The rapidly changing–and, at times, excessively complex–nature of development work demands diverse competences from aid agencies such as the Asian Development Bank. The learning challenges these present require the ability to work more reflectively in a turbulent practice environment.
Talking Points and Agenda:
Why change management is important?
Brief about the book "who moved my cheese"
The Change Curve
Emotional intelligence and people reacting to change
Guidelines on how to adopt to change
How to tackle negative resistance
Examples of change management methodologies
Lewin's Model
Beckhard and Harris
This presentation talks of what change management is, why Change management is required and briefly discusses about ADKAR, Kotter's 8 step model, Switch Framework, Kurt Lewin's change model and Virginia Satir model.
Importance of successful change management ; Change management principles ; Change management process ; Resistance to change ; ; Building culture for change ; ADKAR Model ; Change management strategies; John P Kotter's change management strategies
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
Talking Points and Agenda:
Why change management is important?
Brief about the book "who moved my cheese"
The Change Curve
Emotional intelligence and people reacting to change
Guidelines on how to adopt to change
How to tackle negative resistance
Examples of change management methodologies
Lewin's Model
Beckhard and Harris
This presentation talks of what change management is, why Change management is required and briefly discusses about ADKAR, Kotter's 8 step model, Switch Framework, Kurt Lewin's change model and Virginia Satir model.
Importance of successful change management ; Change management principles ; Change management process ; Resistance to change ; ; Building culture for change ; ADKAR Model ; Change management strategies; John P Kotter's change management strategies
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
Prosci Webinar - Applying the Prosci ADKAR methodologyProsci ANZ
The Prosci ADKAR® Model describes the five building blocks of successful change at the individual level. In times of change - whether at home, in the community or at work - individuals need Awareness, Desire, Knowledge, Ability and Reinforcement to successfully make a change. This webinar presents the Prosci ADKAR Model and six applications of the model for change management professionals.
Understanding, Initiating and Managing Change by Catherine AdenleCatherine Adenle
Explore the framework for understanding, initiating and managing change. Change management in organizations can take place when new business processes, changes in organizational structure, change in systems, cultural changes within an enterprise etc., take place. Simply put, change management in organization addresses all aspects of change especially the people side of change management.All you need to know about Change Management is packaged within this presentation.
#changemanagement #managingchange
A slideshow I use when I give a one-day talk on organizational change. Part of a three module executive education program at IFL - Stockholm School of Economics.
Presentation at SoftShake Conference 2016. Why we don't learn enough? What are the right people and right environment for learning? Which processes must be in place to facilitate learning?
A presentation to the Student Government Councils of local universities and colleges in Malaysia was presented by Michael Teoh, surrounding the topics of Teamwork and Leadership.
This workshop for Student Leaders was done back in 2005 and 2006.
Presenting this set of slides with name - Change Management Fundamentals Powerpoint Presentation Slides. This PPT deck displays twenty three slides with in depth research. Our topic oriented Change Management Fundamentals Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Fundamentals Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
How project managers, change managers, and organization leaders can drive project success by implementing change management, using the Prosci change management methodology and certification program.
Prosci's webinar "Roles in Change Management" - delivered live on Wednesday, August 19 11:00 AM EDT and Thursday, August 20 4:00 PM EDT. Register at www.prosci.com/webinars
Prosci Webinar - Applying the Prosci ADKAR methodologyProsci ANZ
The Prosci ADKAR® Model describes the five building blocks of successful change at the individual level. In times of change - whether at home, in the community or at work - individuals need Awareness, Desire, Knowledge, Ability and Reinforcement to successfully make a change. This webinar presents the Prosci ADKAR Model and six applications of the model for change management professionals.
Understanding, Initiating and Managing Change by Catherine AdenleCatherine Adenle
Explore the framework for understanding, initiating and managing change. Change management in organizations can take place when new business processes, changes in organizational structure, change in systems, cultural changes within an enterprise etc., take place. Simply put, change management in organization addresses all aspects of change especially the people side of change management.All you need to know about Change Management is packaged within this presentation.
