PME and Learning. Context, internationale samenwerking Utrecht. Jan Brouwers. 11 november 2010

Size: px
Start display at page:

Download "PME and Learning. Context, internationale samenwerking Utrecht. Jan Brouwers. 11 november 2010"

Transcription

1 PME and Learning 11 november 2010 Jan Brouwers Context, internationale samenwerking Utrecht

2 An introduction I. Creating a learning environment II. Learning at different levels III. Learning organisations IV. M&E made simple critical reflection PME and Learning, Context MasterClass Seminar Verantwoorden

3 Part I: Creating a learning environment Increased demand for integrating learning in our work: Learning organisations Integrating lessons learned in our work, from M&E but also otherwise (learning processes) Making M&E more reflective and learning oriented Collaboration with stakeholders in multi-stakeholder processes: important to facilitated (social) learning processes and generate and document lessons learned

4 1. What is learning? The accumulation of knowledge/skills and the ability to constantly improve the effectiveness of action by individuals, teams, organizations and society at large. Learning involves applying lessons learned into future actions, which provides the basis for another cycle of learning.

5 2. What do we mean by learning? Continually improving the quality of our work by looking at past successes and mistakes and finding out how to increase success and minimise failure in the future Sharing ideas with each other to do a better job Being open about problems and failures and seeing them as an opportunity for learning The way of ensuring real impact

6 3. Assignment - rope exercise Divide the group into 2 subgroups Subgroup a (4 persons): - blindfold - make a perfect square with one rope Subgroup b: - observe what is happening what happened? Why? So what? Now what? - provide feedback and give suggestions for improvement

7 4. Kolb s 4 types of experiential learning learning from concrete experiences learning from reflective observation learning from abstract conceptualization learning from active experimentation

8 5. The Experiential Learning Cycle Concrete World 4 Active experimentation/ testing out (pragmatist) Abstract World 3 Concrete experience (activist) Act Decide Explore Analyse Abstract conceptualisation / making sense (theorist) 1 2 Reflective Observation (reflector)

9 6. Annual project learning cycle Concrete World Concrete changes to the plan Abstract World Activities and their results during the year 4 3 Act Decide Explore Analyse New ideas or revised theories about the project 1 2 The annual review

10 7. The Action Learning Cycle Monitor Monitor Evaluate Act Evaluate Act Plan Plan

11 Part II. Learning at different levels Individual Project Program Organization Societal / multi-stakeholder

12 Levels of learning Context Assumptions Actions Results Single-Loop Learning Are we doing things right? Double-Loop Learning Are we doing the right things? Triple-Loop Learning How do we decide what is right?

13 Triple loop learning Double loop Principles Visions Mission Paradigms Structures Strategies Insights Methodologies Triple loop Procedures Rules Tools Techniques Behaviour Actions Single loop Results Errors Successes

14 Societal learning The process by which communities, stakeholder groups, or societies at large learn how to innovate and adapt in response to changing social and environmental conditions.

15 Need for participatory (multi-stakeholder) learning Different actors each have different information, which they exchange (participation) for a particular purpose - this leads to group learning. Increased relevance / impact: real problems, real needs, especially as felt by the most vulnerable Perspectives on problems, visions, solutions from all relevant stakeholders included, not just from outsiders : - increased effectiveness - increased efficiency - increased sustainability

16 Part III. Learning organisations-definition Learning organisations are organisations; where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together (Senge 1990: 3).

17 Learning organisations Provide continuous learning opportunities. Use learning to reach their goals. Link individual performance with organizational performance. Foster inquiry and dialogue, making it safe for people to share openly and take risks. Embrace creative tension as a source of energy and renewal. Are continuously aware of and interact with their environment (Kerka 1995).

18 Paradigm shift towards the learning organisation FROM Knowledge hoarding is power Sporadic training Evaluation as isolated effort Uneven responsibility Culture of blame Risk adverse Only managers know financials What s in it for me Task forces selected by management TO Knowledge sharing is valued Continuous training Learning-orientated monitoring & evaluation informs management Shared responsibility Culture of responsibility Entrepreneurial Open book What s in it for the stakeholders Communities of practice

19 Organisational learning barriers External barriers - Donor priorities - Pressure to demonstrate low overheads - Competition for funding resulting in a need for uncomplicated success stories Internal barriers - Activist culture - learning as luxury - Hierarchical, centralised, control-oriented structures - Incentives and rewards for learning are weak - Systems for accessing, storing, transferring and disseminating learning are underdeveloped, under-resourced, and/or inefficient - Inability to deal with challenges that learning poses to management, decision making, etc.

