Experiential Modalities RECREATION EDUCATION DEVELOPMENT THERAPY 娱乐 教育 发展 治疗法PRIMARY OBJECTIVES 主要目的fun learning skills leadership growth /change innew experiences learning info self confidence Thinkingstress relief qualifications facing fears Feelingbuzz/challenge employment communication Behaviour trust InsightFACILITATION SKILLS REQUIRED 所需引导技巧activity skills teaching skills facilitation skills counselling skillsinstructional skills progressions processing skills self awarenessrisk management learning theories group dynamics psychologyorganisational assessment conflict resolution emotional safety
  22. 22. The key to powerful experientiallearning is intentional facilitation 效果强大的体验式学习的关键 是有目的的引导
  23. 23. Facilitation Steps 引导步骤1. Set up group experience 创建经验2. Observe the group dynamics and behaviour 观察小组的互动和行为3. Select a topic to explore 选择一个话题去探讨4. Explore following a sequence of questions 探讨下列问题 • What? (What did you experience) 什么? • So what? (How did you feel? What were you thinking? etc 所以什 么? • Now what? (What can you change?) 现在能做什么?
  24. 24. Facilitation Focus Topics 引导应关注的话题Checklist of group characteristics and team competencies• Leadership / initiative / innovation 领导/动议/创新• Mutual Respect / emotional safety / encouragement and support 相互尊重/情 绪安全/鼓励和支持/• Listening and contributing ideas / communication 倾听和建议/沟通• Helping each other / Cooperation 互助/合作• Decision making / planning / leadership /决策/计划/领导力• Coping with frustration 面对挫折• Trusting the group 信任团队
  25. 25. Offsite programme Workplace Issues identified in workplace So What? what? Transfer of insights and behaviour?Experience Now what?
  26. 26. Using metaphors to link to work scenario 利用比喻连接到工作情景1) Ask linking questions during and after the experience 询问一些连接性问题• What similar dynamics happen in your workplace? 在你的工作场合有没有类似事 情发生?• How was the role you choose similar to work? 在工作中你的角色有多少相似性?• How was your thinking similar? 你自己的想 法有多少相似性?2) Create a metaphor that renames the activity in the language of the workplace 利用工作场所的语言来重新诠释
  27. 27. The Zenger-Folkman Leadership Tent CHARACTER 28
  28. 28. The Leadership Circle 360 Assessment tool – individual profile based on peer feedback
  29. 29. Leadership Learning Programme - sampleWorkplace Workplace Offsite programme Workplace Select Set Participate Reflection Apply theseparticipants individual in based on behavioural and develop- experiential individual changes in undertake mental programme goals the leadership goals with peers workplace profile ELC
  30. 30. Leadership Learning Programme - sampleInitial training Series of experiences Action Learning groups –session to allowing for rotated peer feedback on goals andintroduce leadership roles and projects, initially facilitatedleadership feedback and progressively more selfframework managing ELC ELC ELC ELC ELC 360 profile tool, Final prototyping developmental event - participants goals and ongoing present projects and coaching reflect on goals and learning process

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