#changemanagement #managingchange
A slideshow I use when I give a one-day talk on organizational change. Part of a three module executive education program at IFL - Stockholm School of Economics.
Presentation at SoftShake Conference 2016. Why we don't learn enough? What are the right people and right environment for learning? Which processes must be in place to facilitate learning?
A presentation to the Student Government Councils of local universities and colleges in Malaysia was presented by Michael Teoh, surrounding the topics of Teamwork and Leadership.
This workshop for Student Leaders was done back in 2005 and 2006.
Presenting this set of slides with name - Change Management Fundamentals Powerpoint Presentation Slides. This PPT deck displays twenty three slides with in depth research. Our topic oriented Change Management Fundamentals Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Fundamentals Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
How project managers, change managers, and organization leaders can drive project success by implementing change management, using the Prosci change management methodology and certification program.
Prosci's webinar "Roles in Change Management" - delivered live on Wednesday, August 19 11:00 AM EDT and Thursday, August 20 4:00 PM EDT. Register at www.prosci.com/webinars
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.
Sustainable competitive advantage derives from strenuous efforts to identify, cultivate, and exploit an organization's core competencies. Opportunities exist in strategy development, management techniques, collaboration mechanisms, knowledge sharing and learning, and knowledge capture and storage.
REPLY 1Organization culture is the trademark and the unmi.docxcarlt4
REPLY 1:
Organization culture is the trademark and the unmistakable character began inside each organization. Regardless of whether we are curious about companies like Starbucks, Google or WWF? Their names speak to the flavour of their work environments, the mentality, the unwritten convention of associations and the organization esteems. While some may consider organizational culture as the aftereffect of the organization's kin and procedures, something that can't be controlled or evaluated, in all actuality, organizational culture is suddenly substantial (Treven & Lynn, 2008). It very well may be purposely planned and utilized. It influences confidence and representative commitment. It oversees income rates and impacts organization execution and it influences benefit.
Organizational culture separates the remarkably effective companies from all the rest. It very well may be a ground-breaking, upper hand. The organizations' culture is constantly unmistakable, yet the enormous champs, reliably, the organizations focus on culture. This article will talk about a portion of the general social definitions and will continue following some particular social definitions for organizations. Taking a gander at the inquiry how the organization culture influences the advancement methodology of the organizations (Weiner, 2018). The article will likewise delineate the impact of the patterns and advancements on the organization structure. What's more, the connection between the organizations' structure and culture? The article will likewise give instances of current patterns and improvements and various techniques that are as of now used to assist organizations with making the necessary change in their culture or structure.
Culture definition changed as the years progressed. For instance, over four decades prior imagined a more extensive meaning of culture by proposing that culture was a »human-made piece of the earth. Attempting to decipher his definition, we may discuss »objective culture« (e.g., tables, PCs, trains) and »subjective culture« (e.g., standards, jobs, values). In an ongoing article in Harvard Business Review, the authors said that, Organizational culture is the aggregate impact of the regular convictions, practices, and estimations of the individuals inside an organization (Zak, 2018). Those standards inside any organization control how workers perform and serve clients, how they co-work with one another, regardless of whether they feel spurred to meet objectives, and on the off chance that they are truly into the organization's general strategic. How are representatives completing their work? Autonomously or cooperatively? Do representatives feel enlivened, submitted, and drew in, or irritated, exhausted, and undervalued? At the point when we talk about organizational culture, we are discussing the representative experience, the inward view. What do the representatives think? How is it, to work here? By what method can the initiative keep.
Organizational Culture for Strategic PerformanceDaniela Kaneva
The best predictor for success of your operations is the human factor. Learn how you can measure your Organizational Culture and what you can do with it in order to align it with Strategy.
Organisational Development – An Overview
Organisational Diagnosis, Renewal and Change
OD Interventions
OD Effectiveness
OD is an effort (1) planned (2) organization wide (3)managed from the top (4) increase organization effectiveness and health through (5) planned interventions in the organization’s processes, using behavioral science knowledge.
