This is a presentation that I have just made at four large HR forums in Beijing, Shanghai, Nanjing and Guangshou in China. As you can see on the slides it was all translated into Mandarin as the audience of 300 were all Chinese speakers. What a wonderfully rich cultural experience!

1. 通过体验式学习来获得领导力
Leadership development through
Experiential Learning
Genesis Consultants - China
Chris Jansen – University of Canterbury
坎特伯雷大学 克里斯·詹森

2. www.ideacreation.org 2

3. www.ideacreation.org 3

4. Chris Jansen
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5. Overview综述
• Why do we need to rethink
how we develop leaders?
• What key leadership lessons
are important?
• How can experiential
learning (EL) address these?
• What could an EL based
leadership and organisational
development programme look
like?

6. Information overload 信息过载
Speed 速度 Complexity 复杂
Interconnectedness of systems 互联系统
Uncertainty 不确定性 Ambiguity 含糊
Dissolving of traditional organisational boundaries
传统组织的边界消失
Exponential rate of change 指数级的变化
Disruptive technologies
Opportunities 机会 破坏性的技术
Paradox 悖论
Generational values and expectations 世代价值观和预期
Unintended consequences 意外后果
Lack of Control 失控
Increased globalization 全球化增强
www.ideacreation.org 3

7. change is changing…..
变化中的变化
The greatest challenge for future leaders is the pace of
change and the complexity of the challenges faced….
对于未来领导们的最大挑战，正是变化的节奏，以及将要面对
复杂的挑战
….‖perpetual white-water‖…
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8. ―Our organisations are not equipped to cope with
this complexity…‖ (IBM study – 1500 CEO’s)
我们的组织并没有预备着去应对复杂事务
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9. www.ideacreation.org 9

10. www.ideacreation.org 10

11. 领导力培养的未来趋势

12. Future leadership development processes.
未来领导力发展的过程
• More focus on vertical development 关注纵向发展
• Transfer of greater development ownership to the
individual 更大的发展权利转移到个人身上
• Greater focus on collective rather than individual
leadership 更关注集体而胜于个人领导力
• Much greater focus on innovation in leadership
development methods. 关注领导力发展模式的创新

14. Developing Chinese Leaders
in the 21st Century
21世纪的中国领袖发展
―Lessons of experiences – China research project: 2007-2009‖
―经验中的学习”- 中国研究项目：2007-2009
Based on interviews with 55 top-level executives from 6 China based
companies (state controlled and private)
建立在与55位中国6家最高层高管的访谈上
Identified 发现:
• Events – key drivers of leadership development, experiences that
drive learning and change
·事件-领导力发展、体验的关键驱动力推动着学习和改变
• Lessons - represent a shift in attitudes, values, knowledge,
behaviour or skill level – due to the key developmental events
•学习—基于关键启发式事件，在态度、价值观、知识、行为或技能等级
表现出转变

15. 挑战性的任务
逆境
个人事件
发展性的关系

16. 领导组织
领导自我
领导他人

17. Kolb’s Experiential Learning Cycle
科尔布体验学习圈
Experiencing Processing
体验 处理
Generalising
Applying 应用 概括

18. Kolb’s Experiential Learning Cycle
科尔布体验学习圈
经验 反思
How do we design experiences and reflection to allow this
cycle to generate learning?
我们如何设计体验和反思，去让这个学习圈产生学习效应？

19. Features:
What?
• emotionally engaging
experience 情绪性的吸引人
的经验
Who?
• groups and individual 团队
和个人
Where?
• real life experiences or
真实生活经验， 或者
• simulations and activities
模拟以及活动
• indoors or outdoors
户外或者室内

20. Features特点;
• Group (group
facilitation, self
reflecting team etc)
团队（团队引导，团队
自我反思）
• Individual
(conversations with
反思 coaches, journals,
online forums etc)
个人（谈话和训练、旅
行、在线论坛等等）

21. Win as much as you can
赢得最多

22. Experiential Modalities
RECREATION EDUCATION DEVELOPMENT THERAPY
娱乐 教育 发展 治疗法
PRIMARY OBJECTIVES 主要目的
fun learning skills leadership growth /change in
new experiences learning info self confidence Thinking
stress relief qualifications facing fears Feeling
buzz/challenge employment communication Behaviour
trust Insight
FACILITATION SKILLS REQUIRED 所需引导技巧
activity skills teaching skills facilitation skills counselling skills
instructional skills progressions processing skills self awareness
risk management learning theories group dynamics psychology
organisational assessment conflict resolution emotional safety

23. The key to powerful experiential
learning is intentional facilitation
效果强大的体验式学习的关键
是有目的的引导

24. Facilitation Steps 引导步骤
1. Set up group experience 创建经验
2. Observe the group dynamics and behaviour 观察小组的互动和行为
3. Select a topic to explore 选择一个话题去探讨
4. Explore following a sequence of questions 探讨下列问题
• What? (What did you experience) 什么？
• So what? (How did you feel? What were you thinking? etc 所以什
么？
• Now what? (What can you change?) 现在能做什么？

25. Facilitation Focus Topics 引导应关注的话题
Checklist of group characteristics and team competencies
• Leadership / initiative / innovation 领导／动议／创新
• Mutual Respect / emotional safety / encouragement and support 相互尊重／情
绪安全／鼓励和支持／
• Listening and contributing ideas / communication 倾听和建议／沟通
• Helping each other / Cooperation 互助／合作
• Decision making / planning / leadership ／决策／计划／领导力
• Coping with frustration 面对挫折
• Trusting the group 信任团队

26. Offsite programme Workplace
Issues identified in workplace
So
What? what?
Transfer of insights and behaviour?
Experience Now what?

27. Using metaphors to link to work scenario
利用比喻连接到工作情景
1) Ask linking questions during and after the
experience
询问一些连接性问题
• What similar dynamics happen in your
workplace? 在你的工作场合有没有类似事
情发生？
• How was the role you choose similar to
work? 在工作中你的角色有多少相似性？
• How was your thinking similar? 你自己的想
法有多少相似性？
2) Create a metaphor that renames the
activity in the language of the workplace
利用工作场所的语言来重新诠释

28. The Zenger-Folkman Leadership Tent
CHARACTER
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29. The Leadership Circle 360 Assessment tool –
individual profile based on peer feedback

30. Leadership Learning Programme - sample
Workplace Workplace Offsite programme Workplace
Select Set Participate Reflection Apply these
participants individual in based on behavioural
and develop- experiential individual changes in
undertake mental programme goals the
leadership goals with peers workplace
profile ELC

31. Leadership Learning Programme - sample
Initial training Series of experiences Action Learning groups –
session to allowing for rotated peer feedback on goals and
introduce leadership roles and projects, initially facilitated
leadership feedback and progressively more self
framework managing
ELC
ELC ELC
ELC
ELC
360 profile tool, Final prototyping
developmental event - participants
goals and ongoing present projects and
coaching reflect on goals and
learning process