20 Stimulating organisational (& social) learning (1) Individuals feel that their ideas and suggestions are valued Mistakes and failures are considered important by everyone for learning and not as shameful All the key groups involved in project implementation communicate openly and regularly Project implementers, including primary stakeholders, regularly and informally discuss project progress, relationships and how to improve actions

21 Stimulating organisational (& social) learning (2) Managers listen carefully to others and consciously seek solutions together During regular meetings and workshops, time is set aside for discussing mistakes and learning lessons The question why is this happening appears often in discussions

22 Learning is helped by: Creativity: opening up to new ways of learning Critical reflection Trust A learning environment: - positive feedback - addressing people s background needs etc - participation - listening Cultural appropriateness Improving access: education, infrastructure. And more..

23 Part IV: M&E made simple critical reflection What Why So what Now what What has succeeded or failed Why have we had success or failure So what are the implications for the project? What action will we now take to make improvements

24 Critical reflection M&E will only help if used in structured critical reflections with relevant stakeholders. Critical reflection requires asking why? so what? and now what? after your M&E data show what has happened. Reflections can happen in any forum. Plan how to integrate a sequence of learning events to ensure clarity of insight and decisions.

25 Key steps in establishing a learning Programme Diagnosis Partnerships & commitment to learning Planning and conceptualizing: Developing your theory of change - cause-effect relationship together with stakeholders Being explicit about the hypothesis behind this theory of change Specifying your learning objectives what do you want to learn from your actions? Specifying how learning will take place (developing your M&E plan) Acting testing your theory of change Monitoring collecting information about what works & what doesn t work Reflecting Reflecting on why things work and/or don t work Reflecting on the learning that has taken place & what it means for action Sharing & communicating what has been learnt/new knowledge

Facilities and Services Change Management Process: Stage 1. Process, Emerging Themes (SWOT) & Future Activity

Facilities and Services Change Management Process: Stage 1. Process, Emerging Themes (SWOT) & Future Activity Facilities and Services Change Management Process: Stage 1 Process, Emerging Themes (SWOT) & Future Activity Facilities and Services - Change Management 18/11 2 Agenda Process: Stage 1 Consultation Methods

More information

REPORT. Public seminar, 10 November 2010, 1.30-5.00 p.m. Concordia Theatre, The Hague

REPORT. Public seminar, 10 November 2010, 1.30-5.00 p.m. Concordia Theatre, The Hague REPORT Complexity-oriented oriented Planning, Monitoring and Evaluation (PME) From alternative to mainstream? Public seminar, 10 November 2010, 1.30-5.00 p.m. Concordia Theatre, The Hague 1. What was the

More information

Valuing Diversity. Cornerstones. 1. Diversity is about inclusion and engagement!

Valuing Diversity. Cornerstones. 1. Diversity is about inclusion and engagement! Valuing Diversity Cornerstones 1. Diversity is about inclusion and engagement! 2. The most important issue is always human dignity and total quality respect! 3. Prejudice is eliminated by developing high

More information

The Human Side of Client Relations Management

The Human Side of Client Relations Management The Human Side of Client Relations Management How to build, deepen, extend and sustain strong client relationships This highly experiential programme focuses on what it takes to establish powerful business

More information

INDIVIDUAL CHANGE Learning and the process of change in what ways can models of

INDIVIDUAL CHANGE Learning and the process of change in what ways can models of INDIVIDUAL CHANGE Learning and the process of change in what ways can models of learning help us understand individual change? The behavioural approach to change how can we change people s behaviour? The

More information

KM Tools. Introduction. Communities of practice

KM Tools. Introduction. Communities of practice KM Tools Introduction The purpose of this note is to provide an overview of various tools that can be used for improving the sharing of knowledge and lessons. There are several inter-related tools, each

More information

Levers for Behavioural Change in Retail Responsible Investment. RIA Conference, Toronto May 28, 2014

Levers for Behavioural Change in Retail Responsible Investment. RIA Conference, Toronto May 28, 2014 Levers for Behavioural Change in Retail Responsible Investment RIA Conference, Toronto May 28, 2014 Presentation Outline 1. Presentation of Ethiquette 2. Study results on Quebecers and RI 3. Highlights

More information

Re-energizing the Practice of Leadership for the Public Good Public Sector Core Leadership Practices Paradoxes of Leadership

Re-energizing the Practice of Leadership for the Public Good Public Sector Core Leadership Practices Paradoxes of Leadership Re-energizing the Practice of Leadership for the Public Good Public Sector Core Leadership Practices Paradoxes of Leadership In July of 2001 a group of representatives from the National Security Agency

More information

Using the logical framework matrix

Using the logical framework matrix Using the logical framework matrix Defining the M&E Strategy for a programme/project A logical framework Clearly defined results and risks Performance indicators and means of verification An M&E plan for

More information

Leiders in cultuurverandering

Leiders in cultuurverandering Leiders in cultuurverandering Een praktische gids voor strategische en culturele veranderingen in organisaties Jaap Boonstra Deze studie is eerder financieel mogelijk gemaakt en begeleid door de Stichting

More information

Quality Assurance in Higher Education

Quality Assurance in Higher Education III.4.7 Decision-making structures Good practices in decision-making suggest: Strong feeling of identity, commitment and responsibility Recognition based on performance criteria Awareness to improve quality

