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  1. 1. Creating ‘Just-In-Time’ L&D in today’s disruptive workplace Coffee Time Learning Bites
  2. 2. Introduction 3 WAVE ●When 4 ●Awareness 8 ●Values 9 ●Empowerment 10 Contents
  3. 3. A look at culture change focuses on four critical elements that need to be considered for individuals, teams and organizations to successfully ride the wave of disruption. When Awareness Values Empowerment As an organization, how do we navigate the stormy oceans of the obsolete? And what is it that makes some companies so annoyingly innovative, whilst appearing to have so much fun? It appears that what they are not doing is worrying about annual appraisals, behavior frameworks, micro managing their people, or deciding what learning and development each team needs one and two years in advance. In nearly four years of R&D, at Café Style we noticed that in those teams, or organizations successfully aligning culture with the speed of technology change, WAVE is always in place. This is about ‘just-in-time’ learning and development, or as we call it agile learning. This is about providing the right system, tools and mind-set that come together to proactively address individual, team or organization development issues, as and when they arise, and right there in the situation. It appears that the development of self-awareness in the age of disruption cannot be underestimated. The higher the levels of our ability to perceive, feel and be emotionally and socially intelligent, the more open minded we are to change long-standing limiting beliefs about how things work, and the more creative we tend to be. Rules constrain thinking and predict outcomes, stifling creative thought. When we transform rules into meaningful values, we keep the boundaries that constructively direct behavior, but inspire people, engaging them into a collaborative journey to a new and exciting place. People need autonomy and encouragement to think creatively and become self-sufficient, confident and build resilience. In an empowered environment, people feel confident to take the initiative and make decisions to solve problems, improve something, or innovate. Introduction “”Any environment that is based on fear and punishment will achieve performance, but not innovation” Monty Roberts Horse Sense for People Copyright 2016 - Fi Hills Cafe Style
  4. 4. When There can no longer be a huge gap between the problem, or challenge, and addressing that problem with constructive and appropriate learning and development. Learning and development must become more agile. Easier said than done in a world where we naturally want to plan to get things right, always with the best intention. A linear approach to training, prescribing and preempting ahead of time, what are the requirements and the learning outcomes, appears to be impeding the pace of change for many organizations around the Globe. Like the world we find ourselves in, learning and the transformation of people must become more responsive, iterative and incremental, if it is to serve individuals, teams and organizations. The organization, its leaders and learning practitioners must now facilitate individuals and teams to continuously transform themselves to create a learning organization (a phrase coined by Peter Senge and colleagues). A learning organization is about ‘WHEN’ it matters and the ‘WHEN’ is here and now… The following five points are taken from Peter Senge’s work and outline a learning organizations typical characteristics: 1. Systems thinking. This is a framework that allows people to study businesses as ‘bounded objects’. Learning organizations use this method of thinking when assessing their company and have information systems that measure the performance of the organization as a whole and of its various components. Systems thinking states that all the characteristics must be apparent at once in an organization for it to be a learning organization. If some of these characteristics are missing then the organization will fall short of its goal. 2. Personal mastery. There is an incredible advantage for an organization whose workforce can learn rapidly rather than organizations where learning is acquired through staff training, development and continuous self-improvement. Learning cannot be forced upon an individual who is not receptive to learning. Research shows that most learning in the workplace is incidental, rather than the product of formal training, therefore it is important to develop a culture where personal mastery is practiced in daily life. A learning organization has been described as the sum of individual learning, but there must be mechanisms for individual learning to be transferred into organizational learning. 3. Mental models. The assumptions held by individuals and organizations are called mental models. To become a learning organization, these models must be challenged and a willingness to try new things and be willing to fail encouraged. Individuals tend to espouse theories, which are what they intend to follow, and theories-in-use, which are what they actually do. In creating a learning environment it is important to replace confrontational attitudes with an open and collaborative culture that promotes inquiry and trust. To achieve this, the learning organization needs mechanisms for locating and assessing organizational theories of action. Unwanted values need to be discarded in a process called 'unlearning'. Copyright 2016 - Fi Hills Cafe Style
