培训课程开发与行动学习工作坊
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• Learner’s competency assessment report｜学员能力评估报告 • Evaluation and Certification by 3rd. Party｜第三方评估与认证
Pairing 配组
Dev. Learning Contract 开发学习协议
Enable Learning 促进学习 的方式
Team Trainer 团队培训师
Team Driver 团队促动师
Partner 合作伙伴 C
SPONSOR ｜ 发起人或支持者
1. Aligns Team’s Direction ｜确定团队方向 2. Provide Support & Resources｜提供必要 的支持和相关资源 3. Give Helpful Feedback ｜给予有益的反馈
KNOWLEDGE MANAGER｜知识管理
1. 2. 3. 4. Manages Team’s “Learning” ｜管理团队学习 Facilitates AAR Sessions ｜促进行动后反思活动 Capture & Share “Knowledge” ｜获取和共享知识 Ensure “Learning” is reused ｜确保学习的再利用
10
ACTION LEARNING PROJECT PROCESS & REPORT
行动学习项目流程与报告
11
THE LEARNING TEAM TOOL - AAR
团队学习工具：行动后反思
(After Action Review)
AAR
12
4
AFTER ACTION REVIEW(AAR)｜行动后反思
• Developing a Knowledge Acquisition Plan (DAKAP) Workshop｜开发知识获得计划工作坊 • Competency Profiler developed and Gap assessed｜开发能力分析工具，评估差距 • Learning Areas and Outcome finalized｜确定学习范围和产出成果 • Learning processes identified｜识别学习流程 • Learning Resources located｜确定学习资源 • Learning Contract established｜制定学习协议
Participant s Guide
July 18-19 , 2012 Zhe jiang hang zhou
(C) All rights reserved. No part of this publication may be reproduced in any material form without the written permission of Shenzhen Huarun Management Consuttant Ltd.
★ 自我超越 ★ 共同愿景
处理复杂问题
★ 系统思考
创造性对话
★ 心智模式 ★ 团队学习
5
OLT
2
OLT
ORGANIZATIONAL LEARNING
THE LEARNING TEAM – STRUCTURE & ROLES
学习团队的组成结构与职责
“LEARNING TEAM” RELATIONSHIP MAP 学习团队关系地图
• Personality “Match-ability” Assessment｜个人匹配能力评估 • Program Expectation & Outcome Dialogues｜项目预期和成果诊断 • Link to Balance ScoreCard and Performance Management process 与平衡计分卡和绩效管理流程相连接 • Coaching and Learning “Training” for candidates｜教练和学习如何培训
• Originated by US Army during Vietnam War AAR “行动后反思”工具起源于越南战争中美国陆战队的实战经验 Used by each Platoon to review how they acted and performed during an engagement with the “enemy”. It was used immediately after the “Action”｜每次交战结束， 美国陆战队员以“排”为单位在第一时间回顾团队在战斗中的 表现 Adapted across the whole US Defense System by collecting and summarizing AARs from units across the battle field ｜随后，通过综合各个战斗单元的反思模式，提炼 出AAR的雏形，并被迅速推广到整个国防系统 Declared as one of critical system that enable victories. ｜在当时，AAR被看做发现问题、提出方案、确保 胜利的决定性的系统 Now a integral component of all Organization with KM｜ 现在，AAR行动反思工具已成为所有组织知识管理的组成部分 Not similar with “Post Mortem” activities AAR是一种简单易掌握的工具 Could be conducted as “Individual” or “Team” AAR在个人和团队之间都可以运用 13
Team Knowledge Manager 团队知识管理
Partner 合作伙伴 A
DRIVER ｜ 推动者
1. 2. 3. 4. Manage Team’s Discipline ｜管理团队纪律 Keep Time & Speed ｜掌握时间与速度 Manage Team Performance ｜管理团队绩效 Organize & Leads Celebration ｜组织与领导庆祝 活动
