Creating a Culture of Collaborative Learning to Foster Organisational Innovation

Cory Banks

A knowledge based approach to learning

Overview

PB Perspective

KnowledgeDemand =

decision making, Problem solving & Innovation

Supply = information, Experience &

Expertise

Connect people with people

Connect people with information

Foster collaboration

Learning organisation

Promote innovation

PB Perspective

DEVELOPMENTSUCCESS PROFILES

Capability Maturity Model

Realise your potential (RYP)

70% on the jobProcesses & Procedures, Project Work, Assignments,

Secondments, site visits,CLIENT INTERACTIONS

20% through othersmentoring, coaching, networks, buddy, shadowing, professional

memberships, alumni, social networking,

collaboration tools

10% formal learningconferences, lectures, seminars, coursework, courseware,

induction

PB Perspective

CollaborationWorking together

CollaborationPARTNERING

Crewing / Virtual teams.internal ‘alliance’.

cooperation SUPPORTING

Providing support to others.Requesting support from others.

communicationAWARENESS

Speaking and Listening. Aware of what others

are working on.Improve awareness of

what you are working on.

Design Principles

User Centred Design•Narrative capture•Personas / archetypes•Sensemaking•Card sorting•Prototyping / Ritual Dissent

Change Management•Stakeholder management•Communication•Adoption•Benefit/Value Realisation

Blended Learning•Synchronous & Asynchronous•Face-to-Face / ONLINE•Communities of practice•Mentoring & Coaching•Technical Excellence forums

complexity

ComplicatedKnowable

Cause and effect separated over time and space

Analytical/Systems ThinkingRequires depth of knowledge

Sense-Analyse-Respond

SimpleKnown

Cause and effect repeatable, perceivable and predictable

Standard Operating ProceduresProcess Reengineering

Standard responses

Sense-Categorise-Respond

ComplexUnknown

Cause and effect only coherent in retrospect and do not repeat

Pattern ManagementComplex Adaptive Systems

Requires diversity of knowledge

Probe-Sense-Respond

ChaosUnknowable

No cause and effect relationships perceivable

Crisis Management

Act-Sense-Respond

Creative Problem Solving

Design

improvingpossibilitycreative problem solving @ pb

current practice

Brain Power-ometerA

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TIMEΑ Ω

sense making

principles

Thinking Foundations• Reuse, recycle, renew• Think about your thinking• Identify problem 1st • Get past first pattern match• Diversity of thought (Collaboration)

• Realise where you are (Complexity)

• Assumptions can kill (Weak Signals)

• Address the Clients needs• Reflect and share experience

model

problem solution

divergent convergent

tools

tools

BrainstormingWhat Idea Generation

Why Collaboratively generate a large volume of ideas in a short time, free of criticism and judgement.

When discover, develop•Develop a list of possible causes to a problem•Develop a list of possible solutions to a problem

How • Brainstorming Worksheet

Tips • Nominate a recorder• Quantity is key• Half hour at most• Sprints (2 minutes)

• No criticism• Encourage all• Manage dominance

tools

5 Ws & HWhat Data Gathering

Why Collect information on the context of a situation to assist thinking and decisions.

When discover, define, develop, deduce•Generate data gathering questions•Generate idea provoking questions•Generate criteria for evaluating options •Develop a list of possible solutions to a problem

How • Who? What? Where? When? Why? How?

Tips • Divergent and Convergent use

tools

Assumption BustingWhat Breaking Patterns

Why Understanding the assumptions you are making and misconceptions you may have and testing them.

When discover, develop•Identify perceptions around problem discovery•Uncover bias in solution development•Identify assumptions around problem definition•Discover assumptions around solution selection

How • Assumption Busting Worksheet

Tips • You will discover more assumptions• Get an external perspective

Creative Problem Solving

DELIVERY

progression

L Problem Solving 101 (L)•d6 model•Simple tools

P Problem Solving Practitioner (P)•Complicated tools

OProblem Solving Facilitator (O)•Complex tools•Facilitation

Introduction•Model overview•15 minute presentation/eLearning modulei

Creative Problem solving

COPORATE INTRANET

Search doesn’t workSearch doesn’t workDifficult to find thingsDifficult to find things

Too many linksToo many links

Needed information Needed information not herenot here

Workspace

Workspace

ToolboxToolboxNetwor

kNetwor

k

SupportSupport

WorkspaceA space for teams to work collaboratively. Structured by the organisation hierarchy.

NetworkA space for staff to share information and knowledge about their capability. These may be local or global networks.

SupportA space for staff to access the corporate services provided by the organisation to support them in their work.

ToolboxA space for reference material and various libraries that staff require to do their work.

ORGANISATIONAL LEARNING

QUESTIONS

thanks

Cory BanksExecutive Knowledge & Business Systems

Professional Associate – Knowledge ManagementOperations & CapabilityParsons Brinckerhoff

www.pb.com.au / www.pbworld.com

Email: cbanks@pb.com.au

Profile: http://www.linkedin.com/in/corza

Twitter: @corza

Blog: http://corzandeffect.wordpress.com/

Slides: http://www.slideshare.net/corza