企业学习方式-实战学习.ppt

,2004年2月,ActionLearning,实战学习定义ActionLearning(AL)Definition,实战学习是个看似简单但又复杂的问题解决策略，能够创造强劲的个人和机构改革ALisadeceptivelysimpleyetamazinglyintricateproblem-solvingstrategythathasthecapacitytocreatepowerfulindividualandorganization-widechanges,实战学习之父瑞文教授FatherofActionLearningProf.RegRevans,UnsinkableTitanic铁达尼号的沉没Cambridgephysicist剑桥物理学者NationalCoalBoard英国煤矿局教育总监PresidentEmeritus,IMCA英国国际管理中心协会主席,实战学习大师马可博士Dr.MichaelMarquardt,乔治华盛顿大学，人力资源发展教授HRDProfessor,GeorgeWashingtonUniversity联合国人力学院高级顾问SeniorAdvisor,UnitedNationsStaffCollege咨询公司总裁President,GlobalLearningAssociates咨询波音、杜邦、摩多罗拉等ConsultedBoeing,DuPont,Motorolaetc.Authorof“ActionLearninginAction”作者新加坡佳策集团咨询团成员,实战学习的理论根源TheoreticalRootsofAL,AL,实战学习总览ActionLearninginaNutshell,变革管理FacilitateChangeManagement结合企业目标与学习MapCorporateObjectivewithLearning专注于实际行动和可衡量的业绩FocusonRealAction&MeasurableResult更好的团队和内部沟通BetterTeamwork&Communication更佳技能表现BetterSkills&Performance新世纪的企业学习方式,为何采用实战学习WhyActionLearning?,机构各层级的共同学习Sharedlearningthroughvariousorganizationallevels因新视野和回馈提高自觉和自信Greaterself-awareness&self-confidenceduetonewinsights&feedback更好的提问及反思能力Abilitytoaskbetterquestions&bemorereflective更好的沟通及团队合作Improvedcommunication&teamwork,传统学习TraditionalLearning,理论知识Theoreticalknowledge工作中应用Applicationatwork工作中学习Learningbydoing/whileworking技能内在化Internalization,教育Education,工作Work,偶然学习IncidentalLearning,意外学习AccidentalLearning,实战学习哲学PhilosophyonActionLearning,教育除非转为行动否则没有价值Educationisnottrulyvaluableunlessitistranslatedintoaction.”麦克波特教授Prof.MichaelPorter,实战学习ACTIONLEARNING(AL),ALP(ProgrammedKnowledge)范畴知识+Q(QuestioningInsight)质疑的洞察力+R(Reflection)反思+I(Implementation)行动实行,实战学习的应用ValuableApplicationsofAL,解决问题Improvingproblemsolving发展学习型组织Developingalearningorganization建立有效团队Buildingeffectiveteams培训领导者Trainingleaders协助人们达到个人及专业发展Helppeopleachievepersonal&professionalgrowth&development,实战学习要素EssentialelementsofAL,实际问题Realworkproblem,实战学习的问题挑战ProblemsforActionsLearning,对组织和个人具有重要性Importanttotheorganizationorindividual复杂的课题有益于行动式学习Themorecomplexinnature,themorepowerfulandvaluableistheactionlearning问题必须可以解决并在小组的权利责任范围以内Problemsshouldbefeasibleandwithintheauthorityand/orresponsibilityofthegroup,实战学习问题范例,提升客户服务调解部门间矛盾征聘高科技人才开发切合企业需要培训课程实施6项目(SixSigma)开发新业绩考核系统,2.实战学习小组ActionLearningGroup,4至8名成员，以保持创意4-8memberstomaximizecreativity来自组织内外Fromwithinandoutsidetheorganization扩大来源背景，以取得新的观点Diversesoastoobtainfreshviewpoints对角色和情况熟悉或不熟悉皆可Maybefamiliarorunfamiliarwithrolesandsituations可以考虑外界资源Mayincludeexternalresourceswhenneeded,小组成员特性,承诺解决问题可以聆听、学习对质疑自己和他人持开放态度尊重他人支持、有建设性,3.