More information

Chapter 1: Change Cause and Organizational Diagnosis

Chapter 1: Change Cause and Organizational Diagnosis Chapter 1: Change Cause and Organizational Diagnosis The dynamics of change: Shifting competitive environments and new opportunities lead companies to seek strategic renewal and organizational change Shifting

More information

Performance planning:

Performance planning: Performance planning: A guide for staff development and feedback Version: 2.1 Last Updated: April, 2015 Ryerson University Human Resources 0 Table of contents Performance planning: Staff development and

More information

Theories of Action 81

Theories of Action 81 3 Theories of Action Theories of Action 81 if their actions 82 Action Science vidual claims to follow. Theories-in-use are those that can be inferred from action. Theories of Action 83 action, making explicit

More information

Human Resource Management Plays a New Role in Learning Organizations

Human Resource Management Plays a New Role in Learning Organizations Human Resource Management Plays a New Role in Learning Organizations Dr. Ping Yu Wang, Associate Professor of Hsuan Chuang University ABSTRACT Needless to say, the performance of Human Resource Management

More information

Human Resources Management Philosophy JAGODA MRZYGŁOCKA-CHOJNACKA PHD 1

Human Resources Management Philosophy JAGODA MRZYGŁOCKA-CHOJNACKA PHD 1 Human Resources Management Philosophy JAGODA MRZYGŁOCKA-CHOJNACKA PHD 1 Human Resources Management Philosophy The HR Management Philosophy is not mainly about Human Resources Function. It is more about

More information

OPM LEADERSHIP DEVELOPMENT MATRIX:

OPM LEADERSHIP DEVELOPMENT MATRIX: 1 OPM LEADERSHIP DEVELOPMENT MATRIX: The following Leadership Development Matrix is part of OPM s Effective Learning Interventions for Developing ECQs report. The Matrix lists a range of leadership development

More information

Learning theories Judy McKimm

Learning theories Judy McKimm Learning theories Judy McKimm There has been a lot of research into the way people learn and certain theories have been influential on developments in all areas of education, but particularly in adult

More information

Article. Jørgen Thorsell & Didier Gonin: the hottest new trends in executive development

Article. Jørgen Thorsell & Didier Gonin: the hottest new trends in executive development Article Jørgen Thorsell & Didier Gonin: the hottest new trends in executive development J ørgen Thorsell and Didier Gonin are senior executives with Denmark-based Mannaz A/S (formerly The Danish Leadership

More information

Certificate in Leadership and Management Excellence Training. Europe - North America - Middle East - Asia - Africa

Certificate in Leadership and Management Excellence Training. Europe - North America - Middle East - Asia - Africa Certificate in Leadership and Management Excellence Training Europe - North America - Middle East - Asia - Africa Introduction This highly interactive seminar will allow you to examine yourself, and your

More information

INTRODUCTION THE 2ND EUROPEAN YOUTH WORK CONVENTION

INTRODUCTION THE 2ND EUROPEAN YOUTH WORK CONVENTION INTRODUCTION This Declaration, prepared within the framework of the Belgian Chairmanship of the Committee of Ministers of the Council of Europe, is addressed to the Member States of the Council of Europe,

More information

THE CRANFIELD IT LEADERSHIP PROGRAMME

THE CRANFIELD IT LEADERSHIP PROGRAMME THE CRANFIELD IT LEADERSHIP PROGRAMME www.cranfield.ac.uk/som/itlp For IT executives who seek to develop their leadership capability and contribute, both strategically and operationally, to the performance

More information

Knowledge Management Strategy 2011-2014. Version 0.8

Knowledge Management Strategy 2011-2014. Version 0.8 Knowledge Management Strategy 2011-2014 Version 0.8 25 October 2011 1 1. Introduction 1.1 What is knowledge management? Knowledge management is creating, capturing, sharing and using the skills and experience

More information

Beyond the learning group the Interventure as a way of new learning in Strategic Managment Development.

Beyond the learning group the Interventure as a way of new learning in Strategic Managment Development. Jürg Thölke Ria Kauffman Iselien Nabben Rob Wetzels Beyond the learning group the Interventure as a way of new learning in Strategic Managment Development. Abstract This paper is a work in progress about

More information

Balancing social and commercial objectives within business organisations what can we learn from social enterprise?

Balancing social and commercial objectives within business organisations what can we learn from social enterprise? Balancing social and commercial objectives within business organisations what can we learn from social enterprise? Introduction The accepted role of business in our society has changed in the last 15 years.

More information

Strategic HR Development

Strategic HR Development Strategic HR Development Strategic HR Development HR professionals often focus internally on the function of HR rather than externally on what customers and investors need HR to deliver. If HR professionals

More information

VPQ Level 6 Business, Management and Enterprise

VPQ Level 6 Business, Management and Enterprise VPQ Level 6 Business, Management and Enterprise VPQ Level 6 Certificate in Business, Management and Enterprise The VPQ Level 6 Certificate in Business, Management and Enterprise is a 30 credit qualification.

