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.
The true value of a conference lies in its effects on participants. Conferences are to generate and share knowledge that impacts behavior and links to results: this will not happen if the state-of-the-art of conference evaluation remains immature and event planners do not shine a light on the conditions for learning outcomes.
Where large organizations make an effort to boost knowledge sharing, the solutions they fabricate can aggravate problems. Designing jobs for knowledge behaviors and recruiting people who are positive about sharing to start with will boost knowledge stocks and flows at low cost.
Intergenerational Knowledge Transfer Succession Planningbeyondrewards
Over the past 5 years we have heard predictions of an impending worker shortage due to the retirement of the baby boomers. Predictions are that the retirement of baby boomers will create a drain in knowledge, experience and leadership in our workforce. With the recent downturn in the economy, most organizations did not focus on this trend. However, now that we appear to be in an economic recovery the discussion is back on the table with greater intensity. But did anyone actually speak to the boomers or is this just a prediction?
The 2010 Learning for Change Survey was introduced to place an accent on organizational learning in ADB. The questionnaire featured ten positive statements depicting ideal levels of organizational competence across four pillars: (i) organization, (ii) people, (iii) knowledge, and (iv) technology. The perceptions of respondents were captured using a six-point Likert scale. The learning organization model is described in the publication titled Learning for Change in ADB.
If intellectual capital drives today's knowledge economies, this brings with it an increased dependence on the highly talented people who generate it. How can you lead people who know their worth, are organizationally savvy, ignore corporate hierarchy, expect instant access, are well connected, have a low boredom threshold, and most likely will not thank you?
The true value of a conference lies in its effects on participants. Conferences are to generate and share knowledge that impacts behavior and links to results: this will not happen if the state-of-the-art of conference evaluation remains immature and event planners do not shine a light on the conditions for learning outcomes.
Where large organizations make an effort to boost knowledge sharing, the solutions they fabricate can aggravate problems. Designing jobs for knowledge behaviors and recruiting people who are positive about sharing to start with will boost knowledge stocks and flows at low cost.
Intergenerational Knowledge Transfer Succession Planningbeyondrewards
Over the past 5 years we have heard predictions of an impending worker shortage due to the retirement of the baby boomers. Predictions are that the retirement of baby boomers will create a drain in knowledge, experience and leadership in our workforce. With the recent downturn in the economy, most organizations did not focus on this trend. However, now that we appear to be in an economic recovery the discussion is back on the table with greater intensity. But did anyone actually speak to the boomers or is this just a prediction?
The 2010 Learning for Change Survey was introduced to place an accent on organizational learning in ADB. The questionnaire featured ten positive statements depicting ideal levels of organizational competence across four pillars: (i) organization, (ii) people, (iii) knowledge, and (iv) technology. The perceptions of respondents were captured using a six-point Likert scale. The learning organization model is described in the publication titled Learning for Change in ADB.
If intellectual capital drives today's knowledge economies, this brings with it an increased dependence on the highly talented people who generate it. How can you lead people who know their worth, are organizationally savvy, ignore corporate hierarchy, expect instant access, are well connected, have a low boredom threshold, and most likely will not thank you?
To enlist commitment, organizations depend on a clear and powerful image of the future. Future Search conferencing has emerged as a system-wide strategic planning tool enabling diverse and potentially conflicting groups to find common ground for constructive action.
This is a series of Capacity Building documents that was prepared by the Sudanese Youth Leadership Development Program.
هذه مجموعة من المقالات في مجالات تدريبية متعددة مناسبة للجمعيات الطوعية تم تطويرها بين عامي 2003-2005 للبرنامج السوداني لإعداد القيادات الشبابية
"Motivation: A different perspective" is written based on various literature review on sustainability of performance - organisational culture/behaviour/creativity/ people processes, motivation etc. It brings two specific perspectives: "SPLITS & CARE". My recent interaction with Balaji Prof C who has developed an interesting process known as "Causing Incredible Performance" with remarkable impact on people and organisations - mainly focusing on rewiring their internal voices has further validated my perspectives. Kindly provide your insights on it.
