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Leadership Development in a Learning 2.0 World

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Presentation at CSTD Calgary symposium May 2010

Presentation at CSTD Calgary symposium May 2010

Published in: Education, Business

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  • 1. Leadership Development in a Learning 2.0 World Learn as you work. Work as you learn. Tom Gram Senior Director Leadership and Business Solutions Nexient Learning
  • 2. Agenda • What are we talking about? • Leadership Development • Learning 2.0 • Using 2.0 for Leadership Development • Implementation and Sustainment • Summary • Q and A Page 1 | I0608
  • 3. What are we talking about? Leadership Development Processes, programs and activities provided by organizations to help the management team develop capability and improve skills Learning 2.0 Informal learning facilitated through the use of Web 2.0 technologies and user generated content Page 2 | I0608
  • 4. Leadership Development Today Do Nothing • Self development • Observe and adapt • Sink or swim • Emergent practices • Consultants • Personal growth Formal Training • Vendors • Feedback driven • Business schools • Conceptual understanding • Internal • Skill building Mentoring • Job assignment • Performance appraisal • Personal coaching • Mentor programs and Coaching • Assessment • OJT • Learning by doing Action Learning • Reflection • Facilitated Page 3 | I0608
  • 5. Competencies by Level Senior Conceptual/ Strategic Middle Human First Level Technical/ Functional Page 4 | I0608
  • 6. A Common Process Plan • Business needs • Competency development • Succession planning • Roadmaps • Organizational needs assessment Assess • Individualized gap analysis • Internal program design • Hybrid programs Buy/Build • Purchase vendor programs • Curriculum • Scheduling • Enrollment Implement • LMS • Registration • Satisfaction • Performance Evaluate • Learning • Results Page 5 | I0608
  • 7. Key Issues in Leadership Development • Relies on delivery of explicit knowledge vs. leveraging tacit knowledge emerging from experience • Separated from the context of actual work. Based on artificial experience vs. natural experience • Event based vs. continuous process • Mismatch to the dynamic and rapid pace of the work of the manager • Ignores power of new technologies to overcome these issues • Ignores that managers are really a network of individuals, not an organizational hierarchy Page 6 | I0608
  • 8. Improving Leadership Development • Incorporate the natural experience of the manager as essential component of the learning (social learning) • Provide access to insightful models, theories, principles and concepts to help make sense of experience • Continuous opportunities to reflect on experience in light on new conceptual understanding • Continuous opportunities to share and challenge competencies to expose alternate ways of behaving • Improved learning from organizational impact of new behaviours • Combine the above into a continuous process rather than series of events or structured curriculum Adapted from Mintzberg, Managers not MBA’s Page 7 | I0608
  • 9. A Leadership Development Process Experiences (from managers) Reflection insights Application Impacts and learning (individual/group) (on job) (on organization) Concepts (from resources) Adapted from Mintzberg, Managers not MBA’s Page 8 | I0608
  • 10. Your Reflection • Share Leadership Development practices in your organization • What are the implications for transforming leadership development? Page 9 | I0608
  • 11. Agenda • Common Ground: What are we talking about? • Leadership Development • Learning 2.0 • Using 2.0 for Leadership Development • Implementation and sustainment • Summary • Q and A Page 10 | I0608
  • 12. How did you learn to do your job? A. Company provided training B. On the job experience C. Interaction with co-workers D.Formal education Page 11 | I0608
  • 13. How did you learn to do your job? "The best learning happens in real life, with real problems and real people, and not in the classrooms." Page 12 | I0608
  • 14. Informal Learning @ Work Page 13 | I0608
  • 15. Informal Learning and Management Skill Proficiency Page 14 | I0608
  • 16. Page 15 | I0608
  • 17. Core Tenets of Informal Learning • Learning is social • Knowledge is constructed • Learning is contextual • No learning without action, No action with out learning • Learning is working, working is learning • More pull, less push Page 16 | I0608
  • 18. Technology and Informal learning CSCW Web 2.0 • Threaded Discussion • Social Networking • Chat • Blogs • Shared whiteboards • Micro-blogging • Video conferencing • Wiki’s • Collaborative workspaces • Video-sharing • Knowledge management • Social rating • Learning management systems • Social bookmarking • Web meetings • RSS Page 17 | I0608
  • 19. Web 2.0: Collective Intelligence Page 18 | I0608
  • 20. Learning 2.0 Learning 2.0 Using the collaboration, communication and user generated content features of Web 2.0 technologies to facilitate learning from work experience Page 19 | I0608
  • 21. How is Learning 2.0 is being used Formal Learning Wrapper • The Amazon model. Web 2.0 tools made available in conjunction with formal learning programs (e-learning or classroom) Embedded/Integrated • Collaborative and social learning activities are an integral part of a formal learning program Communities • Natural or defined communities that use informal learning in the course of doing their work Free-Form • Used by individuals based on personal preferences and on an ad- hoc basis Page 20 | I0608