More information

Practical guide for using the Continuous Learning Framework and the Changing Lives leadership model to develop leadership in social services

Practical guide for using the Continuous Learning Framework and the Changing Lives leadership model to develop leadership in social services Practical guide for using the Continuous Learning Framework and the Changing Lives leadership model to develop leadership in social services 1 Introduction Changing Lives 1, the Report of the 21 st Century

More information

Questions & Answers SERVICE INNOVATION. Dorothy I. Riddle, Ph.D., CMC Service-Growth Consultants Inc. riddle@servicegrowth.com

Questions & Answers SERVICE INNOVATION. Dorothy I. Riddle, Ph.D., CMC Service-Growth Consultants Inc. riddle@servicegrowth.com Questions & Answers SERVICE INNOVATION Dorothy I. Riddle, Ph.D., CMC Service-Growth Consultants Inc. riddle@servicegrowth.com Successful service firms compete through innovation because how a service is

More information

Change Management & Knowledge 12 April 2011 Neil White Thales UK - Probasis Transverse Project Lead

Change Management & Knowledge 12 April 2011 Neil White Thales UK - Probasis Transverse Project Lead www.thalesgroup.com Change Management & Knowledge 12 April 2011 Neil White Thales UK - Probasis Transverse Project Lead 2 / Topics Covered The importance of Change Management Knowledge in the organisation

More information

Human Resources. Values for Working Together and Professional Behaviours

Human Resources. Values for Working Together and Professional Behaviours Human Resources Values for Working Together and Professional Behaviours A message from the Vice-Chancellor The new Human Resources Strategy, Working Together: A Strategy for Success, in tandem with the

More information

performance and development

performance and development Unit 205 Manage personal performance and development UAN: L/506/1788 Level: 2 Credit value: 4 GLH: 18 Relationship to NOS: Assessment requirements specified by a sector or regulatory body: Aim: Management

More information

MODERNISING HIGHER EDUCATION

MODERNISING HIGHER EDUCATION MODERNISING HIGHER EDUCATION Strategic commitment and practical application Brahea Centre at the University of Turku Bridging higher education and the society Introduction Modernisation of higher education

More information

Developed by Lancaster University Management School 1 st Programme in Portugal

Developed by Lancaster University Management School 1 st Programme in Portugal Giving you the tools to grow your business Developed by Lancaster University Management School 1 st Programme in Portugal 10 month program CPBS and LUMS Teachers Welcome to LEADING TO GROW Leading Enterprise

More information

british council behaviours www.britishcouncil.org

british council behaviours www.britishcouncil.org british council behaviours Mat Wright Mat Wright Mat Wright CREATING SHARED PURPOSE I gain the active support of other people so they are fully engaged and motivated to contribute effectively. I do this

More information

Learning theories, stages and styles

Learning theories, stages and styles Learning theories, stages and styles Key concepts - Learning theories: students as empty vessels waiting to be filled (behavioural learning); cognitive engagement (cognitive learning); active construction

More information

Reflective Journaling: Building Bridges between Theory and Practice KENNETH GOLDBERG National University kgoldber@nu.edu

Reflective Journaling: Building Bridges between Theory and Practice KENNETH GOLDBERG National University kgoldber@nu.edu Reflective Journaling: Building Bridges between Theory and Practice KENNETH GOLDBERG National University kgoldber@nu.edu ABSTRACT Assessing practitioner experience as it relates to subject theory can be

More information

Methods and Tools for Integrated Sustainability Assessment

Methods and Tools for Integrated Sustainability Assessment OECD Workshop on Sustainability Assessment Methodologies Amsterdam, the Netherlands on 14-15 January 2008 Methods and Tools for Integrated Sustainability Assessment Insights from the MATISSE project Dr.

More information

Defining Best Practice Incentive and Reward Strategies

Defining Best Practice Incentive and Reward Strategies Defining Best Practice Incentive and Reward Strategies By Jean-Claude Latter, CPT, MBA, Sales Director, Achievement Awards Group What is the formula for achieving and sustaining peak performance in organisations?

More information

Leadership Development Program (Level I and Level II)

Leadership Development Program (Level I and Level II) Leadership Development Program (Level I and Level II) PR O GR A M OV ER V IE W Our Leadership Development Programs (LDP Level I and Level II) are designed to address the development needs of managers and

More information

Human Resources Organisational Development Training and Diversity. Mentoring Guidelines

Human Resources Organisational Development Training and Diversity. Mentoring Guidelines Human Resources Organisational Development Training and Diversity Mentoring Guidelines 1 Contents What is Mentoring? 3 When to use Mentoring 3 What is a Mentor? 4 Why Mentoring? 4 Support for Mentors 5

More information

Factors Affecting Critical Thinking in an Online Course. Simone Conceição, PhD Assistant Professor University of Wisconsin-Milwaukee

