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The Organizational Learning Program

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Melanie Rousseau

on 27 September 2011

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Transcript of The Organizational Learning Program

A Framework and Program for Organizational Learning The Way We Work
To Make a Difference The Learning Framework The Learning Program Leadership the Reinforces Learning

Concrete Learning Processes and Practices

Supportive Learning Environment Personal Mastery

Mental Models

Shared Vision

Team Learning

Systems Thinking 5 Disciplines: 3 Pillars: 5 Disciplines + 5 Principles + 4 Values + 3 Pillars + 2 Surveys + Reflective Space =
How we know individuals, teams and the organization are learning! 2 Surveys: Organizational Learning Survey

Corporate Employee Survey Focuses on
The Work Unit/Project Team Key Roles Learning Coordinator Team Lead Supporting Roles Learning Consultants & Advisors Internal Communications IT Support Project Management Tools and Infrastructure Team Learning Process Education and Training Community of Practice The Learning Curriculum Coordinate and Support Community of Practice Design, Coordinate and Facilitate Learning Curriculum Research/Develop new tools and ideas Support The Learning Story Archive Gain and Maintain expertise in Organizational Learning Support the Learning Coordinator Evaluate the Program and services provided Pay attention to the possible connections Support The Learning Story Archive Support effective communication of Learning Program Design, support and maintain infrastructure for
The Learning Story Archive Provide advice and guidance on Information Management Include Learning Process as a formal component of the Project Management process Advocate the use of The Learning Story Archive as the FIRST place for teams to find lessons learned Highlight the role of the Learning Coordinator as a formal and critical role on a team Supports Learning for the
Organization Integrates the skills, abilities and expertise of the Corporate Service Providers Builds capacity that will spread VIRALLY Relies on the Learning Framework to guide our decisions and actions Requires infrastructure to capture and share our stories Share experiences on being a Learning Coordinator and what teams are learning Brainstorm, problem solve and support each other Share Learning Stories Participate in education and training sessions on "Learning" A central location to share Learning Stories
The FIRST place to look for past lessons learned

Systems Thinking is enabled when teams can look at many stories and find organizational patterns, and key lessons learned Describe:
"What Happened?"
"What Did We Learn?"
"What Should We Do Next Time?" Team Learning Meetings 1. Map/Plan the Learning Schedule
2. Describe the key roles on the team
3. Before Action Review: Research related Learning Stories 4. During Action Reviews: Coordinate/facilitate Learning Meetings
5. Collect and record team feedback 6. After Action Review: A Learning Meeting to cap off major milestones
7. Write and Validate team Learning Story
8. Post Learning Story to Archive Plan Do Check Create and use a meeting agenda Apply the After Action Review Method Capture the feedback from meetings Create a learning mindset where all feedback is neutral, helping to make good decisions. A specific, dedicated role on a team
Hosts the "space" for Learning
Coordinates and facilitates team Learning Meetings
Captures and stores feedback in a Learning Log
Interprets, writes and shares the Learning Story
Uses the Learning Process
Attends and participates in Community of Practice
Accesses the Learning Consultant for coaching/mentorship
Advocates learning in the organization Assigns the role of Learning Coordinator to a team member (that fits the criteria)
Creates the "space" for Learning
Ensures Learning Meetings are taking place
Communicates ("Walks the Talk") that Learning is everyone's responsibility
Shares the team Learning Story Work Unit/ Project Team Members Support Learning Coordinator as an important member of the team
Honours the "space" for Learning
Participate in Learning Meetings
Make "Learning" a Priority
Validate and share team Learning Story Integrity



Excellence 4 Values: AENV is a great place to MAKE A DIFFERENCE.

is the way we do our work. 5 Principles: Model the Way

Inspire a Shared Vision

Challenge the Process

Enable Others to Act

Encourage the Heart Strategy Strategically Analyze Learning Stories to look for organizational patterns, systems, and key lessons learned

Decide on what to do about these organizational patterns, systems, and key lessons learned Reflective Space Help teach "How to Write a Great Learning Story" Formal:

Learning 101
Learning Styles
Theory U
Contemplative Dialogue
How to Write a Great Learning Story Informal:

Lunches with TED
World Cafes
Case Studies Non-formal:

Learning Library
Envirotube Videos
Suggested Reading
Sharing Learning Stories Executive Sponsor ADM Corporate Division will act on behalf of the Deputy Minister to:

Advocate the Learning Program to Senior Leadership

Secure resourcing

Remove barriers/constraints on key issues affecting the program Key Stakeholders Executive and Directors Committee

Executive Advisor team

Corporate Division

Strategy Division

People and Learning Branch

Regional Integration Branch FOR INDIVIDUALS FOR TEAMS FOR THE ORGANIZATION The Learning Story The Learning Story
Archive Examples 9. Seek opportunities to share Learning Story
10. Make a plan to act on new Lessons Learned Act Focuses our strategy on achieving:
Leadership that Reinforces Learning
Supportive Learning Environment
Concrete Learning Processes/Practices "A learning organization is an organization skilled at creating, acquiring, interpreting, transferring, and retaining knowledge, and purposefully modifying its behaviour to reflect new knowledge and insights."

- David Garvin
Learning in Action, 2000
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