  • 22. Project Next Page 21 | I0608
  • 23. Nexient Informal Learning Framework • Insert EEE Page 22 | I0608
  • 24. Informal Learning Assets at Nexient Page 23 | I0608
  • 25. Communities of Practice (CoP) Community of Practice A group of people who share a concern, a set of problems, or passion about a topic, and who deepen their knowledge and capability for action through interacting and collaborating with others in the community on an ongoing basis Domain Community Practice The professional field The people that The work of the of work and areas of participate in the community. Actions, problem solving and community and their knowledge innovation corresponding roles repositories, and (formal and informal) learning generated in the course of working Professional Management Managers Management Activity Page 24 | I0608
  • 26. Technology for Communities Requirements Applications Integrated Features • Facilitates and stores • Profiles rich conversations • Calendar • Encourages • Knowledgebase participation and • Polls collaboration through • Presence (who’s online) ease of use • Forums • Supports rapid • File sharing knowledge access. creation, sharing and • Wiki articles ranking • Chat • Promotes self • Blogs administration • Social bookmarking • Groups/subgroups Page 25 | I0608
  • 27. Integrating Learning and Work with CoP Page 26 | I0608
  • 28. Nexient – Social Media Explorers Community Page 27 | I0608
  • 29. Agenda • Common Ground: What are we talking about? • Leadership development • Learning 2.0 • Using 2.0 for Leadership Development • Implementation and sustainment • Summary • Q and A Page 28 | I0608
  • 30. Learning 2.0 and Leadership Development How can we use the collaborative and community features of web 2.0 to improve leadership development? Page 29 | I0608
  • 31. Learning 2.0 for Leadership Development Formal Learning Wrappers • Web 2.0 tools made available in conjunction with Leadership development programs (e-learning or classroom) Embedded/Integrated • Collaborative and social learning activities are built into leadership development program Communities • Naturally emerging or defined Management Communities that use informal learning in a web 2.0 environment in the course of doing their work Free-Form • Managers collaborate and communicate with each other using web 2.0 tools. Learning is an incidental byproduct Page 30 | I0608
  • 32. A Management Community of Practice CoP Page 31 | I0608
  • 33. Management CoP Content (Explicit Knowledge) • Learning assets seeded to jumpstart the community or to support learning initiatives Knowledge repository within the community. • Content supplied by the community • Informal content created and shared and modified by the community • Performance support tools to guide real time performance • Doing ----------- Learning Page 32 | I0608
  • 34. Facilitating the Community (Tacit Knowledge) Productive Inquiry • How do I do this? Community interaction • Has anyone else done this? • What can I do about this? • How do I avoid these mistakes? • What do the experts say? • Can I trust this advice? • Here's how I do it? • I tried that approach last week and this is what happened • Here’s what I suggest Page 33 | I0608
  • 35. Benefits of Management CoP For the business • Drive strategy • Faster problem solving • Quick diffusion of practices • Innovation from knowledge creation • Organizational knowledge For the community • Common language, methods, models • Knowledge transfer • Access to wider expertise • Share and build influence For the individual • Job skills and knowledge • Identity • Rapid and immediate knowledge source • Always on Page 34 | I0608
  • 36. Agenda • Common Ground: What are we talking about? • Leadership Development • Learning 2.0 • Using 2.0 for Leadership Development • Implementation and Sustainment • Summary • Q and A Page 35 | I0608
  • 37. Management CoP Design Roadmap Grow and Plan Design Prototype Launch Sustain Identify audience, Define activities, Pilot the Launch and Manage and purpose, goals and technology, seed community with a Market the monitor group vision for the content, group representative community to the activities to meet community processes and group to gain larger audience to organizational and roles that will commitment, test engage individual goals. support community assumptions, newcomers and Use knowledge goals refine the strategy deliver immediate created by the and establish a results community to success story inform new strategies and activities Page 36 | I0608
  • 38. Life Cycle for Members Page 37 | I0608
  • 39. Implementing Informal Learning Page 38 | I0608
  • 40. Summary • Current leadership and management development will continue to have limited impact • Natural experience, productive inquiry, and reflection on action are the key to improving leadership development • Web 2.0 technologies provide a powerful opportunity to build experience into learning in an always available environment, but they are too fragmented • Community technologies integrate the best of web 2.0 into one environment and avoid the “tool many tools” problem • Planning, design, facilitation and sustainment of Management Communities of Practice will be a new competency of management development professionals Page 39 | I0608
  • 41. Questions/Discussion Performance X Design performanceXdesign.wordpress.com Training Wreck danpontefract.com Page 40 | I0608