what is team academy? “if you really want to see the future of management education, you should...
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What is Team Academy?
“If you really want to see the future of management education,
you should see Team Academy.”
Peter Senge
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The Learning Pyramid
Attributed to National Learning Laboratories, USA
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A way of learning• A Team Academy is a learning community
underpinned by the belief that when real world actions go hand-in-hand with the acquisition of theoretical knowledge then learning is more likely to stick.
• Entrepreneurship is viewed as a process of growing a set of behavioural competencies and personal capacities as well as acquiring a body of knowledge, which together enable learners to develop the necessary skills for creating their own futures.
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Spheres of entrepreneurial learning
HardSkills
BehaviouralCompetences
PersonalCapacities
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Three Principles of Learning
1. Individuals build their own knowledge (constructivism)
2. Knowledge is time-bound (”Just-in-time –knowledge”)
3. Knowledge is social – communities and co-operation
Hakkarainen & others: Tutkiva oppiminen (no English translation available)
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Learning and entrepreneurship
Slow Relational Sociallyconstructed
Emotional as well as
intellectual
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Educational philosophyNot ... But ...Students Team entrepreneursClassrooms An open plan officeTeaching LearningTeachers CoachesSimulations Real businessControl Personal responsibilityRegulation Shared values
“We get the information when we need it which means we learn better and remember” (Level 3 student, Tiimiakatemia, Jyvaskyla)
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Phases of Knowledge Creation
Dialogue
Learning by Doing
Tac
it kn
owle
dge
Explicit know
ledge
Interaction and conversations with others, brainstorming, intensive
thinking, self-reflection
Action, implementation, doing
Trasferrable knowledge, analysis, plan, list, picture,
model, book, knowledge base, manual
“Silent knowledge”, intuitive knowledge, practical
knowledge, hard-to-describe -knowledge
Window 1Talking, “throwing ideas”,
“talking during breaks, formal dialogue sessions
Window 1Talking, “throwing ideas”,
“talking during breaks, formal dialogue sessions
Window 2Crystalising ideas, enumerating
key points, finding leverage points
Window 2Crystalising ideas, enumerating
key points, finding leverage points
Window 3Making specific plans and
prototypes, creating models, finding relevant ideas and
theories from books
Window 3Making specific plans and
prototypes, creating models, finding relevant ideas and
theories from books
Window 4Testing ideas in practice, using
plans to generate action
Window 4Testing ideas in practice, using
plans to generate action
SocialisingInteraction
ExternalisingCrystalising ideas
InternalisingAction and
testing ideas
CombiningCreating a model
or a theory
Nonaka & Takeuchi: The Knowledge-Creating Company
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Learning by doing• Students are placed into groups of 10 – 18 team
entrepreneurs using profiling tools such as Belbin and the Learning Styles inventory.
• Their core task is to form and trade a limited company for three years.
• The knowledge, skills and competencies required of a company are learned and assessed through this vehicle.
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The ATP (Applying Theory to Practice) model
Pre-Motorola Report
Book of Books and developing an appropriate
reading programmeProject Plan
Pre-launch
Project workSupport of the
team coachCross-fertilisation
Motorola ReportBirth-Giving
Project report
ImplementationPost
implementation
Reflection Paper
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The importance of dialogue• Through weekly dialogue sessions the team
entrepreneurs learn from experience the skills of listening, questioning, building on ideas, supporting, challenging and tolerating ambiguity and chaos.
• From the creative processes generated in these sessions come the ideas that will be turned into products and seervices.
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Dialogue
Isaacs: Dialogue - The Art Of Thinking Together; adapted
Voicing
Listening
Respecting
Suspending
Expressing oneself and one’s feelings genuinely.
Suspending oneself from making conclusions, judgements or opinions.
Acknowledging other’s position and the impossibility of understanding it totally.
No resistance or forcing
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Theory1. Book of Books – books on learning,
entrepreneurship, leadership, marketing, innovation, teams, coaching and personal development
2. Book Points – 120 in three years or between 60 and 80 points based on the degree of difficulty of the book
3. Reading Plan4. Book essays – not reviews in isolation but
critical evaluations relating the book to the student experience
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Developing the team company• Each team starts out by creating its vision,
mission and values – called Leading Thoughts – and by getting to know the strengths and potential contributions of each member.
• The team must decide if it will have a leader and if so how the leader will be chosen, how to manage money, allocate responsibilities and make each individual accountable for their own performance.
• Products and services are developed in response to customer intelligence, so customer contact comes early in the process.
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The Team Entrepreneur’s week• 2 x 4-hour dialogue sessions facilitated by the team
coach• Team roles eg team leader, finance manager, sales
manager• 3-4 revenue-generating projects• Customer visits• Reading, writing critically about the books they have
read and sharing their reviews with fellow team members
• Reflective papers on the entrepreneurial journey
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Assessment• Team companies keep planners to show where all
team members are with their different targets• Targets are a mix of individual, team and company
targets, both quantitative and qualitative.• Supporting each other to reach individual targets is
core to the model• Formal assessment for degree grade is based on an
e-portfolio containing reflection papers, book essays, group presentations, learning contracts, pre and post-motorolas and other appropriate documents