The real learning curve - where learning happens and happens well. Learning in the workplace is influenced by motivation and needs to be nurtured in different ways by managers and leaders. This presentation applies Ken Blanchard's Situational Leadership to supporting learning at work.

1. Phil Aspden
Director: eGenius

2. The Learning Curve?
Y Real
x

3. Abstract
Solitary
Single
activity
A slog!
Passive

5. Edgar Dale Cone of Experience
Abstract Concrete

6. Ken Blanchard – Situational Leadership
[adapted]
Competence – knowledge and skills
Commitment – motivation and confidence

7. Competence

8. Commitment

9. Competence
Commitment

10. Competence
Commitment

11. Adapted from Situational Leadership ii by Ken Blanchard
Commitment
Stages
Low High
X-Axis
Stage 1
Directing
Stage 2
Coaching
20%
Stage 3
Supporting
Stage 4
Delegating
High
Commitment
[Motivation +
confidence]
Competence
[Knowledge
+ skills]
Low
Unconscious
incompetence
Conscious
incompetence
Conscious
Competence
Unconscious
Competence
10/28/2008
Development Stages
10%
formal
10%
formal
significant
person
70%
on the
job

12. Only digital
immigrants talk
about
‘technology’

13. Technology can help us with this process, making it:
• Easier
• More possible/ more frequent [overcoming time/
space barriers]
• More engaging – using rich media and resources
• More effective and efficient
Technology should not be a tool that allows us
[managers] to abdicate responsibility and avoid any
meaningful contact with our staff

16. Manager 2.0
The ‘social’ manager

17. 4 Qualities
•Awareness: - presence and sensitivity
•Flexibility: - styles & behaviours to fit the
situation
•Clarity: - effective contracting
•Authenticity: - saying what you mean and
meaning what you say & being in the here and
now.

18. Directing
• Tell me what to do
• Tell me the steps I need to take
• Give me the information I need
• Don’t assume I know nothing
but don’t assume I know
• Be explicit
Induction
Onboarding
Orientation
Building key
relationships

19. Directing
Informing
Interpreting
[localising]
Applying
Reviewing
E Learning
generic
local
Video seminars
Webinars
Virtual reality
Simulation
tell
do
Feed
back

20. Coaching
• Agree what needs to be done
[set expectations & get buy in]
• Agree needs [training/
experience/ resources]
• Give feedback – lots of it
• Get feedback
Performance
management
Relationship
building
Learning [on and
offline]

22. Coaching
• Review – progress not actions
• Expectations
• Needs
• Observations - feedback
‘Intelligent’
performance
management systems –
not just a tracker
not just appraisal
Use multiple channels
to coach.
Rewards - badges

24. Supporting [less directive coaching]
• Experimentation
• Research – self guided
learning
• Risk taking [supported]
• Directive and positive
feedback
• Explicit – avoid assumptions
• Ask lots of questions and
prompt lots of questions
Simulation – AR/VR
Gamification
Information/ learning
Small chunk learning
Action learning
Solutions circles

25. Learning
Programmed
knowledge
Questions
L= (P,Q)
“… responsible action is, in itself,
an effective learning process.”

26. My father was a college professor and a pedant to
the bone. Every exchange contained a lesson like
the pit in a cherry.
To this day the Socratic method makes me want to
bite someone.
We are all completely beside ourselves. Karen Joy Fowler

27. Delegating
• Review progress
• Agree responsibilities
• Support with access to
resources
• Observation and joint
reflections
• Recognition and reward
Performance
management
Access information
– learning/
development
Take responsibility
for improvements

28. 4 Qualities
•Awareness: - presence and sensitivity
•Flexibility: - styles & behaviours to fit the
situation
•Clarity: - effective contracting
•Authenticity: - saying what you mean and
meaning what you say & being in the here and
now.

29. Directing
Coaching
Supporting
Delegating

30. Curating
From the Latin Cura meaning ‘to care’