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ACCELERATED
© Debbie Craig & Kerryn Kohl
Accelerated Learning in action: Future world of work & learningDebbie Craig & Kerryn Kohl
Base Camp Pic
Key Themes?
What does this mean for us?
New World of Work New Breed of Learner New Learning Organisation
• Perfect Talent Storm
• Key Paradigm shifts
• Organisations driven by MTP’s -
• Rise of the Exo’s
• Everything Digital
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The Perfect Talent Storm
Talent and Skills Gap
Education & unemployment crisis
Aging workforce
Continuous change (VUCA)
Economic uncertainty, mechanization, political
instability
New breed of learner
Hyperlinked, social, visual, self-directed, JIT,
multiple roles
neuroplasticity
Learning organisation
MPPP - UCLA
7
Private to Transparent
Isolation to Connectivism
Reaction to Interaction
Emerging learning technologies driving this shift
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Cloud Computing e.g Global Curriculum Project
Mobile learning / Tablet Computing e.g. Educational Apps = 2nd most
downloaded
Learning Analyticse.g. Constant Therapy
Open Content / MOOCse.g. Free digital textbooks
Wearable technology e.g. Muse or Memoto
Gamificatione.g. SimArchitect or Star Base
(includes 3D printing)
How do you master your
environment?
Start by defining your MTP – Massive Transformational Purpose!
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The Massive Transformative Purpose (MTP) is the higher aspirational purpose of the organisation, capturing the hearts and minds of those both inside and especially outside of the organisation
TED: “Ideas worth spreading.”Google: “Organize the world’s information.”X Prize Foundation: “Bring about radical breakthroughs for the benefit of humanity.”Quirky: “Make invention accessible.”From 300 to 29 days – full product cycleSingularity University: “Positively impact one billion people.”
What is your Why?
Simon Sinek
The New World
Organizations must build the capability to adapt to this new world of deep and ubiquitous information and convert it to competitive advantage, have evolved to manage scarcity,
and are structured to address the accelerated, non-linear, web-driven pace of modern life – The Exponential Organisation
The New Breed of Organisation
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Our Physical world still exists but how we relate to it has changed. Knowledge no longer only resides with in us, it now exists external to us with life of its own!
Example Exponential Organisations
13
• New Breed of Learner
• Future fit Competencies
• Digital Learning Quadrant vs. Generational theory
14
Let’s Meet our Modern Learner
Hyperlinked, multi-taskers, visual, experiential, short attention spans, very social, different roles, “just in
time” learners , immediate feedback, independent - teach themselves, construct own learning
Mind Sets and Skills Required?
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New Skills: self-awareness, self-directed, digital & collaborative learning, change agility & resilience, virtual teaming, entrepreneurial thinking, innovation, digital fluency, data & analytics, social media, digital branding and marketing, gamification, strategic influencing, agile project management, knowledge management.
Not only learning but consciously unlearning – re forming and reshaping paradigms
Sourcing and Developing Talent for a
Digital Future
Leadership
PersonalTechnical
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To … ExponentialFrom … Linear
Trend tracking, strategic decision making, influencing,
global leadership, virtual team leadership, diverse stakeholder engagement, creating learning cultures
self-awareness, change resilience and
responsiveness, learning agility, teaming, collaboration,
entrepreneurial thinking, innovation, collaborative
learning
Analytics, social media, digital branding and marketing, gamification, technology
upskilling, flexible financial and business modelling and
scaling, agile project management, knowledge
management
Activity: Identify Yourself
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Source: http://www.danpontefract.com/introducing-the-digital-learning-quadrants/
What kind of Digital learner are you? What is your learning style?