MUST LEARN TO｜必须学习
SAY｜所说
KNOWLEDGE 知识
DO｜所做 ACT｜行动 THINK｜思想 BELIEVE 信念
SKILL 技能
Attitude 态度
4
学习型组织是指：合作在一起的一 群人，通过不断加强个体和团体的 能力，来创造他们最渴望的绩效。 ——彼德圣吉
学习型组织
激发热望
CONTROL｜控制
The Action Learning Project Team must be able to have direct or indirect control over the people and time required or involved in the Implementation of the project 行动学习项目小组必须能够直接或间 接控制项目所需的人员与时间，或参 与项目的实施ຫໍສະໝຸດ CONTRIBUTE｜贡献
Must contribute to the better performance of the organization in which the Action Learning Project was undertaken…. esp.｜行动学习项目必须有助于创造更好的组织绩效，尤其是： • Cost * Quality * Cycle-time * Service Level * Market * Profitability 成本、质量、生产周期、服务水平、市场营销、利润率 • Culture * Staff Engagement * Safety * Leadership Environment 企业文化、员工承诺、安全性、领导力环境 • Image * Influence ｜组织愿景以及企业影响力
GROUP ACTION LEARNING PROJECT 团队行动学习项目
CONSENT｜支持
Has the blessing, permission & approval from the higher management who are willing to provide financial, material, intellectual and physical support 必须得到来自高层的祝愿、许可和批准， 为行动学习项目提供财力、物力、智力和 身体力行的支持
Team Leader 团队领导者 Team Sponsor 团队负责人
Partner 合作伙伴 B
LEADER ｜ 领导
1. Inspire Individuals & Team ｜激励个人和团队 2. Keep Team focus on goals ｜确保团队聚焦于目标 3. Partner with other Teams｜建立与其他团队的合作 伙伴关系 4. Update Sr. Leaders ｜向高层汇报进展
Evaluate & Certify 评估与认证
9
3
THE 4C OF SELECTING AN ACTION LEARNING PROJECT
选择行动学习项目必须考虑的四个条件因素
CAPABLE｜能力
Must test the application of critical “leadership” knowledge, skills & beliefs that were covered in the “Program”…esp.｜必须测试覆盖整个项目的关键的领导力知识、技术、信念等的应用，尤其是： • Leading & Managing Organization Strategies* Organization Change Management 领导和管理组织战略、组织变革管理 • Execution Excellence * Systems Thinking｜卓越执行、系统思考 • Networking & Partnering among fellow team members｜团队成员之间的工作网络和合作伙伴关系
• Learning by Learner｜自主学习 • OJL Manual development｜开发在职学习手册 • Learning Resource and Contact listing｜学习资源和联系人列表 • “Learning Assignment” Reports｜报告学习任务 • “Benchmark Attachment” Projects｜标杆学习项目 • Internal Teaching Projects｜内部教学项目 • Learning Log and progress update｜学习日志和更新 • Progress Presentation to Sr. Management ｜向高管陈述进展
《培训课程开发与行动学习工作坊》
深圳市华润管理顾问有限公司 2012年7月
OLT
浙江电力教育培训管理者 “行动学习与培训课程开发” 工作坊
18-19th July. 2012 中国杭州
LEARNING & ORGANIZATION LEARNING
重新定义学习与组织学习
3
REDEFINING
1
THE ACTION LEARNING METHODOLOGY
行动学习方法论
Selection 选择
• Develop “Organizational Knowledge Map”｜开发组织知识地图 • Identify the Learner and “Knowledge Coach” for Technology Transfer 为技术转移确定学习者和知识教练 •Link to Talent Management Program｜与人才管理项目相连接
COACH ｜ 指导者
1. Train & Develops Team’s Capability｜培 训和发展团队能力 2. Guide Team’s Learning ｜指导团队学习 3. Counsel Team-members ｜团队成员顾问
MEMBERS ｜ 团队成员