Human resources
Changing nature of the workplace
Global markets
Accelerated rate of change
better quality of work.
It creates higher job satisfaction
Team work is improved and encouraged
It finds better solution for conflicts
Commitment to objectives
Increases the willingness to change
Absenteeism is reduced.
Turnover is lower
Organization Development (OD) related diagnosis associated with the change in the ORG and the need to ensure that all people, process and technology are aligned. This looks at the need for diagnosis, theg purpose behind and the methods that allow for diagnosis.
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.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
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.
Learning for Change
Olivier Serrat
2013
2. Learning in Organizations
Organizational
World
People organize when
acting alone limits their
ability to achieve
Many organizations
are designed as
bureaucracies in
which authority and
responsibility are
arranged in hierarchy
PURPOSE : should be the
foundation for everything
that group members do
INDIVIDUAL & COLLECTIVE
EXPERIENCE : must be
leveraged for learning and
development
3. Influencers of an Organization
Operators
Line
Managers
Chief
Executive
Officer
Directors
EMPLOYEE ASSOCIATIONS
Owners and Shareholders
ASSOCIATES CompetitorsPartners
Suppliers Clients
Ideology
PUBLICS
Special Interest Groups
4. Basic Pulls on the Organization
Pull to
Professionalize
Pull to
Balkanize
Pull to
Lead
Ideology: Pulling together
Politics: Pulling apart
6. Types of Organization
The Machine Organization
• Gains strength from its technostructure
• Best at mass production
• Characterized by layers of
management, formal procedures,
sharp divisions of labor, and a large
number of routine operations
The Entrepreneurial
Organization
• Centralized arrangement typified by a small
hierarchy with power in the hands of a chief
executive , often the founder
• Simplicity, flexibility, informality, and a sense
of mission promote loyalty
7. • Built less on hierarchy than on shared
experience
• More democratic and highly motivated, with
lines of authority less clearly set out
• Often found in new technology industries
• Need to innovate constantly and respond
quickly to changing markets
The Professional
Organization
The Innovative
Organization
The Diversified
Organization
• Borne of mergers made to combine businesses
into larger entities under the label of vertical
integration, aiming to exploit synergies
Types of Organization
8. • Ideology can be so strong that the entire
structure is sometimes built around it –
coordinated through the standardization of
norms and reinforced by selection,
socialization and indoctrination
• Expresses itself in political games, with
conventional notions of concentrated
coordination and influence replaced by the
play of informal power
The Missionary
Organization
The Political Organization
Types of Organization
10. Four Windows on Learning
Systems of Structure
Structure refers to
organizational functions,
rules, and procedures.
(Effectiveness)
Systems of Process
Process refers to flows
of events undertaken for
a particular activity.
(Efficiency and
reliability)
Systems of
Knowledge-Power
Knowledge-power refers
to the validity of
knowledge and
legitimacy of actions
based on it.
(Fairness)
Systems of Meaning
Meaning refers to ways
in which people define
their relationships with
others and the world.
(Meaningfulness)
12. Dimensions of the Learning
Organization
Key Functions
Idealism
and
Reality
Learning
Management
Systems
13. Building a Learning Organization
Technology
Multiple Approaches, including
TechnologyPeople Knowledge
People Knowledge
Management Science Organizational Development Computer ScienceCognitive Psychology
Environment
Economy Polity
Technology
Society
Learning
Organization
Organization
14. The Three Components of
Creativity
Expertise
Creativity
Creative-
Thinking
Skills
Motivation
Not all motivation is created equal. An inner passion to solve the problem
at hand leads to solutions far more creative than do external rewards, such
as money. This component—called intrinsic motivation—is the one that can
be most immediately influenced by the work environment.
Creative-thinking skills
Determine how flexibly
and imaginatively people
approach problems.
Do their solutions upend
the statue quo? Do they
Persevere through dry
spells?
Expertise is, in a word,
knowledge—technical,
procedural, and
intellectual.
15. Learning from Evaluation
How is learning
generated in the
organization?
Is the information used in
decisions?
Are users capable of
using the
information?