Click on the link to see the definitions of each Quadrant: Click on the links if you would like to analyse your learning style in more detail:
http://www.educationplanner.org/students/self-ssessments/learning-styles-quiz.shtml?event=results&A=11&V=2&T=7
http://www.edutopia.org/multiple-intelligences-assessment
Digital Learning type
Access
Participation
• Digital and Accelerated Learning
• Neuroscience Principles
• Gamification
• 70:20:10
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The Journey from Training to
Learning
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INDUSTRIALISED WORLD• Information scarce• one source of truth• jobs predictable, repeatable• cogs in one big wheelTraining was sufficient
NEW DIGITAL WORLD• 4th Industrial revolution• abundance of information• automation of routine tasks• focus on creativity and problem solvingSelf-directed learning is critical
No longer can training be the cornerstone of organisational learning; social connection must be. - Mark Britz
Source: Introducing Muse: Changing The Way The World Thinks. https://www.youtube.com/watch?v=GYO_WC7TE4c
Craig & Kohl: Elements of a Learning Culture
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LEARNING CULTURE
Supporting learning
Strategic & Systemic Thinking
Leaders diving the
culture
Organisation learning
Individual learning
Team learning
Community learning
Start with why:Business Case
Measurement
Individual Learning
Support
Organisational
Learning Support
Technology
Learning Support
Clear Purpose
Leadership Brand
Leadership
Learning
Building culture is a
core focus
Embrace
Change
Collaboration
Knowledge
Management &
Innovation
Talent Centric
Enculturation
Clear expectations
Performance&
growth dialogue
Leadership and
Learning
Team development
Team facilitation
Techniques
Team Dialogue
Cross boundary
collaboration
Engage
stakeholders
Community
Dialogue
Learn from
Competitors
Engaged Employee
Communities
Clear Learning
Strategy
Systemic and
strategic thinking
Learning Structure
Long term
investment
ExO’s – rapid move to digital
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Accelerated Learningwhole systems, whole person, whole brain … digital
Repetition…Recall…Review…Reinforcement
DIGITAL LEARNINGEffective because it assumes that we are natural learners and gives learners control over: • Preference• Pace• Place• Path Our potential as natural learners is unlocked because it encourages Autonomy, Curiosity, Self – Pacedlearning!
ACCELERATED LEARNINGSystemic approach that speeds up and enhances both the design process and the learning process
Effective because it assumes that we are natural learners and taps into this natural way of learning
Our potential as natural learners is unlocked through Whole Brain; Whole Person; Whole system. approach
Preference … Pace … Place … Path
Workings of the Brain
The Learning
Cycle
Attention & Memory
The Emotional & Social Brain
Brain Deception
Environmental Factors
Neuro-learning - Whole brain factors
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Paradigm shifts
Exploring searching
Support, Feedback &
coaching
Just the right amount, SCARF factors
StimulateAll senses
Visual, FocusNovelty, fun
Individualise, choice,
self-driven
Gather, reflect, create,
test
Limbic vs pre-frontal cortex(fight/flight/freeze)
chunks, visual, 4Rs (Repeat, recall,
review, reinforce)
Light, sleep, nutrition,
movement, energy
Mindfulness
“Neuroplasticity: neurons that fire together wire together.”
Collaborate, engage, share (mirror neurons)
2 systems
Flight – Fight – Freeze mode (reflexive)
• Limbic System (Emotional Brain) -
Reacts within 0.05 secs
• Manage fears or threats (stress) for
safety and survival
• Sympathetic nervous system (SNS) –amygdala, brain shut-down of non-
essential neural paths, releases hormones (cortisol, noradrenalin)
• Feel anxious, fearful, irritable,
frustrated, out of control, distorted perceptions (threatened),
judgemental, negative,
• Rapid heart rate, increased blood
pressure, sweating and an increased respiratory rate
• Less open, flexible, creative, learning,
memory, risk tolerance
• Reduced immune function and general metabolism
Executive Decision mode – (reflective)
• Pre-frontal cortex (Thinking brain) –
slower to respond
• Seat of concentration, motivation,
working memory - evaluates, integrates, chooses
• Parasympathetic nervous system
(PNS) – vagus nerve, slows heart rate, releases hormones (oxytocin,
vasopressin, dopamine)
• Feel positive emotions, optimism, well-being, compassion, energised,
greater intuition, heightened learning state, social judgement, in flow
• Reduced heart rate, calm, deeper breathing, relaxed
• Less anxiety, fear, stress
• Greater long-term health
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Gamification – Emotionally
Immersive Learning
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MOTIVATION
Autonomy: I get to choose – to “opt in”
Challenge: Progression – the experience, feelings, and overall well-being as a result of challenging successes
Mastery: Overall success in an individual
Achievement: Progression in work orientation, endurance, cognitive structure, order, play, and low impulsivity
Purpose: Being a part of a bigger picture – or something that is larger than me
GamificationGamification applies the “stuff” that
makes games fun and irresistible and applies this measurably into non-game contexts. Engaging
“players” through Feedback, FUN and Friends. Darryn Van den Berg
e.g. avatars, points, badges, levels (status), leader-boards, challenges, rewards