Factors Affecting Critical Thinking in an Online Course. Simone Conceição, PhD Assistant Professor University of Wisconsin-Milwaukee 1 21st Annual Conference on Distance Teaching and Learning click here -> Factors Affecting Critical Thinking in an Online Course Simone Conceição, PhD Assistant Professor University of Wisconsin-Milwaukee

More information

Attribute 1: COMMUNICATION

Attribute 1: COMMUNICATION The positive are intended for use as a guide only and are not exhaustive. Not ALL will be applicable to ALL roles within a grade and in some cases may be appropriate to a Attribute 1: COMMUNICATION Level

More information

KEY SUCCESS FACTORS IMPLEMENTING A CUSTOMER EXPERIENCE STRATEGY. Sara Sillén

KEY SUCCESS FACTORS IMPLEMENTING A CUSTOMER EXPERIENCE STRATEGY. Sara Sillén KEY SUCCESS FACTORS IMPLEMENTING A CUSTOMER EXPERIENCE STRATEGY Sara Sillén In the age of the customer, you need your customers more than they need you. 2 What is Customer Experience? Your customers' perception

More information

Gloucestershire County Council Communications Strategy

Gloucestershire County Council Communications Strategy Gloucestershire County Council Communications Strategy 2013 to 2015 Introduction This strategy sets a framework for council communications. It gives direction to all media, online, internal, marketing,

More information

The CFO leads cultural transformation and acts as a guiding light for the whole organization.

The CFO leads cultural transformation and acts as a guiding light for the whole organization. TELSTRA CASE STUDY The CFO leads cultural transformation and acts as a guiding light for the whole organization. I set out to transform the Finance Group into a support group that would create new value,

More information

IMPROVING PERFORMANCE THROUGH MEASUREMENT: THE APPLICATION OF LEAN PRODUCTION AND ORGANISATIONAL LEARNING PRINCIPLES

IMPROVING PERFORMANCE THROUGH MEASUREMENT: THE APPLICATION OF LEAN PRODUCTION AND ORGANISATIONAL LEARNING PRINCIPLES IMPROVING PERFORMANCE THROUGH MEASUREMENT: THE APPLICATION OF LEAN PRODUCTION AND ORGANISATIONAL LEARNING PRINCIPLES Elvira Lantelme 1 and Carlos T. Formoso 2 ABSTRACT Performance measurement is an essential

More information

The NSW Health Leadership Framework

The NSW Health Leadership Framework The NSW Health Leadership Framework July 2013 Foreword It is with great pleasure that I recommend to you the first NSW Health Leadership Framework. This framework has been developed by the Health Education

More information

Diversity and Organizational Change

Diversity and Organizational Change Diversity and Organizational Change By Ginger Lapid-Bogda, Ph.D. Abstract: Diversity is often viewed as a training program, limited to a human resources initiative focused on race and gender and separate

More information

Overview of Knowledge Management in Organizations

Overview of Knowledge Management in Organizations Overview of Knowledge Management in Organizations 1 Overview of Knowledge Management in Organizations Yu Huang Graduate Student, Training and Human Resource Development Key words: Knowledge Management,

More information

European Business Campaign Sustainable Living in Cities

European Business Campaign Sustainable Living in Cities European Business Campaign Sustainable Living in Cities Leaders: Partners: 1 VISION CSR Europe s vision is that by 2030 the European urban population will be living in sustainable cities that will provide

More information

D2N2 Procurement Charter. For Economic, Social & Environmental Impact

D2N2 Procurement Charter. For Economic, Social & Environmental Impact D2N2 Procurement Charter For Economic, Social & Environmental Impact July 2015 D2N2 Procurement Charter For Economic, Social & Environmental Impact Foreword D2N2 is the Local Enterprise Partnership for

More information

Entrepreneurial universities a European guiding framework

Entrepreneurial universities a European guiding framework Entrepreneurial universities a European guiding framework Universidad de Cantabria 28 th February 2013 Presentation from Technopolis Rebecca Allinson The end result of the guiding framework Leadership

More information

Integrated Risk Management:

Integrated Risk Management: Integrated Risk Management: A Framework for Fraser Health For further information contact: Integrated Risk Management Fraser Health Corporate Office 300, 10334 152A Street Surrey, BC V3R 8T4 Phone: (604)

More information

Page 1. Worldwide. Case problem: Learning objectives:

Page 1. Worldwide. Case problem: Learning objectives: Student Self-administered case study Organizational Learning Case duration (Min): 45-60 Organizational Behaviour (OB) Organizational Learning Worldwide Case summary: This case study explores organizational

More information

NGO Self-assessment through a SWOT exercise

NGO Self-assessment through a SWOT exercise NGO Self-assessment through a SWOT exercise Step 1: Analyse your NGO s Capacity > page 2 Step 2: Do the SWOT Exercise > page 5 Step 3: Make a Strategic Plan > page 8 Step 4: Implement, Monitor, Evaluate