Are users open to
the information?
Is the information
channeled to the right
people at the right time?
Is the information
relevant and useful?
Are users involved in
generating the
information?
How is the need for the
information generated?
Is the information
easily accessible?
16. Key Ingredients of Effective
Reports
Evidence Persuasive
Argument
Clear purpose
Cohesive argument
Quality of evidence
Transparency of evidence underpinning policy
recommendations, e.g., a single study or a synthesis of
available evidence
Authority Clear purpose
Cohesive argument
Quality of evidence
Transparency of evidence underpinning recommendations,
e.g., a single study or a synthesis of available evidence
Context Audience Context
Specificity
Addresses the specific context, e.g., national, local
Addresses the needs of target audience, e.g., social,
economic policy
Actionable
Recommendations
Information linked to specific processes
Clear and feasible recommendations on steps to be taken
Engagement Presentation of
Evidence-Informed
Opinions
Presentation of author's own views about the implications
of findings
Clear identification of argument components that are
opinion based
Clear Language
and Writing Style
Easily understood by educated nonspecialists
Appearance and
Design
Visually engaging
Presentation of information through charts, graphs, and
photographs
17. COMPLEX
Cause and effect are only coherent
in retrospect and do not repeat
Pattern management
Perspective filters
Complex adaptive systems
Probe–Sense–Respond
KNOWABLE
Cause and effect are separated over
time and space
Analytical/Reductionist
Scenario planning
Systems thinking
Sense–Analyze–Respond
CHAOS
No cause-and-effect relationships
are perceivable
Stability-focused intervention
Enactment tools
Crisis management
Act–Sense–Respond
KNOWN
Cause-and-effect relationships are
repeatable, perceivable, and
predictable
Legitimate best practice
Standard operating procedures
Process reengineering
Sense–Categorize–Respond
Sense-Making in a Complex
and Complicated World
18. Learning Management Systems
Learning
Climate
Executive Practices
Vision and Strategy
Organizational and
Job Structures
Managerial
Practices
Information Flow
Individual and
Team Practices
Performance Goals
and Feedback
Work Processes
Rewards and
Recognition
Learning and
Development
Individual and
Team Development
19. Key Functions
Gathering Internal
Experience
Communication Systems
Developing an
Organizational Memory
Accessing External
Learning
Integrating Learning into
Strategy and Policy
Applying the
Learning
Drawing
Conclusions
Creating a
Supportive Culture
20. Relating Human Nature
to Organizational Context
Concern with
Attachment
Affiliation
Care-Giving
Care-Receiving
Altruism
Remorse
Shame
Guilt
Concern with
Rank
Status
Discipline
Control
Territory
Possessions
Fear
Anger
Sex
INNATE HUMAN
DRIVES
Self-Centered Other-Centered
Self-Deception
SCARCE
RESOURCES
Large "Stranger" Groups
Domination
Dependence
Competitive Power
Negative Politics
Alienation
Compliance
Slow & Inflexible
Small Interconnected
"Friendship" Groups
Collaboration
Interdependence
Collective Power
Positive Politics
Commitment
Satisfaction
Agile & Innovative
22. Process Model
• Systematic, replicable work
• Highly reliant on formal
processes, methodologies, or
standards
• Dependent on tight integration
across functional boundaries
(Methodologies and standardization)
Network Model
• Improvisional work
• Highly reliant on deep expertise
across multiple functions
• Dependent on fluid deployment
of flexible teams
(Alliances and expert teams)
Systems Model
• Routine work
• Highly reliant on formal
procedures and training
• Dependent on individual workers
and enforcement of rules
(Automization and training)
Competence Model
• Judgment-oriented work
• Highly reliant on individual
expertise and experience
• Dependent on star performers
(Apprenticeships and individual
experts)
Levelof
Interdependence
CollaborationIndividual
Actors
Routine
Interpretation and
JudgmentComplexity of Work
Work Styles Matrices
24. Motive, Means, and Opportunity
