LEARNING CIRCLES ABOUT LEARNING – NO 6: CREATIVITY AND INNOVATION
CHECKING-IN:
What is in your mind at the moment?
Where is your focus of attention?
TODAY’S PROBLEM STATEMENT
If creativity is corelated to learning, as L&D professionals how can we use creativity techniques to create more effective learning experiences
WHAT IS INTELLIGENCE?
WHO IS MORE INTELLIGENT?
WHO IS MORE INTELLIGENT?
DEFINING INTELLIGENCE
Intelligence is multifaceted, that is; aspects of it can be expressed in many domains.
Intelligence is also functional. Intelligent behaviour is always directed towards accomplishing a task or solving a problem.
INTELLIGENCE AND CREATIVITY
How do you define creativity?
DEFINING CREATIVITY
Divergent thinking. Enduring change through the provision of a novel solution.
INTELLIGENCE AND CREATIVITY
I N T E L L I G E N
C E
CREATIVITY
CREATIVITY AND ATTENTION
What types of attention do we know of when learning?
CREATIVITY AND LEARNING SETTINGS
FROM TO
EXAMPLE 1:
EXAMPLE 2:
What other Ideas / ways have you seen?
CREATIVITY AND PRINCIPLES OF LEARNING
CREATIVITY AND PRINCIPLES OF LEARNING
THE DIGGING STAGE
EMPATHY MAPPING Empathy is a source of information
We are interested in designing an annual leadership learning plan for our very junior supervisors
EMPATHY MAPPING
What is she feeling
What is she thinking?
Excited Mixed emotions Anxious Curious Important – Valued Ambitious Proud Overwhelmed Confused
How is she behaving? Asking in HR office what programs we have Reflecting on last year Talking to others Asking opinions form colleagues for my learning What are your thoughts? Getting to know everyone to prepare for the plan How am I going to acquire knowledge? How am I going to be supported from my leaders? How am I going to supervise my team? What are the things that enables performance? What are the milestones I need to go through? Will I be able to achieve it? How do I secure it?
What is she expecting? Support from managers A program that is personalised (focused on me) Resources Timeframe Accomplishment – the things in the plan will be done Achievement – success
Name: ANNA
EMPATHY MAPPING Empathy is a source of information
Junior supervisors do not seem to know The necessary steps for their own learning plans, As such they experience mixed feelings. It is important to provide learning plans that are Personalised, specific, supported by managers and time-bound.
CREATIVITY AND PRINCIPLES OF LEARNING
THE DEVELOPING STAGE
REVERSE BRAINSTORMING
What is the worst thing that could happen?
They will fail No career progression The learner will be disengaged form the team She will get fired Impact the entire department and hotel performance
The training manager will suffer too in PDR L&D will no longer be trusted by others We need to spend money recruiting someone else She will create a bad reputation for the business outside the business She will develop depression She will jump off a cliff.
EMPATHY MAPPING + Reverse brainstorming
Solution
Problem Statement
• Prepare an schedule that reflect their learning plan • Investigate what her learning plan should be according to her • Define success (What makes a successful supervisor) • Set goals (action orientated plan)
Junior supervisors do not seem to know The necessary steps for their own learning plans, As such they experience mixed feelings. It is important to provide learning plans that are Personalised, specific, supported by managers and time-bound.
CREATIVE ABRASION
CREATIVE ABRASION
ORGANISATIONAL CHANGE IS MORE EFFECTIVE WHEN IT IS DRIVEN BY MID-MANAGERS THAT HAVE THE CAPACITY TO INFLUENCE FRONT LINE TEAMS AND TOP LEADERS. THIS WAY IS MORE EFFECTIVE BECAUSE REAL ORGANISATIONAL CHANGE IS IMPLEMENTED BY MID- MANAGERS AS THEY HAVE MORE PRESENCE IN THE OPERATIONS
CHANGE IN ORGANISATIONS MUST BE DRIVEN BY TOP LEADERS. THOSE WHO ARE AT THE TOP OF HIERARCHY ARE THE ONES WHO NEED TO IDENTIFY, PLAN AND IMPLEMENT THE CHANGES THAT AN ORGANISATION NEEDS TO GO THROUGH
CREATIVITE ABRASION
INDIVIDUAL LEARNING DEVELOPMENT PLANS SHOULD BE DESIGNED BY THE EMPLOYEE. HE NEEDS TO DECIDE BY HIMSELF THE AREAS OF IMPROVEMENT AND THEN ACT UPON IT. MANAGERS ARE NOT THERE TO FOLLOW UP BUT RATHER TO FACILITATE ADVICE
LEADERS ARE RESPONSIBLE TO DESIGN THE INDIVIDUAL LEARNING AND DEVELOPMENT PLAN OF THEIR TEAM MAMBERS. THEY MUST HOLD THE TEAMS ACCOUNTABLE FOR THEIR PROGRESS AND ENHANCEMENT OF PERFORMANCE
PERSPECTIVES
PERSPECTIVES
LEARNING CIRCLES ABOUT LEARNING – NO 6: CREATIVITY AND INNOVATION
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