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Game-based learning = a type of
game play that has defined
learning outcomes, is designed to
balance subject matter with
gameplay and the ability of the
player to retain, and apply
subject matter to the real world e.g. board games, simulations, experiential
learning challenges, amazing races etc
High tech vs low tech
New learning frameworks:
unpacking the 70:20:10 framework
10 Formal learning:
84% blend use of learning technologies in design (compared to 22% on average)
80% apply storytelling techniques in instructional design (32%)
55% use defined performance support practices to support learning transfer after
formal learning (13%)
20 Social learning:
43% encourage staff to solve problems together using social media (11%)
51% encourage staff to collaborate in building knowledge resources together (12%)
88% use coaching and mentoring as an important part of work culture (40%)
70 Learning in the workflow:
71% provide access to job aids online or via mobile devices (29%)
90% expect managers to take responsibility for developing the skills of their staff (60%)
78% encourage staff to learn from their mistakes as well as from peers and managers (41%)
Source: 2015 Towards Maturity Annual Benchmarking report
• New design principles and approaches
• New Breed of learning professional
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Design to Accelerate Learning
Climate
Behaviour
System &
Process
Skills
Accele
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d L
earn
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Pro
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Accele
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d L
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Pro
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Climate setting dialogue:
• Focus on reframing learning culture
which needs to encourage cross sharing
of knowledge and best practice sharing
• Using stakeholder engagement,
communication, leadership dialogue
sessions, learning chains, etc.
Behavioural Learning:
• Use a blend of learning methods for the
learning chain, provide support through
coaching along with a full spectrum
assessment chain
System and process skills:
• Delivered through behaviour based e-
learning modules and dedicated process
and system based e-learning modules
A supportive Learning Process:
Creating the Learning Landscape: Designing the Learning Chain:
Strategic Assessment:
Who needs to What and Why?1
2
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When (how much time) What (Content)? Where and How (Blended Learning / SAM)
Application and Reflection to develop knowledge and insight
Reflection, Creation, Active Testing
Gathering
Learning Profiles / Learning Set / Coaches / Leadership / Faculty
Norbert Bruning – Learning Chain
38
New learning roles required
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Chief Learning Officer
Learning community leader
Agile learning designer
Digital learning curatorSelf-
driven learner
Collaborative learning community
The New breed of learning
professional
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Customer
insight
Accelerated
design
expertise
Resource
collator
Journey
facilitator
People
connector
Social
Learning
Fearlessly
curious
Authentic
Agile
Inspirational
Rapid
instructional
design
Outcomes
focusedDigitally Fluent
Embrace multiple learning
pathways
• Clear outcomes
• Choice
• Learning
preferences
• Self-directed
• Tracked
• Experts on hand
• Support
• Collaboration
• Evidence of results
• Recognition
Build a learning culture
• Systems thinking
• Leaders driving
learning
• Individual learning
• Team learning
• Organisational
learning
• Community learning
• Supporting learning
• Engage and reward
• New roles required
Consciously drive change
• Move up the
change curve
• Awareness
• Desire
• Knowledge
• Ability
• Reinforcement
• Leaders leading
the change
• L&D custodians
Making the change happen
Change Journey example
KnowledgeWhat the change looks like
Journey map
AbilityKnowledge, skills, behaviours, mind-sets
Process alignment
DesireVisible Leadership commitmentDesire for change by Employees
AwarenessWhy important to change
ReinforceMeasure, monitor, manage
• Awareness of the need to change• Desire to participate and support the change• Knowledge of how to change (and what the change looks
like)• Ability to implement the change on a day-to-day basis• Reinforcement to keep the change in place
Communication sessions- Town hall sessions- Culture pulse survey- Manager’s feedback- Newsletters, etc
Engagement sessions - World Café values activation
session to build desire and get input
- Leadership session with next level leaders to get input on LS behaviours
Team alignment sessions- Exco team alignment session - role in leading
the culture journey- Divisional team alignment sessions - share
and discuss values - what does it mean to our team, what needs to change and our plan to hold each other accountable (including which processes, rituals or symbols need to change)
Learning sessions- Lead Others and above: Leadership
development session and coaching on LS behaviours
- Lead self: Self-leadership and how to align with & live the values
- Process alignment of HR & business processes & rituals
Monitoring- Leadership 360- Manager’s feedback at talent
forums- Culture/values survey- Feedback & action
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When you think Digital – Think People FIRST!