1. 2. 3. 4. Enlist into Team ｜积极主动参与到团队中 Executes Agreed Actions ｜执行共同认可的行动 Promote Team’s Interest ｜提升团队利益 Protect Team Culture ｜保护团队文化
Pairing 配组
Dev. Learning Contract 开发学习协议
Enable Learning 促进学习 的方式
Team Trainer 团队培训师
Team Driver 团队促动师
Partner 合作伙伴 C
SPONSOR ｜ 发起人或支持者
1. Aligns Team’s Direction ｜确定团队方向 2. Provide Support & Resources｜提供必要 的支持和相关资源 3. Give Helpful Feedback ｜给予有益的反馈
KNOWLEDGE MANAGER｜知识管理
1. 2. 3. 4. Manages Team’s “Learning” ｜管理团队学习 Facilitates AAR Sessions ｜促进行动后反思活动 Capture & Share “Knowledge” ｜获取和共享知识 Ensure “Learning” is reused ｜确保学习的再利用
10
ACTION LEARNING PROJECT PROCESS & REPORT
行动学习项目流程与报告
11
THE LEARNING TEAM TOOL - AAR
团队学习工具：行动后反思
(After Action Review)
AAR
12
4
AFTER ACTION REVIEW(AAR)｜行动后反思
• Developing a Knowledge Acquisition Plan (DAKAP) Workshop｜开发知识获得计划工作坊 • Competency Profiler developed and Gap assessed｜开发能力分析工具，评估差距 • Learning Areas and Outcome finalized｜确定学习范围和产出成果 • Learning processes identified｜识别学习流程 • Learning Resources located｜确定学习资源 • Learning Contract established｜制定学习协议
Participant s Guide
July 18-19 , 2012 Zhe jiang hang zhou
(C) All rights reserved. No part of this publication may be reproduced in any material form without the written permission of Shenzhen Huarun Management Consuttant Ltd.
★ 自我超越 ★ 共同愿景
处理复杂问题
★ 系统思考
创造性对话
★ 心智模式 ★ 团队学习
5
OLT
2
OLT
ORGANIZATIONAL LEARNING
THE LEARNING TEAM – STRUCTURE & ROLES
学习团队的组成结构与职责
“LEARNING TEAM” RELATIONSHIP MAP 学习团队关系地图
• Personality “Match-ability” Assessment｜个人匹配能力评估 • Program Expectation & Outcome Dialogues｜项目预期和成果诊断 • Link to Balance ScoreCard and Performance Management process 与平衡计分卡和绩效管理流程相连接 • Coaching and Learning “Training” for candidates｜教练和学习如何培训
• Originated by US Army during Vietnam War AAR “行动后反思”工具起源于越南战争中美国陆战队的实战经验 Used by each Platoon to review how they acted and performed during an engagement with the “enemy”. It was used immediately after the “Action”｜每次交战结束， 美国陆战队员以“排”为单位在第一时间回顾团队在战斗中的 表现 Adapted across the whole US Defense System by collecting and summarizing AARs from units across the battle field ｜随后，通过综合各个战斗单元的反思模式，提炼 出AAR的雏形，并被迅速推广到整个国防系统 Declared as one of critical system that enable victories. ｜在当时，AAR被看做发现问题、提出方案、确保 胜利的决定性的系统 Now a integral component of all Organization with KM｜ 现在，AAR行动反思工具已成为所有组织知识管理的组成部分 Not similar with “Post Mortem” activities AAR是一种简单易掌握的工具 Could be conducted as “Individual” or “Team” AAR在个人和团队之间都可以运用 13
Team Knowledge Manager 团队知识管理
Partner 合作伙伴 A
DRIVER ｜ 推动者
1. 2. 3. 4. Manage Team’s Discipline ｜管理团队纪律 Keep Time & Speed ｜掌握时间与速度 Manage Team Performance ｜管理团队绩效 Organize & Leads Celebration ｜组织与领导庆祝 活动
MUST LEARN TO｜必须学习
SAY｜所说
KNOWLEDGE 知识
DO｜所做 ACT｜行动 THINK｜思想 BELIEVE 信念