  5. 5. 4. Shared vision. The development of a shared vision is important in motivating the staff to learn, as it creates a common identity that provides focus and energy for learning. The most successful visions build on the individual visions of the employees at all levels of the organization, thus the creation of a shared vision can be hindered by traditional structures where the company vision is imposed from above. Learning organizations tend to have flat, decentralized structures. The shared vision is often to succeed against a competitor. 5. Team learning. The accumulation of individual learning constitutes team learning. The benefit of team or shared learning is that staff grow more quickly, as we are social and collaborative beings and the problem solving capacity of the organization is improved through better access to knowledge and expertise. Learning organizations have structures that facilitate team learning with features such as boundary crossing and openness. Team learning requires individuals to engage in dialogue and discussion, therefore team members must develop open communication, shared meaning, and shared understanding. Learning organizations typically have excellent knowledge management structures, allowing creation, acquisition, dissemination, and implementation of this knowledge in the organization. Since Peter Senge noted these five characteristics, other factors about creating an agile, learning environment and organization have been discovered. The essence of these characteristics and organizations becoming more like social communities has become a given for forward thinking organizations. The fact is, to create an agile learning environment, the onus of responsibility for the learning lies with the recipient, not the provider of the learning. This changes the role of L&D, OD and Leaders from doing the thinking for people, to becoming the facilitators that enable people to think for themselves. This is a huge change and not always a very comfortable shift to make for the learning provider, the leader, or the recipient. Our research at Café Style clearly pointed to a number of factors that must be in place, one of these is what we call the EPIC Methodology, and it lies at the foundation of all of our development of activities and programs: When “There is nothing, nothing, more sad than a surfer who used to surf.” Unknown Copyright 2016 - Fi Hills Cafe Style
  6. 6. Science has shown that adult learning is most effective in a positive emotional state: when it’s fun. It makes intimidating, perplexing material engaging and easier to comprehend. When playful, the learning occurs through self-discovery. In other words, not by ‘consciously thinking and trying to ‘memorize’ and ‘interpret’ information from outside, but instead subconsciously imagining and creating, bypassing the conscious mind - like advertising. Being in a state of ‘play’ allows us to explore infinite possibility. Many areas of neuroscience provide proof that without play, we cannot have the creativity and innovation we need. Play increases imagination and invokes creativity, because it creates a simultaneous sense of safety and adventure. Play encourages us to adapt to the outside world while remaining authentic. It is one of the essential ingredients in a creative process. Iterative development involves a cyclical process, and can – because of its repetitive nature – have up to twice the impact of traditional linear learning. Just as we pass through the four seasons every year, our learning passes through these same areas of study repeatedly over time. This doesn’t mean that you should repeat the same thing over, and over again. But when the major themes keep reoccurring, you’re learning spirals continually deeper with every cycle you are part of. Adding social and collaborative elements to learning, leads to significant improvements in outcomes. When working together to achieve a shared goal, everyone needs to believe in the goal and trust the others as well as themselves. Furthermore, studies have shown that social embeddedness improves cognitive functions by broadening mental capacities of thinking, learning and understanding. Add the fact that as much as 70 to 90% of workplace learning occurs informally and socially through discussion with fellow employees at the ‘water cooler’. Since most of learning occurs in informal and social settings, perhaps the greatest single potential gain for learning is in this area. You will note that EPIC embraces both the fundamental method of learning, which is designed to work with the subconscious to accelerate learning and addresses the necessity to break learning into micro, digestible elements that can be practically fused into the working operation. When Copyright 2016 - Fi Hills Cafe Style