Activity: Accelerated Learning in Action
In the time provided, explore, share, discuss and find the answers to the following questions
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1: Paradigm Shifts 2: Building a Learning Culture 3: 70:20:10 for accelerated results
What are the key Paradigm shifts that you need to make?
Note: Focus on three key shifts and look at how you could go about shifting these paradigms
What are the key elements that you and your team need to focus on to build a LearningCulture?
Note: Focus on one key element and look at how you could go about building this culture
How could you apply 70:20:10 principles to 2 very different learning audiences?
Note: design a learning journey?
Collaborative Learning and
Resources
• Resource guide
• Accelerated Learning Book
• On-line resources, links and articles
• www.accelerated.co.za
• www.catalystconsulting.co.za
• Team members
• Subject Matter Experts
47
• Share your learning with your table to ensure you gain a decent understanding of all the topics. Collaborate across boundaries
• Over 18 years experience in the field of leadership development,change management, talent management, high performance teams andpersonal empowerment
• Founder of Catalyst Consulting (estab 1997) – a successful and well-respected leadership and talent consulting company
• Skilled strategist, design architect, team builder, a powerful facilitator,change agent and executive coach
• Worked from executive level down to front line staff throughoutSouthern Africa and internationally across all 5 continents
• Co-founder of World Alive that offers deep Personal TransformationWorkshops and coaching
• Passionate and deeply committed to her own personal developmentjourney including many trips to India where she has studiedmindfulness and personal mastery
• B.Comm, MBA, NLP practitioner, process facilitator, game ranger, ReikiMaster, Master HR Professional (SABPP)
• Author of 3 books, “I am Talent”, “I am Alive” and “AcceleratedLearning”, numerous articles, and speaker and at many local andinternational conferences and events.
• People describe her style as warm, authentic, energetic, passionate andinsightful, making it easy to connect with her and others in her presence
• Kerryn Kohl is the founder of The Coaching House ~ TalentCultivation. Kerryn has a passion for Learning believing that itunderlies any transformation or change that we wish to make.From this vantage point learning is seen as the not only thespringboard to any culture Transformation but it'sfoundational driving force.
• Kerryn Kohl holds a Master’s Degree in Adult and CommunityEducation and an Honours degree in Psychology, all from theUniversity of Johannesburg. She is a registered life andbusiness coach with CoMensa (Coaches and Mentors of SouthAfrica).
• Kerryn has consulted for a global management consulting firmand brings 14 years of valuable experience as a Talent andOrganisation Performance professional.
• Kerryn has experience across industries and her strengths liein change management, workforce transformation,organisational learning, organisational design, performancemanagement and coaching.
• Kerryn is a strong leader and is skilful in motivating andencouraging others whilst taking the lead.
• “My core value is integrity and I strive to maintain a highlyTeachable Spirit”
ACCELERATED
© Debbie Craig & Kerryn Kohl
THANKS
CONTACT US
Catalyst ConsultingEmail debbie@catalystconsulting.co.za
Web www.catalystconsulting.co.za
Catalyst Consulting Pty Ltd
@CatalystSA
Catalyst Consulting South Africa
The Coaching HouseEmail Kerryn@thecoachinghouse.co.za
Web www.thecoachinghouse.co.za
The Coaching House
@Coachinghouse
Kerryn Kohl
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