More information

THE LEADERSHIP CHALLENGE, 5 TH EDITION DISCUSSION QUESTIONS

THE LEADERSHIP CHALLENGE, 5 TH EDITION DISCUSSION QUESTIONS THE LEADERSHIP CHALLENGE, 5 TH EDITION DISCUSSION QUESTIONS Below are examples of questions that you can pose to the whole group or give to small groups for discussion. Some of these questions could also

More information

Towards the Entrepreneurial University

Towards the Entrepreneurial University Towards the Entrepreneurial University Prof Paul D. Hannon Director, LEAD Wales Director, Institute for Entrepreneurial Leadership Swansea The Science and Innovation Campus 2015 e University for Swansea

More information

Key Learnings: Six Ways of Tackling Inequality in Higher Education

Key Learnings: Six Ways of Tackling Inequality in Higher Education Alpbach Higher Education Symposium, August 26 to 27, 2015 Key Learnings: Six Ways of Tackling Inequality in Higher Education The dancer Eva Müller opened the Alpbach Higher Education Symposium with a performance

More information

Education about and for S u s ta i n a b i l i t y i n A u s t r a l i a n B u s i n e s s

Education about and for S u s ta i n a b i l i t y i n A u s t r a l i a n B u s i n e s s Education about and for S u s ta i n a b i l i t y i n A u s t r a l i a n B u s i n e s s Schools STAGE 3 An action research program EXECUTIVE SUMMARY The full report explores the outcomes and discusses

More information

Change Management Training (in German or English language)

Change Management Training (in German or English language) Principles of Training Change Management Training (in German or English language) Nowadays, providing executive staff and high potentials as well as employees and project managers with training in the

More information

Right: People Roles Recognition - Culture

Right: People Roles Recognition - Culture Our HR Strategy sion Vi Our ambitious new strategy requires a workforce which can demonstrate speed and agility; to achieve this we need to recruit, develop and retain people with the right skills, knowledge

More information

Message from the Chief Executive of the RCM

Message from the Chief Executive of the RCM Message from the Chief Executive of the RCM The Midwifery Leadership Competency Framework has been derived from both the NHS Leadership Qualities Framework and the Clinical Leadership Competency Framework.

More information

Afro Ant Conversation. Change Management Return on Investment 3 April 2014

Afro Ant Conversation. Change Management Return on Investment 3 April 2014 Afro Ant Conversation Change Management Return on Investment 3 April 2014 Overview This report documents the information gathered at the Afro Ant Conversation held on the 3 rd of April 2014 on the topic

More information

Using Appreciative Inquiry to Build Evaluation Capacity

Using Appreciative Inquiry to Build Evaluation Capacity Using Appreciative Inquiry to Build Evaluation Capacity Objectives Understand the basic principles of Appreciative Inquiry (AI) Understand the structures and processes in building evaluation capacity Experience

More information

Towards Collaborative Practice - European Conference on Youth Work, Social Innovation, and Enterprise

Towards Collaborative Practice - European Conference on Youth Work, Social Innovation, and Enterprise Advancing cooperation between different sectors to better support social innovation and entrepreneurship among young people Towards Collaborative Practice - European Conference on Youth Work, Social Innovation,

More information

ST CHARLES R.C VA PRIMARY SCHOOL. A Restorative School Behaviour Policy 2014-16

ST CHARLES R.C VA PRIMARY SCHOOL. A Restorative School Behaviour Policy 2014-16 ST CHARLES R.C VA PRIMARY SCHOOL. A Restorative School Behaviour Policy 2014-16 Policy Author Date Published Date for Review Reviewer M Hulme Jan 2014 Jan 2016 M Hulme Signature of Chair of Governors Date:

More information

Cambridge International Certificate in Educational Leadership 6247 Cambridge International Diploma in Educational Leadership 6248

Cambridge International Certificate in Educational Leadership 6247 Cambridge International Diploma in Educational Leadership 6248 Cambridge International Certificate in Educational Leadership 6247 Cambridge International Diploma in Educational Leadership 6248 For examination in 2015 Preface This syllabus sets out the details of the

More information

KEY CONCEPTS AND IDEAS

KEY CONCEPTS AND IDEAS LEAD SELF The domain of the LEADS in a Caring Environment leadership capability framework, consists of four capabilities: a leader (1) Is Self-Aware, (2) Manages Self, (3) Develops Self, and (4) Demonstrates

More information

TRAINING AND EDUCATION IN THE SERVICE OF MILITARY TRANSFORMATION

TRAINING AND EDUCATION IN THE SERVICE OF MILITARY TRANSFORMATION TRAINING AND EDUCATION IN THE SERVICE OF MILITARY TRANSFORMATION Ecaterina Livia TATAR Lecturer, Regional Department of Defense Resources Management Studies, Brasov, Romania The magnitude and challenges

