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Barry Sampson, Onlignment, Conquering the Change Challenge with Technology
Barry Sampson, Onlignment, Conquering the Change Challenge with Technology
Barry Sampson, Onlignment, Conquering the Change Challenge with Technology
Barry Sampson, Onlignment, Conquering the Change Challenge with Technology
Barry Sampson, Onlignment, Conquering the Change Challenge with Technology
Barry Sampson, Onlignment, Conquering the Change Challenge with Technology
Barry Sampson, Onlignment, Conquering the Change Challenge with Technology
Barry Sampson, Onlignment, Conquering the Change Challenge with Technology
Barry Sampson, Onlignment, Conquering the Change Challenge with Technology
Barry Sampson, Onlignment, Conquering the Change Challenge with Technology
Barry Sampson, Onlignment, Conquering the Change Challenge with Technology
Barry Sampson, Onlignment, Conquering the Change Challenge with Technology
Barry Sampson, Onlignment, Conquering the Change Challenge with Technology
Barry Sampson, Onlignment, Conquering the Change Challenge with Technology
Barry Sampson, Onlignment, Conquering the Change Challenge with Technology
Barry Sampson, Onlignment, Conquering the Change Challenge with Technology
Barry Sampson, Onlignment, Conquering the Change Challenge with Technology
Barry Sampson, Onlignment, Conquering the Change Challenge with Technology
Barry Sampson, Onlignment, Conquering the Change Challenge with Technology
Barry Sampson, Onlignment, Conquering the Change Challenge with Technology
Barry Sampson, Onlignment, Conquering the Change Challenge with Technology
Barry Sampson, Onlignment, Conquering the Change Challenge with Technology
Barry Sampson, Onlignment, Conquering the Change Challenge with Technology
Barry Sampson, Onlignment, Conquering the Change Challenge with Technology
Barry Sampson, Onlignment, Conquering the Change Challenge with Technology
Barry Sampson, Onlignment, Conquering the Change Challenge with Technology
Barry Sampson, Onlignment, Conquering the Change Challenge with Technology
Barry Sampson, Onlignment, Conquering the Change Challenge with Technology
Barry Sampson, Onlignment, Conquering the Change Challenge with Technology
Barry Sampson, Onlignment, Conquering the Change Challenge with Technology
Barry Sampson, Onlignment, Conquering the Change Challenge with Technology
Barry Sampson, Onlignment, Conquering the Change Challenge with Technology
Barry Sampson, Onlignment, Conquering the Change Challenge with Technology
Barry Sampson, Onlignment, Conquering the Change Challenge with Technology
Barry Sampson, Onlignment, Conquering the Change Challenge with Technology
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Barry Sampson, Onlignment, Conquering the Change Challenge with Technology

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Barry Sampson puts forward a number of big ideas about managing change and introducing technology supported learning by sharing real world examples from a wide range of organisations.

Barry Sampson puts forward a number of big ideas about managing change and introducing technology supported learning by sharing real world examples from a wide range of organisations.

Published in: Technology
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Transcript

  • 1. TAKING CHARGE OF CHANGE Barry Sampson London 3 rd October 2012
  • 2. To change is difficult.Not to change is fatal. - Anon
  • 3. PANEL OF EXPERTSSteve Coe - Alliance BootsCat Oxley - Great Ormond Street HospitalNiall Gavin - First GroupRita Chaudhari - Open UniversityLaura Frey - Cancer Research UKMike Booth - Cable and Wireless
  • 4. Opportunity is missed by most people because it is dressed inoveralls and looks like work. - Thomas Edison
  • 5. I WOULD LIKE YOU TO…Commit to doing something…Share what you learn today
  • 6. Changing people’s attitudes isincredibly hard, but changing Grouped: Howtheir behavior is easier. s m a l l g ro u ps o f f r i e n d s a re t h eStarting with small requests key to i nf l u e n c e on the social webfor behavioral change often - Pa u l A d a m seventually leads to attitudinalchange.
  • 7. OWNERSHIP
  • 8. WORK WITH L&D? 14%52% Would recommend working with L&D 34% Promoters Passives Detractors 2011 Corporate Leadership Council: L&D Team Capabilities Survey
  • 9. IMPACT OF L&D 24% See L&D as critical to achieving business outcomes76% Agree or strongly agree Disagree or strongly disagree 2011 Corporate Leadership Council: L&D Team Capabilities Survey
  • 10. OWNERSHIPPartnership Equal Involved AlignedBuild AlliancesInfluence
  • 11. OWNERSHIPPartnershipBuild AlliancesInfluence
  • 12. LEARNING OR TRAINING?
  • 13. FORMAL OR INFORMAL90%80%70%60%50% Formal40% Informal30%20%10%0% How do people learn?
  • 14. FORMAL OR INFORMAL90%80%70%60%50% Formal40% Informal30%20%10%0% How do people learn? Where does the money go?
  • 15. TRAINING IS NOT A DIRTY WORD
  • 16. TOO IMPORTANT TO LEAVE TO CHANCE
  • 17. ENTER THE CURATOR
  • 18. CONTEXT BEATS CONTENT
  • 19. CONTEXT BEATS CONTENT The Guardian: Points Of View - The Boase Massimi Pollitt Partnership
  • 20. DOING BEATS KNOWING
  • 21. RESOURCES BEAT COURSES
  • 22. CLOSE TO THE WORK
  • 23. LEARNER INVOLVEMENT
  • 24. THE DOG FOOD CHALLENGE
  • 25. GETTING LEARNERS INVOLVED
  • 26. USER GENERATED CONTENT
  • 27. THELEARNING & TECHNOLOGY EXPERTS
  • 28. KNOW YOUR SUBJECT
  • 29. Don’t waste time aiming forthe next job up the promotionladder, because there’s a very ROB BROWNgood chance that the job (My old boss)you’ll be doing in twelvemonths time doesn’t existtoday.
  • 30. DON’T COPY. CREATE
  • 31. BEWARE OF THE BUBBLE
  • 32. IN SUMMARY
  • 33. Take ownership for Learning is too Content only has organisational important to leave value when the results to chance context is right Learners have Be the expert that more than one role the organisation to play needs If you want to change anything - you have to DO something
  • 34. THANK YOU http://onlignment.comhttp://twitter.com/barrysampson

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