SKILL 技能
Attitude 态度
4
学习型组织是指：合作在一起的一 群人，通过不断加强个体和团体的 能力，来创造他们最渴望的绩效。 ——彼德圣吉
学习型组织
激发热望
CONTROL｜控制
The Action Learning Project Team must be able to have direct or indirect control over the people and time required or involved in the Implementation of the project 行动学习项目小组必须能够直接或间 接控制项目所需的人员与时间，或参 与项目的实施ຫໍສະໝຸດ CONTRIBUTE｜贡献
Must contribute to the better performance of the organization in which the Action Learning Project was undertaken…. esp.｜行动学习项目必须有助于创造更好的组织绩效，尤其是： • Cost * Quality * Cycle-time * Service Level * Market * Profitability 成本、质量、生产周期、服务水平、市场营销、利润率 • Culture * Staff Engagement * Safety * Leadership Environment 企业文化、员工承诺、安全性、领导力环境 • Image * Influence ｜组织愿景以及企业影响力
GROUP ACTION LEARNING PROJECT 团队行动学习项目
CONSENT｜支持
Has the blessing, permission & approval from the higher management who are willing to provide financial, material, intellectual and physical support 必须得到来自高层的祝愿、许可和批准， 为行动学习项目提供财力、物力、智力和 身体力行的支持
Team Leader 团队领导者 Team Sponsor 团队负责人
Partner 合作伙伴 B
LEADER ｜ 领导
1. Inspire Individuals & Team ｜激励个人和团队 2. Keep Team focus on goals ｜确保团队聚焦于目标 3. Partner with other Teams｜建立与其他团队的合作 伙伴关系 4. Update Sr. Leaders ｜向高层汇报进展
Evaluate & Certify 评估与认证
9
3
THE 4C OF SELECTING AN ACTION LEARNING PROJECT
选择行动学习项目必须考虑的四个条件因素
CAPABLE｜能力
Must test the application of critical “leadership” knowledge, skills & beliefs that were covered in the “Program”…esp.｜必须测试覆盖整个项目的关键的领导力知识、技术、信念等的应用，尤其是： • Leading & Managing Organization Strategies* Organization Change Management 领导和管理组织战略、组织变革管理 • Execution Excellence * Systems Thinking｜卓越执行、系统思考 • Networking & Partnering among fellow team members｜团队成员之间的工作网络和合作伙伴关系
• Learning by Learner｜自主学习 • OJL Manual development｜开发在职学习手册 • Learning Resource and Contact listing｜学习资源和联系人列表 • “Learning Assignment” Reports｜报告学习任务 • “Benchmark Attachment” Projects｜标杆学习项目 • Internal Teaching Projects｜内部教学项目 • Learning Log and progress update｜学习日志和更新 • Progress Presentation to Sr. Management ｜向高管陈述进展
《培训课程开发与行动学习工作坊》
深圳市华润管理顾问有限公司 2012年7月
OLT
浙江电力教育培训管理者 “行动学习与培训课程开发” 工作坊
18-19th July. 2012 中国杭州
LEARNING & ORGANIZATION LEARNING
重新定义学习与组织学习
3
REDEFINING
1
THE ACTION LEARNING METHODOLOGY
行动学习方法论
Selection 选择
• Develop “Organizational Knowledge Map”｜开发组织知识地图 • Identify the Learner and “Knowledge Coach” for Technology Transfer 为技术转移确定学习者和知识教练 •Link to Talent Management Program｜与人才管理项目相连接
COACH ｜ 指导者
1. Train & Develops Team’s Capability｜培 训和发展团队能力 2. Guide Team’s Learning ｜指导团队学习 3. Counsel Team-members ｜团队成员顾问
MEMBERS ｜ 团队成员
1. 2. 3. 4. Enlist into Team ｜积极主动参与到团队中 Executes Agreed Actions ｜执行共同认可的行动 Promote Team’s Interest ｜提升团队利益 Protect Team Culture ｜保护团队文化