  7. 7. The rule in staff development is that we cannot take big chunks of traditional classroom training and just chunk it down into bite-size bits of learning. We must change the paradigm of the design of the learning to make it effective. In Café Style’s case, we shifted from conscious learning (which is slow and linear) to subconscious, which is fast, exploratory and creative. The term ‘micro-learning’ can be used for e-learning, but it is important to know that creating an agile environment requires more than e-learning. We cannot just replace the traditional classroom with technology and expect transformation to happen by default. Micro-learning, in this sense requires that we first focus on the macro business requirements, such as the vision, values, competencies etc, then create an overall framework, where the micro-learning capsules and programs can then be built upon. It is not a case of supplying random resources and giving access to leaders and learning practitioners, without them having a true understanding of where, when and how to best apply these resources in an appropriate and creative way to support the achievement of the vision. Micro-learning is a part of the blended learning strategy, it does not replace all classroom learning and we must be careful not to throw the baby out with the bath water. Classroom training has its place, but can be transformed to be a more interactive, explorative and creative environment, where we can take advantage of collaboration and social learning to be more innovative. This is where a new type of change agent is required. The change agent is in amongst it, at the front-line supporting the troops. They must be armed with the right understanding of what and how to apply learning and development ‘just-in-time’ for individuals, teams and whole departments. These change agents are not messengers, communication buffers, or politicians. They are knowledgeable practitioners who steer the rudder of change on a day-to-day operational level. In summary, the WHEN is being prepared to let go and trust and let the learning happen right there and then, in situ - and without the incessant need to micro-measure learning output, or complete a tick box exercise. Instead, we can start to measure bottom line business changes that are not found in the LMS. Like rocketing levels of engagement, great customer experience, improved productivity, improved talent acquisition, innovation, and so much more. When “Your surfing can get better on every turn, on every wave you catch. Learn to read the ocean better. A big part of my success has been wave knowledge” Kelly Slater Copyright 2016 - Fi Hills Cafe Style
  8. 8. Awareness In a disruptive environment, awareness trumps knowledge and skill all day long Most of us have heard lots about unconscious bias and its effects on today’s workplace. The truth is this subject needs a lot more attention and investment in today disruptive workplaces, if we want to be the disrupters and not the disrupted. Scientists agree that between 95% - 98% of the decisions we make on a daily basis are ‘unconscious’ or pre-programmed in our subconscious. In fact developmental psychologist Dr Bruce Lipton notes that the unconscious mind operates at 40 million bits of data per second, whereas the conscious mind processes at only 40 bits per second. So the unconscious mind is much more powerful than the conscious mind, and it is the unconscious mind that shapes how we live our life. This fact about human behavior means that the faculty of ‘will’ is pretty much redundant in the journey of disruptive change. With the best ‘will’ in the world from all participants on both sides of the change process, if this number is correct, we inevitably default back to our pre-programmed habitual paradigms of behavior as soon as we operate in a normal working environment. If this is the case, no amount of knowledge and skills ‘training’ will overcome this challenge. To overcome this challenge, we need to start dealing with the 95-98% part of our people’s mind. Whilst we are programmed to be bias and judgmental (we won’t go into why now, but we will in another Coffee Time Learning Bite), becoming highly self-aware allows us to understand ourselves more, as well as understand others. It enables us to build a healthy pathway between that outside stimulus and our response to it. With self-awareness we develop wisdom, not just knowledge, and understand how best to apply that knowledge for the greater good. When we are highly self-aware, we tend to take personal responsibility and cease to blame outside factors, instead look inside to continually learn and grow. It gives us the opportunity to make changes in our own behavior and limiting beliefs. As we develop higher levels of self-awareness, we are able to make changes in the thoughts and interpretations in our mind. Our perceptions change and when that happens our perception of the world changes. Self-awareness is one of the attributes of Emotional Intelligence and critical for survival in a disruptive marketplace. If the organization’s people are self-aware and mindful, there is room for insightfulness, courage, collaboration and innovation. People have more self-compassion and therefore more empathetic with colleagues and customers. In a self-aware and values driven organization, the focus is on creating great relationships and adding value to everyone. Everyone is open to all the possibilities that lie ahead, they are not fearful about moving into the unknown, knowing they will ride whatever wave comes their way. Self-awareness is developed through personal development practices, including proactive learning and purposeful experience, meditation and mindfulness and by changing the language we use internally and externally. Interestingly, Café Style has developed hundreds of these experiential micro-learning capsules and has proven that language is a highly effective tool to raise the awareness of individuals, teams and whole organizations. This is because language is a code that programs our mind, GIGO (Garbage In, Garbage Out) applies. Copyright 2016 - Fi Hills Cafe Style
