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How does the transition happen?
Again, it is difficult to lay down here the exact mechanics of how this would happen, and we would be happy to share the exact methodology of initiating a learning process within the organization through a personal interaction with key constituents within your organization. However, in brief, the following are the key principles of learning:
  • Individual Learning - Most organizations have some kind of individual learning which is role determined. People will be given skills, which will help them achieve greater success within their roles.
  • Group or Team Learning - In a substantial number of organizations, team briefing and team group sessions are encouraged.
  • Cross Functional Learning - This is harder to encourage unless the senior personnel in the organization are capable themselves of cross-functional learning. If a team keeps itself to itself, and particularly if it is based apart from other teams in the organization, it will be very difficult for that team to take part in cross-functional learning. Learning workshops would do well to have a combined level of managers, supervisors or participants across the
 
The key principles of learning are:
Individual learning
Group learning
Cross functional learning
Internal learning
External Learning
Futuristic learning
    spectrum. If real cross-functional learning has to take place, it will necessitate a keenness on the part of the organization to learn across the barriers.
  • Internal Learning - Internal organization learning is where the organization looks in upon itself and seeks to understand everything that is going on within the organization. It follows naturally from cross-functional learning and it is at this level that an organization that has achieved "Investors in People", is likely to have been most successful.
  • External Learning - External organizational learning is when an organization develops the courage to look outside itself and to benchmark itself against other organizations whose experience it seeks to emulate. An organization cannot consider itself a learning organization without some elements of external learning being built in.
  • Futuristic Learning - Futuristic learning within an organization is where there is a willingness to envision the future, contemplate what it will mean, and how the organization should be adapting now to work in the future. To achieve this level of learning, an organization would do well to deliberately and consciously use the learning processes demonstrated in our programme on "Building a learning organization" to better examine its own views of the future. This is perhaps the most difficult to achieve because it is possible for even an intermediate learning organization to think that the future is too far off to think about right now. However, achieving the status of a learning organization means passing up the various stages of the learning triangle until the peak is attained.
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