employee learning and resilience
TRANSCRIPT
Employee Learning and Resilience
Presenter: Dani Rius
You know you're from Christchurch when https://www.facebook.com/ykyfcw?fref=tshttp://www.startsatsixty.com.au/
Christchurch Cathedral, New ZealandPicture taken on July 8, 2015
Learning
My definition: Learning refers to the process of obtaining a new perspective or understanding of reality. The learning process usually happens in interaction with others. New knowledge and skills can be acquired formally (e.g., through training, education), or informally (e.g., through interaction with social networks).
Resilience• 40 years of academic study, started with Norman Garmezy, Child
Psychologist, who studied how children from schizophrenic parents coped (Coutu, 2002);
• Definitions (in Fletcher, D. & Sarkar, M., 2013. Psychological Resilience: A review & critique of definitions, concepts and theory):
• “A dynamic process encompassing positive adaptation within the context of significant adversity” (Luthar et al., 2000, p. 543)
• “The capacity of individuals to cope successfully with significant change, adversity or risk” (Lee & Cranford, 2008, p. 213)
• “An individual’s stability or quick recovery (or even growth) under significant adverse conditions” (Leipold & Greve, 2009, p. 41)
Learning and Resilience Link: Adaptive Ability
Learning (Knowledge-based)
• Constructive ability / Building blocks of knowledge (Piaget)
• Social construction of knowledge (Vygotsky)
• Shared mental models (Bandura, 2001, Kuntz & Gomes, 2012);
• Learning capability suggested as a predictor of resilience (Crick et al., 2013)
Resilience
• Adaptive capacity as a personal characteristic that enhances learning capability (Chiaburu, Baker, & Pitariu, 2006)
• Resilience can be learned (Coutu, 2002; Luthans, 2002; King & Rothstein, 2010)
Context • Post 2011 EQ study• Leaders from organisations
of an alliance participated• Atypical alliance:
a) Transient, finiteb) Natural Competitorsc) Similar knowledge, not complementary
Collaboration vs Competition dilemma
September 2010 and February 2011 Earthquakes in Christchurch shattered the city. Businesses were struggling to survive in the highly challenging environment, where buildings were no longer safe to remain in them so several businesses had to relocate. Innovative ways of doing business were urgent in order to maintain their livelihoods.
Embedded Units of Analysis in Post-earthquake (P-EQ) alliance context
AllianceP-EQ
Govt. Agencies
Alliance Coordinating Team (CT)
Unit of Analysis 1: APO1
Unit of Analysis 2:
APO2
Research Questions
• How do employees learn in the context of this complex alliance?
• What enables or facilitates their learning? What hinders their learning?
• Are there significant differences between Organisation 1 and Organisation 2?
• How does the tension between collaboration and competition relate to sharing or transfer of knowledge across organisations?
Literature Review
• Learning theoriesCognitive Psychology, EducationVygotsky, Piaget, Pritchard, A. (2008)
Management (Learning Organisations) Vera, D, & Crossan, M. (2004). Strategic leadership and organizational learning. The Academy of Management Review, 29, 222-240
• Strategic alliancesKale, P., & Singh, H. (2007). Building firm capabilities through learning: the role of the alliance learning process in alliance capability and firm-level alliance success. Strategic Management Journal; Inkpen, A. C. (2000). Learning through joint ventures: A framework of knowledge acquisition. Journal of Management Studies, 37, 1019-1043.
• Employee ResilienceKatharina Näswall, Joana Kuntz, Morgana Hodliffe, Sanna Malinen - Employee resilience scale: Technical Report (2013) - www.resorgs.org.nz
• Organisational ResilienceWeick, K. E., & Sutcliffe, K. M. (2007). Managing the unexpected: Resilient performance in an age of uncertainty
Results
• Learning enablers: * Leadership aligned to the organisational learning culture (and also aligned to the alliance culture), encouraged innovative thinking, trial and error, and mistakes as opportunities for learning * Motivation to learn / employee engagement * Social networking, collaboration and participation * Resource availability (within organisation)• Obstacles to learning: Competition and limited resource
accessibility (across organisations)
Evaluation and discussion of current
work practice and specifications
Collaborative problem
solving/Negotiation
'Best' solutions suggested
Proposed solutions put in practice (at
APOs)
Feedback with trial and error results
Learning Cycle at Upper Management
Thank you!
www.drrconsulting.co.nzhttps://www.linkedin.com/profile/view?id=94757159
http://hdl.handle.net/10092/10522