  9. 9. There is a huge amount of talk about shifting from a rules based culture to embedding values into the hearts and mind of the people to cope with disruption. The question is how do we bring these words off-the-wall and engage our people to live and breathe them in their day-to-day working lives? Some organizations operate in a highly ‘compliant’ environment, compliance and rules that are forced upon them. There appears to be a common belief in some companies that within these environments, it is not possible, or not as easy to embed values. The great news is, this is not the case, if the approach is right. Let’s not over think values. Corporate values are defining what is important to us to help us reach our new vision or purpose as a community. Shared values provide a clear pathway that direct our collective behavior, at the same time they provide permission and a framework to do things that create fresh thinking, that in turn will add value. Rules do not do this, they prescribe the thinking and disallow autonomy, or fresh thinking. If we take a rule and identify why it is important (if of course it is!) and translate it into a value, it gives that rule a sense of personal meaning. From there engagement into definable behavior is more likely because there is a motive for the recipient. With rules there is usually no obvious motive for the recipient, therefore why would the recipient engage? Clearly there is an urgent need for all workforces to think creatively. This requires a shift from just engaging our reasoning mind, to engaging our hearts, our intuition and imaginations. This requires motive and inspiration and we won’t find either of these things in a rules based culture. The language of values is nothing like the language of rules. To embed values we will change how everyone speaks to themselves, to others and to customers. Embedding a framework of values through language change is not only powerful, it’s quick. What is noticeable is that the communication style becomes a lot more intuitive and feels better because it is more considerate, mindful and compassionate. This sort of communications feels good because it’s open, honest and real, not contrived in any way. There is a natural flow in this language, because there is less telling, assumption and bias. Values “You can’t stop the wave, but you can learn to surf.” John Kabat-Zinn Copyright 2016 - Fi Hills Cafe Style
  10. 10. Perhaps ‘empowerment’ has been an overused word in the workplaces over the past decade. Empowerment is not an attribute that can be developed in isolation, or handed over like an employee benefit as an add-on to the working package. Like collaboration, it is more of an outcome of an amalgamation of thinking and behavior that come together to result in people really feeling empowered. Empowerment is a measure we tend to use to increase the degree of autonomy people possess to make decisions and act on their own authority, within agreed guidelines. This is a huge subject of course and there are many complex facets that come to- gether and result in people feeling empowered. Some of this is driven by the ‘self’ and elements are driven by the environment we find ourselves in. For example, in an organization, it is difficult to empower employees if there is no strong vision, mission, or collective purpose in place, as well as if there are no shared values. This is because the alternative to directing behavior through the boundaries of values, is to default back to rules. Rules do not empower people, quite the opposite, whilst values enable people to think for themselves within agreed boundaries. So one of the consequences of having a strong purpose and shared values is a more empowered workforce. This is why in a group or organization, a strong purpose and shared values are so vital and should lie at the foundation of the whole culture transformation process. Other culture facets that need to be place to foster real empowerment are openness, collaboration, inspirational leadership and encouragement of ‘safe’ failure, as well as rewarding effort and creative input. Empowerment Copyright 2016 - Fi Hills Cafe Style
  11. 11. http://www.cafestylespeedtraining.com http://cafestylecultureclub.com/ info@cafestylespeedtraining.com Join the Cafe Style Culture Club FREE membership option and get access to 15 micro-learning capsules, two agile learning programs and network with colleagues! If you want an ABC (Agile Breakthrough Consultation) via WebEx, talk about getting involved in the concierge project, it takes 45 minutes, on us. Click here to book your session! To find out more about Cafe Style as a method, accreditation system and tools for rapid culture change, feel free to book a 45 minute walk through (ABC session). Or join the Cafe Style Culture Club by clicking on a box below… Copyright 2016 - Fi Hills Cafe Style