More information

School of Advanced Studies Doctor Of Health Administration. DHA 003 Requirements

School of Advanced Studies Doctor Of Health Administration. DHA 003 Requirements School of Advanced Studies Doctor Of Health Administration The mission of the Doctor of Health Administration degree program is to develop healthcare leaders by educating them in the areas of active inquiry,

More information

Organisational and Leadership Development at UWS

Organisational and Leadership Development at UWS Organisational and Leadership Development at UWS Context The University of Western Sydney s (UWS) leadership development framework is underpinned by the recognition that its managers and leaders have a

More information

Good governance outcomes for CCGs: A survey tool to support development and improvement of governance

Good governance outcomes for CCGs: A survey tool to support development and improvement of governance Good governance outcomes for CCGs: A survey tool to support development and improvement of governance Good Governance Institute Part of a programme commissioned by NHS England Publications gateway reference

More information

STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY

STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY An Overview Designing, driving and implementing people management strategies, processes and projects for real business value HR Strategic

More information

Organizational Culture Why Does It Matter?

Organizational Culture Why Does It Matter? Organizational Culture Why Does It Matter? Presented to the Symposium on International Safeguards International Atomic Energy Agency Vienna, Austria November 3, 2010 IAEA-CN-184/315 Kenneth Desson Pentor

More information

An Exploration of Best Practices in Health Promotion: a short history of the Best Practices Work Group, Centre for Health Promotion, University of

An Exploration of Best Practices in Health Promotion: a short history of the Best Practices Work Group, Centre for Health Promotion, University of An Exploration of Best Practices in Health Promotion: a short history of the Best Practices Work Group, Centre for Health Promotion, University of Toronto by Barbara Kahan and Michael Goodstadt May 14,

More information

Innovation Challenge Programme

Innovation Challenge Programme Innovation Challenge Programme The Innovation Challenge Programme is a proven method of building your organisation s innovation capability. It uses a competition framework to teach 10 to 50 participants

More information

A DIFFERENT APPROACH TO STRATEGIC PLANNING: SOAR-BUILDING STRENGTHS-BASED STRATEGY

A DIFFERENT APPROACH TO STRATEGIC PLANNING: SOAR-BUILDING STRENGTHS-BASED STRATEGY A DIFFERENT APPROACH TO STRATEGIC PLANNING: SOAR-BUILDING STRENGTHS-BASED STRATEGY Stan Capela & Ariana Brooks-Saunders HearthShare Human Services WORKSHOP OBJECTIVES Participants will learn how to frame

More information

Strategic Business and Operations Framework Understanding the Framework June 30, 2012

Strategic Business and Operations Framework Understanding the Framework June 30, 2012 Strategic Business and Operations Framework Understanding the Framework June 30, 2012 Table of Contents The Pathway to Success: The Strategic Business and Operations Framework... 3 What is the Strategic

More information

Seminar E3 Developing an Effective Leadership Culture to Support Business Change

Seminar E3 Developing an Effective Leadership Culture to Support Business Change Seminar E3 Developing an Effective Leadership Culture to Support Business Change Inji Duducu Group People Director Benenden @injiduducu The Benenden Story - transformation Background The Challenge April

More information

IPMS Curricula of Leadership Programmes

IPMS Curricula of Leadership Programmes IPMS Curricula of Leadership Programmes Version: 151030 issued: October 2015 Manager of Managers RANGE OF ROLE A Manager of Managers is a critical role in the management of an organisation. They get results

More information

Master of Science in Management

Master of Science in Management Programme Syllabus for Master of Science in Management 120 higher education credits Second Cycle Established by the Faculty Board of the School of Business, Economics and Law, University of Gothenburg,

More information

Following are detailed competencies which are addressed to various extents in coursework, field training and the integrative project.

Following are detailed competencies which are addressed to various extents in coursework, field training and the integrative project. MPH Epidemiology Following are detailed competencies which are addressed to various extents in coursework, field training and the integrative project. Biostatistics Describe the roles biostatistics serves

More information

Customer Retention & Revenue Growth Strategies for Service Providers

Customer Retention & Revenue Growth Strategies for Service Providers Customer Retention & Revenue Growth Strategies for Service Providers By John Smibert (www.custell.com www.custell.com) Customers will be loyal to service providers who behave as a valued partner. What

More information

Conversation Process: Appreciative Inquiry

Conversation Process: Appreciative Inquiry 50 Section 2: Facilitator Skills and Conversation Processes Appreciative Inquiry Appreciative Inquiry does not deny the existence of problems; rather, it invites people to inquire about and share the experiences

More information

Module 2: A Strategic Approach to Energy Management

Module 2: A Strategic Approach to Energy Management Module 2: A Strategic Approach to Energy Management As in any important organisational undertaking, implementing energy management requires strategic thinking along with an understanding of how to achieve

More information

Compilation of Principles and Recommendations on Preparedness from a series of Workshops and Meetings