Knowledge for Performance Imporvement
Presented at the International Society for Performance Improvement 2008
Based on the two books by Arthur Shelley:
Being a Successful Knowledge Leader and The Organizational Zoo
A Seven-Country Study of the Importance of Leadership Competencies for Succes...reginelda
We asked practicing managers to rank 16 typical leadership competencies according to their importance for success, and we examined cultural differences in the outcomes.
Presentation held at EAWOP conference, May 2011, Maastricht.
How knowledge flow links goals with desired outcomes and what gets in the way of thie. Design your strategy to leverage what you ahve and fills the gaps you need.
The need for 21st century mindsets and protocols has sparked interest in design thinking. That is a human-centered, prototype-driven process for the exploration of new ideas that can be applied to operations, products, services, strategies, and even management.
Meetings bring people together to discuss a predetermined topic. However, too many are poorly planned and managed, and therefore fail to satisfy objectives when they do not simply waste time. The operating expenses of time wasted include related meeting expenditures, salaries, and opportunity costs.
Knowledge Management in the Public Sector - Carla Sapsford NewmanBusiness FM 89.9
An overview of knowledge management case studies and challenges in public sector organizations. Issues such as incentives, turnover, ownership, leadership and employee engagement are also present in the private sector. Yet in this presentation Carla Sapsford Newman discusses the unique challenges - and opportunities - public sector organisations have in tackling knowledge management challenges.
Coaching and mentoring can inspire and empower people, build commitment, increase productivity, grow talent, and promote success. They are essential elements of modern managerial practice. However, many organizations still have not established related schemes. By not doing so, they also fail to capitalize on the experience and knowledge that seasoned personnel can pass on.
Tacit knowledge is hard to communicate but can be shared in discussions, storytelling, and personal interactions. This presentation points out a wide variety of tools, methods, and approaches that help surface it.
To enlist commitment, organizations depend on a clear and powerful image of the future. Future Search conferencing has emerged as a system-wide strategic planning tool enabling diverse and potentially conflicting groups to find common ground for constructive action.
This is a series of Capacity Building documents that was prepared by the Sudanese Youth Leadership Development Program.
هذه مجموعة من المقالات في مجالات تدريبية متعددة مناسبة للجمعيات الطوعية تم تطويرها بين عامي 2003-2005 للبرنامج السوداني لإعداد القيادات الشبابية
"Motivation: A different perspective" is written based on various literature review on sustainability of performance - organisational culture/behaviour/creativity/ people processes, motivation etc. It brings two specific perspectives: "SPLITS & CARE". My recent interaction with Balaji Prof C who has developed an interesting process known as "Causing Incredible Performance" with remarkable impact on people and organisations - mainly focusing on rewiring their internal voices has further validated my perspectives. Kindly provide your insights on it.
Knowledge for Performance Imporvement
Presented at the International Society for Performance Improvement 2008
Based on the two books by Arthur Shelley:
Being a Successful Knowledge Leader and The Organizational Zoo
A Seven-Country Study of the Importance of Leadership Competencies for Succes...reginelda
We asked practicing managers to rank 16 typical leadership competencies according to their importance for success, and we examined cultural differences in the outcomes.
Presentation held at EAWOP conference, May 2011, Maastricht.
How knowledge flow links goals with desired outcomes and what gets in the way of thie. Design your strategy to leverage what you ahve and fills the gaps you need.
The need for 21st century mindsets and protocols has sparked interest in design thinking. That is a human-centered, prototype-driven process for the exploration of new ideas that can be applied to operations, products, services, strategies, and even management.
Meetings bring people together to discuss a predetermined topic. However, too many are poorly planned and managed, and therefore fail to satisfy objectives when they do not simply waste time. The operating expenses of time wasted include related meeting expenditures, salaries, and opportunity costs.
Knowledge Management in the Public Sector - Carla Sapsford NewmanBusiness FM 89.9
An overview of knowledge management case studies and challenges in public sector organizations. Issues such as incentives, turnover, ownership, leadership and employee engagement are also present in the private sector. Yet in this presentation Carla Sapsford Newman discusses the unique challenges - and opportunities - public sector organisations have in tackling knowledge management challenges.