Understanding
Learning and Why
It is Important
• Ensure supportive
leadership
• Develop and
sustain a learning
culture
Providing Models,
Methods, and Support
• Ensure conceptual
clarity
• Offer models and
methods
• Support the
competences
necessary to learn
• Supply specialist
assistance
• Invest financial
resources
Opening a Space for Learning
• Make organizational learning a strategic goal
• Integrate learning in the project cycle
• Invest in knowledge management infrastructure
• Build relationships of trust
Means
Motive
Opportunity
26. Roadblocks to Learning
Knowledge
Inaction
Practicing What
Is Preached
Multiplying
Agendas
Commitment to
the Cause
Advocacy at the
Expense of
Inquiry
Thinking
Strategically
about Learning
Undiscussables False Images
The Funding
Environment
The Bias for
Action
Organizational
Structure
Cultural Bias Complexity
Penalties for
Not Learning
The Role of
Leadership
Learning to
Unlearn
Exclusion
27. Employee Turnover
Cost Categories
Managing Talent
for Value
Planning, Acquiring,
Developing, Managing,
and Retaining Talent
Replacement
Advertising, Recruitment
Expenses, Recruitment Fees,
Sign-Up Bonuses, Selection,
Interviews, Testing and Pre-
Employment Examinations,
Travel Expenses, Relocation
Expenses, Administrative
Time, Management Time
Consequences
Work Disruption, Lost
Productivity (or replacement
cost), Mentoring and Coaching
Requirements, Operation
Problems, Quality Problems,
Client Dissatisfaction,
Management Time, Loss of
Know-How and Knowledge
Exit
Exit Interviews,
Administration Time,
Management Time,
Benefits, Termination or
Continuation, Continuation
and Severance Pay,
Unemployment Taxes, Legal
Expenses, Outplacement
28. Bias for Action
Felt Need for
Action
Avoidance of
Reflective
Observation
Unclear
Concepts
Uncertainty of
Outcomes
Fear of
Failure
Avoidance of
Decision
Time Spent in
Inconclusive
Deliberations
Urgency
of Task
29. Organizational
Learning
Psychological
Safety
A Vision of a
Path
A Practice
Field for
Learning
First Steps
and
Direction
Working in
Groups
Coaching and
Mentoring
Incentives
and Rewards
A Supportive
Culture
Overcoming Learning Anxiety
30. Overcoming
Challenges to
Learning for
Change in ADB
Respond to donors’ agendas on
knowledge management and
learning
Deliver on Strategy 2020's
commitment to provide knowledge
solutions to clients
Ensure leadership support and
encouragement for knowledge
management and learning
Overcome organizational “silos”
Mobilize knowledge
from inside and
outside ADB
Strengthen links among the
knowledge services of ADB
Position and resource
knowledge management and
learning as a crosscutting issue
Create incentives for staff
involvement in knowledge
management and learning
Maximize learning
from evaluation
Build understanding of and
capacity for knowledge
management and learning
Learning for Change in ADB
31. 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.
32. Commitments to Corporate Action
• Hold a regular caucus on learning (such as a forum on "Learning in
Action").
• 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.
A Learning Charter for ADB
33. 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.
A Learning Charter for ADB
34. Further Reading
• ADB. 2009. Learning for Change in ADB. Manila.
www.adb.org/publications/learning-change-adb
• ——. 2009. Overcoming Roadblocks to Learning . Manila.
www.adb.org/publications/overcoming-roadblocks-learning
• ——. 2009. Building a Learning Organization. Manila.
www.adb.org/publications/building-learning-organization
• ——. 2009. Drawing Learning Charters. Manila.
http://www.adb.org/publications/drawing-learning-charters
• ——. 2009. Learning from Evaluation. Manila.
www.adb.org/publications/learning-evaluation
35. Further Reading
• ADB. 2010. Seeking Feedback on Learning for Change. Manila.
www.adb.org/publications/seeking-feedback-learning-change
• ——. 2010. Learning in Development. Manila.
www.adb.org/publications/learning-development
• ——. 2012. On Organizational Configurations. Manila.
www.adb.org/publications/organizational-configurations