Compilation of Principles and Recommendations on Preparedness from a series of Workshops and Meetings Compilation of Principles and Recommendations on Preparedness from a series of Workshops and Meetings Disaster prone countries Advocacy and Awareness Make disaster risk reduction for resilience, including

More information

CAPE ELIZABETH SCHOOL DEPARTMENT. Job Description. TITLE: Director of Instruction QUALIFICATIONS: Education /Certification

CAPE ELIZABETH SCHOOL DEPARTMENT. Job Description. TITLE: Director of Instruction QUALIFICATIONS: Education /Certification TITLE: QUALIFICATIONS: Education /Certification CAPE ELIZABETH SCHOOL DEPARTMENT Job Description Maine Department of Education certification as Curriculum Coordinator/Instructional Supervisor or equivalent/state

More information

Leadership Principles

Leadership Principles Leadership Principles Building value-based leadership. We have defined five values that form the shared foundation of our business practices. They provide orientation for all of our employees. Our leaders,

More information

African Leadership in ICT. 360 Degree Assessment www.gesci.org

African Leadership in ICT. 360 Degree Assessment www.gesci.org African Leadership in ICT 360 Degree Assessment www.gesci.org Session Objectives To present an overview 360-degree feedback tool for assessing leadership behaviour and competency To promote discussion

More information

Welcome to SBA s online training course: Customer Service.

Welcome to SBA s online training course: Customer Service. Customer Service 1. SBA Customer Service 1.1 Introduction Welcome to SBA s online training course: Customer Service. SBA s Office of Entrepreneurship Education provides this self-paced training exercise

More information

Fox School of Business

Fox School of Business Fox School of Business PARTNERSHIPS ENGAGEMENT COMMUNITY Connecting Knowledge to Serve Society Fox School s engagement with the community Dr. Rajan Chandran Vice Dean, Fox School of Business October 5,

More information

JULY 1, 2010 JUNE 30, 2013 STRATEGIC PLAN

JULY 1, 2010 JUNE 30, 2013 STRATEGIC PLAN DEPARTMENT OF HUMAN RESOURCES JULY 1, 2010 JUNE 30, 2013 STRATEGIC PLAN Introduction Human resource strategies are institutional efforts to support people (leaders, faculty and staff) to contribute to

More information

Teaching Portfolio. Teaching Philosophy

Teaching Portfolio. Teaching Philosophy Teaching Portfolio Teaching Philosophy Over the course of my education, I have had the privilege of interacting with some truly excellent teachers, who have shaped my knowledge, reasoning, and technical

More information

Team Core Values & Wanted Behaviours

Team Core Values & Wanted Behaviours Team Core Values & Wanted Behaviours Session Leader Guide This exercise helps you as a leader to establish a set of shared values and related wanted behaviours. To have shared values in a team will: y

More information

BECOMING A LEARNING ORGANISATION: THE PROCESS AT AN HIV/AIDS RESEARCH UNIT IN SOUTH AFRICA

BECOMING A LEARNING ORGANISATION: THE PROCESS AT AN HIV/AIDS RESEARCH UNIT IN SOUTH AFRICA BECOMING A LEARNING ORGANISATION: THE PROCESS AT AN HIV/AIDS RESEARCH UNIT IN SOUTH AFRICA Andrea van der Merwe and Tim Quinlan 1 INTRODUCTION Universities are institutions in which society encourages

More information

Damers First School Teaching & Learning Policy

Damers First School Teaching & Learning Policy Damers First School Teaching & Learning Policy DAMERS FIRST SCHOOL HAPPY CHILDREN & HIGH QUALITY OHANA! In our family NO ONE GETS LEFT BEHIND Because we believe CHILDREN ARE OUR FUTURE. TEACH THEM WELL

More information

Capacity Assessment Indicator. Means of Measurement. Instructions. Score As an As a training. As a research institution organisation (0-5) (0-5) (0-5)

Capacity Assessment Indicator. Means of Measurement. Instructions. Score As an As a training. As a research institution organisation (0-5) (0-5) (0-5) Assessing an Organization s in Health Communication: A Six Cs Approach [11/12 Version] Name & location of organization: Date: Scoring: 0 = no capacity, 5 = full capacity Category Assessment Indicator As

More information

The dissatisfaction with employee retention was the driver. Everything else stemmed down from that. (Recruitment and Training Manager)

The dissatisfaction with employee retention was the driver. Everything else stemmed down from that. (Recruitment and Training Manager) Case study Dealing with staff turnover a case study on getting and keeping the right people This case study looks at the experience of a high tech organisation that aimed to improve its staff retention..

More information

ITPMG. February 2007. IT Performance Management: The Framework Initiating an IT Performance Management Program

ITPMG. February 2007. IT Performance Management: The Framework Initiating an IT Performance Management Program IT Performance Management: The Framework Initiating an IT Performance Management Program February 2007 IT Performance Management Group Bethel, Connecticut Executive Summary This Insights Note will provide

More information