Coaching and mentoring can inspire and empower people, build commitment, increase productivity, grow talent, and promote success. They are essential elements of modern managerial practice. However, many organizations still have not established related schemes. By not doing so, they also fail to capitalize on the experience and knowledge that seasoned personnel can pass on.
Tacit knowledge is hard to communicate but can be shared in discussions, storytelling, and personal interactions. This presentation points out a wide variety of tools, methods, and approaches that help surface it.
Sales Mentor A Training Book With The Exclusive Content.harsh157217
Introduction:
In the fast-paced world of sales, success often hinges on the guidance and mentorship one receives. Whether you're a seasoned sales professional or just stepping into the field, the right mentorship can make all the difference. "Sales Mentor: A Training Book With Exclusive Content" is a comprehensive guide designed to equip you with the skills, strategies, and mindset needed to excel in sales. This book goes beyond the basics, offering exclusive insights and techniques from seasoned sales mentors to help you reach new heights of success.
Chapter 1: Understanding the Sales Landscape
Before diving into the specifics of sales techniques and strategies, it's crucial to have a solid understanding of the sales landscape. This chapter provides an overview of the modern sales environment, including market trends, customer behavior, and emerging technologies. By grasping the broader context of sales, you'll be better equipped to navigate its complexities and adapt to changes effectively.
Chapter 2: The Role of Mentorship in Sales Success
Mentorship plays a pivotal role in the development of sales professionals. In this chapter, we explore the significance of mentorship and how it can accelerate your growth and success in sales. Drawing on insights from experienced mentors, we delve into the qualities of effective mentors and how to cultivate meaningful mentor-mentee relationships. Additionally, we discuss the benefits of both formal and informal mentorship and how to leverage them to your advantage.
Chapter 3: Building a Growth Mindset
A growth mindset is essential for success in sales, as it empowers individuals to embrace challenges, learn from setbacks, and continuously improve. This chapter focuses on cultivating a growth mindset and overcoming common barriers such as fear of failure and self-limiting beliefs. Through practical exercises and real-life examples, you'll learn how to adopt a mindset of resilience, curiosity, and adaptability, enabling you to thrive in the dynamic world of sales.
Chapter 4: Mastering Sales Fundamentals
Effective salesmanship relies on a solid foundation of fundamental skills and techniques. This chapter covers essential sales concepts such as prospecting, qualifying leads, delivering persuasive presentations, and handling objections. From cold calling to closing deals, you'll gain valuable insights and strategies to enhance your sales effectiveness and drive results.
Chapter 5: Leveraging Technology for Sales Success
In today's digital age, technology plays a pivotal role in sales enablement and productivity. This chapter explores the latest tools, platforms, and technologies reshaping the sales landscape. From customer relationship management (CRM) systems to sales automation software, you'll discover how to leverage technology to streamline your workflow, personalize customer interactions, and gain a competitive edge in the marketplace.
Chapter 6: The Art of Relationship Building
Sales is fund
Collaborative learning by a team can produce remarkable results. The challenge is to move from the realm of the possible to the realm of practice. It helps to understand learning behavior in teams, assess individual learning styles and use this knowledge to enhance team learning, transform teams into learning communities, avoid groupthink, and use tools for surfacing and sharing learning in teams.
Developing Strategic Leaders using Social Corporate ResponsibilityKevin Rodgers
Amazing that many of our clients are looking for a way to develop their leaders without realising the benefits and opportunities that their social corporate responsibility policy can provide. We produced this discussion document for one client and it seemed silly not to share it. Do get in touch if you are interested in our approach.
The gulf between the ideal type of a learning organization and the state of affairs in typical bilateral and multilateral development agencies remains huge. Defining challenges is half the battle to surmounting them.
This is a sharing done in the Mentoring Alliance COP (Community of Practice) where we explore on the key factors that surround the topic of mentoring
Mentoring is an often used word where there's little understanding or framework behind to help make it sustainable and effective to the constituents. In this slide deck, we explore on the role of mentors and the 3Ps of Mentoring mainly Position, Process and Proficiency
Please feel free to contact me via LinkedIn if you would to have a deeper conversation and sharing on this topic.
Creating Learning Environments with Communities of PracticeOlivier Serrat
Communities of practice have become an accepted part of organizational development. One should pay attention to domain, membership, norms and rules, structure and process, flow of energy, results, resources, and values.