质疑和反思的过程QuestioningandReflectiveProcess,先有疑问，后有答案Questionsbeforesolutions问题发人深省，让人聆听、发挥创意、学习Questionsallowustoreflect,tolisten,tolearn,tobecreative提供时间和空间，让人反映反思、获得新的视野Timeandspaceneededtostandback,reflect,unfreezeandgainnewperspectives,提问的威力PowerofQuestions,改变聆听和解决问题时的心理提高学习的机会建立团队凝聚力提供对话的基础创造对改革的接受度,致力于采取行动CommitmenttoTakeAction,如果只做建议，将减少创意和承诺Merelyrecommendingdiminishescreativityandcommitment测试主意在现实中是否有效可行Testingideasinpracticedeterminesifeffectiveandpractical采取行动，才能获得真正的学习Noreallearningoccursunlessactionistaken,5.专注于个人和组织学习FocusonIndividual,TeamandOrganization-WideLearning,成员对个人和小组、组织的学习负责Memberstakeresponsibilityforown,groups,andorganizationslearning拨出时间，讨论学习和如何在别处应用Timesetasidetotalkaboutlearningsandhowtheycanbeappliedsystematicallyelsewhere,学习的三个层面Threedimensionsoflearning,学习种类TypesofLearning,新知识和信息强化相关技能情绪智商改变行为和推理改变信念和价值观加强对个人目的的理解,6.实战学习辅导师LearningCoach/SetAdvisor,可从组织内外甄选分配足够学习时间协助组员反思小组内的互动和对将采取行动的影响确保流程准则的遵守创造学习气氛,Maybegroupmemberor“external”partnerEnsuresufficienttimeforcapturinglearningsHelpmemberstoreflectoninteractionsandimplicationsofactionstobetakenAssurenormsandprocessesarefollowedCreateanatmosphereoflearningandreflectiveinquiry,实战学习导师的特性CharacteristicsofanEffectiveActionLearningCoach,相信实战学习过程能问相关的一连串问题好的聆听技巧了解言外之意全面和独立的视野不做裁决有耐性、能设身处地开放,实战学习要素EssentialelementsofAL,实际问题Realworkproblem,实战学习关键Keytoactionlearning,只有当人们发现没有人知道但大家必须找到答案，他们才开始共同和互相学习Peoplestarttolearnwithandfromeachotheronlywhentheydiscoverthatnooneknowstheanswerbutallareobligedtofindit,ActionLearningInstitutions实战学习学府学院,WorldBankInstituteGovernanceProgram世界银行学院管理课程HarvardBizSchool-Exec.Develop.Program哈佛大学管理人员发展课程GeorgeWashingtonUniversityHRDevelopmentProgram美国乔治华盛顿大学人资发展课程IMCA国际管理中心协会RevansUniversity美国瑞文大学,实战学习和其他问题解决工具ALvsOtherProblemSolvingTools,特别小组和品质管理圈Taskforce/qualitycircles在工作中学习反思Learning&reflectingonthejob户外探险活动Outdooradventures模拟Simulation,6.实战学习辅导师LearningCoach/SetAdvisor,可从组织内外甄选分配足够学习时间协助组员反思小组内的互动和对将采取行动的影响确保流程准则的遵守创造学习气氛,Maybegroupmemberor“external”partnerEnsuresufficienttimeforcapturinglearningsHelpmemberstoreflectoninteractionsandimplicationsofactionstobetakenAssurenormsandprocessesarefollowedCreateanatmosphereoflearningandreflectiveinquiry,实战学习导师的特性CharacteristicsofanEffectiveActionLearningCoach,相信实战学习过程能问相关的一连串问题好的聆听技巧了解言外之意全面和独立的视野不做裁决有耐性、能设身处地开放,实战学习要素EssentialelementsofAL,实际问题Realworkproblem,实战学习的企业应用ActionLearninginAction,GE通用电器SodexhoUSA(Sodexho:Worldlargestfacilitymanagementgroup,ParentCo.ofMarriot).,实战学习的企业应用ActionLearninginAction,GE通用电器SodexhoUSA(Sodexho:Worldlargestfacilitymanagementgroup,ParentCo.ofMarriot).,你的实战学习挑战YourChallengesinAL,设立多元化小组（等级年资等）Setupadiversifiedgroup(hierarchy,seniority)对反思和质疑的耐性Patienceforreflection&questioning