Download - 20141124 presentation innovative knowledge sharing put into practice in 3 cases workshop eng
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Innovative knowledge sharing
put into practice in 3 cases.
Pascal Van [email protected]
@pascalvanlooEAPRIL
25/11/2014
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Mission
Enhancing a Global
Learning Village
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Ou
rec
o-s
yste
mCoöperation
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In what are we unique?
For whom? For experts who want to share their knowledge and for executives who want to build a learning organisation
What is it?The new 'knowledge sharing with impact' in 10 themes of knowledge sharing
By whom?
Cooperation of entrepreneurs who already
have years of experience in your area
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Ou
rec
o-s
yste
mBusiness
Coöperation
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Ou
rec
o-s
yste
mL&D SectorAssociation(Hobby)
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8
Pascal
Van Loo
President
- 41 year old, Flemish L&D association- 920 members- 12 Boardmembers, 5 staff, 1 director- President
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True or False?
Linking ‘learning' and 'working‘increases
knowledge sharing
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Knowledge sharing is
a shared responsibility
True or False?
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The main challenge in knowledge sharing is working on
connecting knowledge in the organization
True or False?
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New Learning Concepts
1. Working =
learning70-20-10
Just-in-time leren
Just-enough leren
4. Technology
enhanced3. Co-creation
2. Align with
strategy
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1. Working = learning
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• 70-20-10
• Just-in-time
• Just-enough
1. Working = learning
1. Working =
learning
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2. Align with strategy
2. Align with
strategy
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3. Co-creation
3. Co-creation
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• Transversal cooperation
• Community of practice
• Knowledge sharing
• Learning networks
• Contact and relations
3. Co-creation
3. Co-creation
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3. Co-creation
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4. Technology Enhanced Learning
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Is E-learning death? Long live TEL.
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Case 1: BCM, Flemish
government• Flemish Government
• Business continuity managers:
– Central: n=3
– Decentral: n=120
– Target group: n=17000
• Customer wants:
– an efficient way to reveal the needs of the target group
– Trainings
Customer question reformulated:
• How to ensure that, in the event of a crisis, the approach is applied
effectively and efficiently and according to the set procedures?
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BCM
• YEAR 2013:
• organization of 4 big knowledge sharing network (4x), based on
need analysis
1. Knowledge sharing on crisis-reporting (during the crisis)
2. Knowledge sharing on communication (after the crisis)
3. Command Post Exercise (CPX): disaster simulation
4. How to set up a CPX?
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Framed Autonomy
ControlCompartmentalizationCompliance
= classic organisational form
CreativitySpace and freedomCooperationInteractionRelation
= knowledge sharing
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Case 2: Carglass
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Case 2: Carglass
(Belron)• YEAR 2014:
• Question: how can we improve our quality by enhancing selfsteering
teams?
• Intervention: co-created a work integrated approach,
– 6 week technical coaching per branch
– Setting up a learning organisation
– Only 1 group intervention, 3 meetings, 1 day design (4000 euro)
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Case 3: Audit IAVA
• Customer: Internal audit of the Flemish administration
• Question: How can we as experts make sure 17000 employees
apply our knowledge on Risk Management, without using our
power?
• Answer: We want to make the transition from structured workshops
to smaller interactive, dynamic and organic knowledge sharing
groups.
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AUDIT: Change architect
ApproachNetwork
Organisational Processes
Workshops &
Learning Networks(LN)
2 general Risk Management
Workshops
2 years
Result
…Switch?
1 - 1
Learning
Network(LN):
1. Free choice
2. Thematic
Moment of
choice
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Case 4: community
building• Question: Give a key note speech about communities at KBC for
our top directors?
• Answer: NO
• Reconsidered answer: YES, if we co-create a script of a
community evening
• Approach: organization of an event where participants can get to
know the existing communities and their members (16 KBC
employees involved)
+ offers and requests: Tim Pearson (Alaska)
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Big 5-Model: Intervention roles
Mentor
Inspirator
Expert TrainerFacilitator
System Architect
specialistspeaker
presentor
professorteacher
master
Coach
skilltrainer
instructor
moderator
chairman
designerconsultant
change maker designerSystem thinker
living systems builder
innovatorRole model
visionary
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Profile by role
Group
System
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Case 5: Sharing Lab (cc)
• Questions:
– How do you organize personal development for your
own HR professionals and L&D department?
• Objective: Comparison and benchmarking of own
functioning of internal HR, learning and development.
• Approach: how easy can a methodology be?
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New Learning Concepts
1. Working =
learning70-20-10
Just-in-time leren
Just-enough leren
4. Technology
enhanced3. Co-creation
2. Align with
strategy
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Learning Circles
www.learningcircles.eu
016 64 09 91
Pascal Van [email protected]
@pascalvanlooEAPRIL
25/11/2014
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