Communities of practice have become an accepted part of organizational development. One should pay attention to domain, membership, norms and rules, structure and process, flow of energy, results, resources, and values.
Executive Director Essentials: Effective Team DevelopmentAH
Whether you are tasked with building a management team for your organization or filling seats on a volunteer board, the tips presented in this webinar will guide you through the process to make sure that you’re making sound decisions based on knowledge and experience, rather than timing and costs.
Following this webinar, attendees will:
•Understand how to create an accountability chart
•Know how to fill the seats you have with the right talent
•Understand how to conduct meaningful meetings and deal with healthy conflict
•Learn how to incorporate culture into the team building process
•Measure success
In 2015, LWB began the implementation of the Leading Practice strategy, aiming to build a learning culture among a 4,200-strong workforce that improves leadership and practice quality at the frontline.
Environmental Migration in the Anthropocene: Perspectives on the Relocation o...Olivier Serrat
Climate change is a driver of human mobility: it is expected to increase the displacement of populations. This presentation casts environmental and socio-economic perspectives on the relocation of Indonesia's capital city from Java to eastern Borneo, the first instance of large-scale, anticipatory, and managed environmental migration in the Anthropocene.
Leading Organizations of the Future: A New Framework.pdfOlivier Serrat
Leading Organizations of the Future: A New Framework (Serrat, 2023) shows how organizations can configure to requisite order with greater collective intelligence in an increasingly complex world.
Lake Chad is a biological hotspot and a source of food and water for millions of people in Central Africa. Lake Chad has shrunk by more than nine-tenths since the mid-1960s because of water diversion, population growth, and climate change. This presentation considers the issues facing Lake Chad and tables a daring proposal to safeguard it.
This presentation underscores the originality of The Epic of Gilgamesh and highlights the influence of its heroic themes on epic poetry through the ages, notably with respect to the character of Achilles in The Iliad by Homer. The presentation draws attention to the richness of the storyline in The Epic of Gilgamesh with respect to Booker's (2004) seven "basic stories".
Leading Organizations of the Future: Oral DefenseOlivier Serrat
This presentation showcases qualitative, exploratory research on Leading Organizations of the Future. The presentation particularizes the problem statement, purpose of the study, research question, conceptual framework, review of the literature, research methodology and design, ethical assurances, pilot testing, population and sample, instrumentation and study procedure, research sub-questions and interview questions, data analysis and results, interpretation of findings, recommendations, limitations, implications, and conclusions.
Leading Organizations of the Future: A Dissertation ProposalOlivier Serrat
This presentation outlines a research proposal for a qualitative dissertation on Leading Organizations of the Future. The major components of the proposal are a detailed statement of the problem to be studied and the context in which it is to be seen, a thorough review of the pertinent literature, and details of the overall design of the study.
Digital Solutions: Reframing Leadership (Serrat, 2023) reflects on the pervasive use of technology in organizations and what it means to lead in the digital age.
Leading Solutions: Essays in Business PsychologyOlivier Serrat
Leading Solutions: Essays in Business Psychology (Serrat, 2021) gives readers an unusually accessible, critical, and engaging take on what leadership means. In the form of précis—concise statements of essential points—the book combines rounded explanations of theory with article reviews, case studies, development plans, field observations, group work, journal entries, "lived" experience, proposals, reflections, scholarly arguments, self-assessments, and 360-degree feedback to shine exceptional insight into the reality and successful practice of leadership, today and tomorrow. This book's wealth of thoughtful content makes it particularly useful to those contemplating postgraduate degrees in organizational leadership and a top-notch addition to any business library.
The Global Compact, Human Rights, and Nike, Inc.Olivier Serrat
Focusing on human rights, this presentation uses a critical psychology lens to articulate the business case for an action plan to imbed the Global Compact in the strategies and operations of Nike, Inc., with an eye to engaging its contract factories. The action plan integrates best practices proposed by the Global Compact. Because of their ambitious scope, critical psychology approaches often suffer from lack of opportunity for practical applications. Notwithstanding, this presentation highlights the theory's undoubted usefulness in the context of the Global Compact.
