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Learning Culture

Implications and Process
Sohailuddin ALAVI, July ‘2011

AIBF

Learn to change, change to improve, and improve to stay ahead, always. . .

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Scope
• In this presentation I have attempted to discuss the underlying rationales of ‘Learning Culture’ in a work setting. • I have done so from two angles, namely;
– Organization centered, and – Individual centered

AIBF

Learn to change, change to improve, and improve to stay ahead, always. . .

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Discussion Points
• What do we all mean by learning culture in a work setting? • Organizational centered implications • Individual centered implications • Challenges • Brainstorm – How to implement?

AIBF

Learn to change, change to improve, and improve to stay ahead, always. . .

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The Learning Culture?
• Static Cultures
– Employees and the organizations continue to behave and perform from a static orientation

• Ritualistic Cultures
– Employees and the organizations learn but the learning does not lead to change in their behavior and performance, respectively

AIBF

Learn to change, change to improve, and improve to stay ahead, always. . .

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The Learning Culture?
• Action Culture
– Neither employees nor organizations learn but attempt to change. This does not necessarily lead to improvement

• Learning Culture
– Employees and organizations continually learn to bring change and improvement in their behaviors and performance, respectively.

AIBF

Learn to change, change to improve, and improve to stay ahead, always. . .

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Organization Centered Implications
Organization Performance

Action Culture, Muddling thru Organization

Time Horizon

AIBF

Learn to change, change to improve, and improve to stay ahead, always. . .

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Organization Centered Implication
Organization Growth and Sustainability

Time Horizon

AIBF

Learn to change, change to improve, and improve to stay ahead, always. . .

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Individuals Centered Implications
Adv. Career
Employee Development along Strategic Axis

Mid Career

Employee Development along Vertical Axis

Employee Development along Horizontal Axis

Early Career

Learning Path

AIBF

Learn to change, change to improve, and improve to stay ahead, always. . .

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Individuals Centered Implications
• Behavioral Contours
– I must do better every time! Motivation to continually bring real time improvements – No one is perfect! Always try to improve upon knowledge, skills and understanding – Always think creatively and critically! Change thinking to innovate behaviors and performance – Embrace accomplishments with a pinch of salt! Look for opportunities to learn and improve next time

AIBF

Learn to change, change to improve, and improve to stay ahead, always. . .

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Individuals Centered Implications
• Environmental Contours
– Challenge comfort zones
• Static values & behaviors

– Encourage risk taking
• Improve comfort level

– Facilitate learning
• Provide training, coaching and mentoring

– Reinforce
• Reward improvements and reprimand status quo

AIBF

Learn to change, change to improve, and improve to stay ahead, always. . .

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Broad Steps
• Organization level
– Encourage change for better – Encourage learning and teaching within the team – Restrain status quo

• Employee level
– Demonstrate urge to learn and expand their horizons – Be analytical but not judgmental and master critical thinking – Respect diversity of knowledge and skills within the team and learn from each other

AIBF

Learn to change, change to improve, and improve to stay ahead, always. . .

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Learning Models
• Phase I
– Faculty work on diverse training curriculum, mostly at basic level. – However, in order to maintain focus and ensure attention to details the faculty must take up one course at a time – International trainers provide directions and do the quality assurance in addition to taking major teaching load

AIBF

Learn to change, change to improve, and improve to stay ahead, always. . .

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Learning Models
• Phase II
– Faculty continue to add diversity in their training portfolio – Faculty commence multi-tasking (work on different courses at a time) – International trainers continue to provide directions and do the quality assurance – International trainers start delegating teaching load gradually to the faculty

AIBF

Learn to change, change to improve, and improve to stay ahead, always. . .

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Learning Models
• Phase III
– Faculty should demonstrate fair degree of understanding in training methodology, process and contents – Faculty take over full responsibility of basic level trainings curriculum – International trainers’ role reduces to specialized training

AIBF

Learn to change, change to improve, and improve to stay ahead, always. . .

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Learning Models
• Phase IV
– Faculty choose and develop training expertise in specialized disciplines, such as Management, Compliance, Audit, Credits, Risk, Treasury and Trade Finance, etc. – International trainers provide train the trainer support to the faculty in specialized areas.

AIBF

Learn to change, change to improve, and improve to stay ahead, always. . .

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The Learning Criteria
• Learning essentially be translated into quality of trainings – no improvement no learning • Learning is measured by the followings
– Commitment to learning and change – Diversity and validity of professional knowledge – Facility in training methodology and articulation – Diversity of topics / trainings delivered – Quality of training curriculum, materials and schedules

AIBF

Learn to change, change to improve, and improve to stay ahead, always. . .

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Monitoring and Measuring Learning
• Director with the assistance of the International trainers monitor and measure individual faculty’s learning all along the four phases

AIBF

Learn to change, change to improve, and improve to stay ahead, always. . .

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Group Discussion
Action Planning!

It is about time to think how best can
“Learning Culture” be put into practice at AIBF?

AIBF

Learn to change, change to improve, and improve to stay ahead, always. . .

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