Ideas from group What is the difference between learning and training? What is the difference between learning and education? Where does learning take place? Who learns? What is the role of instruction in learning?
Further thoughts How does e-Learning relate to instruction? How does eLearning change teaching?
Further thoughts – role of eLearning School or college? Training unit in a company or business where primary business is not education or training? Outside of training unit in a company or business where primary business is not education or training?
Which is more important the ‘e’ or the ‘learning’?
Is knowledge a pre-packaged chunk or a creative conversation? If it was regarded as a creative conversation does that change what we do, how we do it?
A culture is the sum of the distinctive behaviours, intentions, and values that people develop over time to make sense of the world. It includes the shared history, expectations, written and unwritten rules, values, relationships, and customs that affect everyone’s performance. (Schein,1997, 2010). Culture is not a thing – it is in the relationship of people.
The way we do things around here (McKinsey) It is the set of the set of beliefs, values, and norms, together with symbols like dramatized events and personalities, that represents the unique character of an organization, and provides the context for action in it and by it. (Gareth Morgan) A pattern of shared basic assumptions that the group learned as it solved its problems that has worked well enough to be considered valid and is passed on to new members as the correct way to perceive, think, and feel in relation to those problems. ( Edgar Schein)
Level 1 Culture is both enabled and reinforced Surface through visible appearance and behaviours. Manifestation Surface Culture is manifested by beliefs and values, Level 2 organisation values give a guidance and direction Values for organisational behaviour. Culture is manifested through our long learned, automatic responses and established opinions. Level 3 Basic The assumptions that lie behind the values Assumptions determine the behaviour patterns.
1. Stories - The past events and people talked about inside and outside the company. Who and what the company chooses to immortalize says a great deal about what it values, and perceives as great behavior. 2. Rituals and Routines - The daily behavior and actions of people that signal acceptable behavior. This determines what is expected to happen in given situations, and what is valued by management. 3. Symbols - The visual representations of the company including logos, how plush the offices are, and the formal or informal dress codes. 4. Organizational Structure - This includes both the structure defined by the organization chart, and the unwritten lines of power and influence that indicate whose contributions are most valued. 5. Control Systems - The ways that the organization is controlled. These include financial systems, quality systems, and rewards (including the way they are measured and distributed within the organization.) 6. Power Structures - The pockets of real power in the company. This may involve one or two key senior executives, a whole group of executives, or even a department. The key is that these people have the greatest amount of influence on decisions, operations, and strategic direction. Johnson and Scholes' Cultural Web
An e-learning culture is a learning culture where leaders at all levels are enthusiastically engaging one another through available technologies to learn and prosper in an increasingly turbulent world.
Neil Postman (1995) argues that while ICT may provide gains they also involve losses. After all, anyone who has studied the history of technology knows that technological change is always a Faustian bargain: “Technology giveth and technology taketh away, and not always in equal measure. A new technology sometimes creates more than it destroys. Sometimes, it destroys more than it creates. But it is never one- sided” (Postman 1995: 22 -48)
Culture Champions Communication Change
Building a learning culture is hard work! ◦ Make coach or direct manager responsible for learning ◦ Focus at the enterprise level ◦ Integrate learning into work ◦ Design well and certify where appropriate ◦ Pay for knowledge ◦ Everyone’s a teacher ◦ Get rid of the training noise ◦ Eliminate the ability to pay as a gatekeeper ◦ Make access as easy as possible
Building an eLearning culture requires senior management commitment! ◦ Build a sound business case ◦ Use success stories ◦ Educate executives ◦ Coach executives ◦ Overcome prior perceptions ◦ Work the politics ◦ Ignore the disbelievers
Consolidate your strategy development Start fresh Use the web to communicate Avoid selling and focus on value Communicate value from the top down Build support with coaches/trainers/teachers first Build and promote an initial win Control external messages Encourage web savvy
All of the above requires a systematic change strategy – change management Change management ◦ ensures that an organisation and its people are committed and capable of executing a business plan. ◦ Establishing an environment for change, enabling high performance It is about moving an organisation toward its goals by improving its performance, productivity, speed, flexibility, and motivation of the workforce and about building the capabilities of business leaders to lead sustainable change (p. 200). Change Management approaches discussed in next session.
Determine readiness ◦ Are people supportive or will they create roadblocks? ◦ Looks at reasons for resistance Competence ◦ Have people skills and knowledge to engage? Resources ◦ Access to technology
I say to you today, my friends, so even though we face the difficulties of today and tomorrow, I still have a dream. It is a dream deeply rooted in the American dream. I have a dream that one day this nation will rise up and live out the true meaning of its creed: "We hold these truths to be self-evident: that all men are created equal." I have a dream that one day on the red hills of Georgia the sons of former slaves and the sons of former slave owners will be able to sit down together at the table of brotherhood. I have a dream that one day even the state of Mississippi, a state sweltering with the heat of injustice, sweltering with the heat of oppression, will be transformed into an oasis of freedom and justice. I have a dream that my four little children will one day live in a nation where they will not be judged by the color of their skin but by the content of their character. I have a dream today. I have a dream that one day, down in Alabama, with its vicious racists, with its governor having his lips dripping with the words of interposition and nullification; one day right there in Alabama, little black boys and black girls will be able to join hands with little white boys and white girls as sisters and brothers. I have a dream today. I have a dream that one day every valley shall be exalted, every hill and mountain shall be made low, the rough places will be made plain, and the crooked places will be made straight, and the glory of the Lord shall be revealed, and all flesh shall see it together.
A vision is a dream , a source of direction and a first step in planning and setting goals. Great leaders have the ability to articulate a dream that they then share with other people i.e. they give direction or an indication of what the future might look like. A distinct characteristic of all great leaders is their ability to articulate a compelling vision (future) and to get others to buy into this future.
IKEA The IKEA vision is to create a better everyday life for the many people. We make this possible by offering a wide range of well- designed, functional home furnishing products at process so low that as many people as possible will be able to afford them.
Other example Vision statements?
Get a feel for vision/mission statements Make separate lists of the following: ◦ Services - What you do and how well you do it! ◦ Technology - Your use of Technology ◦ People involved in your establishment People who attend your establishment The Community ◦ Your Values and Philosophy ◦ Your Vision - future plans with aims and objectives Pick out the most important points Obtain input from other people ◦ List some positive words - words of aspiration and inspiration for Vision statements Select your most important words and combine in one sentence or put your most important sentences together which must be combined in one short paragraph
A Vision Statement is a sentence or short paragraph providing a broad, aspirational image of the future. A Mission Statement is a sentence or short paragraph which reflects the core purpose, identity, values and principle business aims. A Vision can be defined as 'An Image of the future we seek to create'. A Mission can defined as 'Purpose, reason for being‘ ◦ "Who we are and what we do".
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