Minority Population Analysis: The Aeta of the PhilippinesOlivier Serrat
This presentation uses a critical psychology lens for minority population analysis. Specifically, the presentation characterizes indigenous peoples and their vulnerability; researches the treatment of the Aeta, an indigenous people living in the mountainous areas of Luzon in the Philippines; and reflects on their experience of domination, marginalization, and exploitation.
Reflections on a Multifactor Leadership Questionnaire 360 Leader's ReportOlivier Serrat
The Multifactor Leadership Questionnaire generates a psychological inventory from propositions that aim to assess leadership styles and leadership outcomes: it is a multi-rater (or 360-degree) instrument, which means that its output—the MLQ 360 Leader's Report—interprets and compares a leader's self-assessment with ratings contributed across the same items by associates. This presentation reflects on a Multifactor Leadership Questionnaire exercise conducted in May 2020.
Ethics at the Movies: Erin Brockovich (2000)Olivier Serrat
Referring to Erin Brockovich (2000), a biographical film featuring Julia Roberts, this presentation reviews the respective contributions that stakeholder analysis, conflict of interest analysis, cost–benefit analysis, case study analysis, and ethical decision-making frameworks can make to the exploration of business ethics.
This presentation maps out Gandhi's life story; singles out the life-markers that encouraged a constant process of reflection–action–reflection and framed his values; and proposes that stewardship, obligation, partnership, emotional healing, and elevating purpose characterized his servant leadership. Gandhi took on an empire with the ethics of truth-telling: his story is timeless in its courage and inspiration and lessons from his contributions to ethical behavior and strong influence on social responsibility are not wanting.
This presentation outlines a business proposal for idealized design of virtual teaming at General Electric, a multinational conglomerate that employs more than 313,000 employees around the world and so faces the challenge of synergizing a dispersed workforce.
Dell Inc.: A 2019 World's Most Ethical Companies HonoreeOlivier Serrat
The Ethisphere Institute is a player in the increasingly crowded field of business ethics ratings. In 2019, Dell Inc. was recognized as one of 128 honorees of Ethisphere's World's Most Ethical Companies awards, which spanned 50 industries in 21 countries. This presentation reviews the World's Most Ethical Companies awards and comments on Dell Inc.'s Social Impact Plan for 2030.
This mini-lecture makes out the fundamental differences between groups and various kinds of teams; specifies the rationale for team formation and notes what important outcomes are typically expected from performing teams; singles out common recommendations (and recognized pitfalls) on the subject of teams; and isolates two perspectives to enrich understanding of teams and how they might be primed.
MediSys Corp.: The IntensCare Product Development TeamOlivier Serrat
This presentation provides an up-close examination of MediSys Corp. and its contextual conditions and tables recommendations to resolve the problems affecting the IntensCare project and safeguard MediSys Corp.'s future.
Independent Evaluation for Learning: Toward Systemic ChangeOlivier Serrat
At the request of shareholders, evaluation studies focus on accountability (and hence provide for command, control, and finger-pointing); they do not serve as an important foundation of learning organizations.
Knowledge must be at the center of everything the International Centre for Integrated Mountain Development does and knowledge is most valuable when it is actually used—not just identified, created, stored, or shared. A hypothetical diagnosis of ICIMOD's purpose, structure, relationships, rewards, leadership, and helpful mechanisms combined with an organizational culture assessment suggested that a "preferred" culture of adhocracy might drive higher effectiveness.
Designing an Effective Knowledge Partnership ProcessOlivier Serrat
Knowledge partnerships are about joint purpose in the identification, creation, storage, sharing, and use of knowledge; sadly, the state of the art in creating, managing, monitoring, and evaluating them remains immature.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
1. 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.
Chart Your Way to Learning
Olivier Serrat
2013
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
on learning for change in ADB.
The learning charter that the document 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.
www.adb.org/publications/learning-change-adb
• ——. 2009. Drawing Learning Charters. Manila.
www.adb.org/publications/drawing-learning-charters
• ——. 2010. Seeding Knowledge Solutions Before, During, and
After. Manila. www.adb.org/publications/seeding-knowledge-
solutions-during-and-after
• ——. 2012. On Knowledge Behaviors. Manila.
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.