Encouraging Organisational Learning programme
Learning is a term becoming over used while still being ill understood -terms such as the learning organisation and lifelong learning for example are applied indiscriminately.
Really Learning offers a menu of services to support organisations or services genuinely trying to engender a culture of learning. They draw on the work of Chris Argyris and Donald Schon and concentrate on developing behaviours, systems and structures that allow people and organisations to learn.
Organisational Learning menu:
Workshop One - Learning Behaviours
An interactive half-day workshop for Boards or service management teams, exploring management behaviours that promote and inhibit learning.
Workshop Two - Promoting Organisational Learning
A second half-day workshop that requires a familiarity with the concepts of workshop one. This explores the systems and structures that inhibit learning and considers criteria for
appraising and redesigning them.
Board development with a coach or mentor
A programme is devised that responds to your particular team needs and incorporates elements of coaching, mentoring, and action learning as appropriate for you.
Coaching - identifying your learning needs and working with the developer to develop specific skills
and competences
Mentoring - reflecting with the developer on your situation, with the aim of seeing for yourself how changing your approach may yield successful results
Action Learning - working with the
developer to devise a number of action steps and maximising the learning from your experiences in implementing them through assisted reflection.
Typically a Board would meet with their developer for three to four sessions over a period of twelve months. The precise format of the sessions varies from Board to Board but in every case it concludes with a review of learning from the session. A summary of this learning is prepared by the developer and sent to you, not only as a reminder of the learning already achieved but also as a reminder of the means by which you have agreed to translate this learning into practice. At the end of the programme both progress and process are reviewed and a forward plan agreed.
Coordinated support for key individuals
Individuals and teams with responsibilities for organisation development, for lifelong learning and clinical governance can all contribute to encouraging organisational learning if they complement each others' activities. Coordinated support allows this to happen. The nature of the support depends on the agenda and configuration of the organisation but may include: supervision, strategy development, action learning, and participative personal development
To discuss the needs of your organisation please contact us on info@reallylearning.com
See for example Organisational Learning – a theory of action perspective Argyris C, Schon D, Addison Wesley 1978; On Organisational Learning Argyris C, Blackwell 1993; The Reflective Practitioner Schon D, Basic Books 1983
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