Center to Advance Education for Adults

CAEA ~ DePaul University, School of Continuing and Professional Studies

Let's Start and Keep the Discussion Going! Designing and Delivering Learning Experiences for Change and Transformation

Get the conversation started with Bob Dean before our session by answering the question below! Leading up to the event Bob will monitor and post to this Forum.

Search your professional experience and reflect upon a campaign of organizational change....In your experience was the motivation or initiation of change inspired by data analysis or compelling experiences?

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In my own experience working with organizations, and adult learners who are responding to planned and unplanned change, the most important aspect is their ability to find personal meaning in the change. It is, of course, much more likely that the meaning will be made through compelling experiences. Alternatively, I have seen well-facilitated reflection on data lead to in-depth and personal meaning making that engaged people in the change process. The most important dimension is that there is an opportunity to tap into intrinsic motivation. When people experience coercive forces compelling the change, rather than have room to find its intrinsic value, it is quite likely that the best you will get is compliance rather than commitment, as Senge said.
To review the pre-event handout material from Bob Dean, click on the attached pdf.
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In my experience, the motivation for change is engaging in compelling experiences. These experiences were designed in a way that attracted me to the experience, fully immersed me in the live experience, and extended the experience. In the web 2.0 world, we have an opportunity to attract, engage, and extend in new ways. Search for the CAEA workshop at #DDLE09 on Twitter.
At our Dec.8 learning experience, we talked about using Twitter to extend the experience. For more on Twitter, watch this video on Twitter for Dummies from Elliott Masie's Learning 2009 conference. He interviews Pistachio, an expert on Twitter!

http://learningwiki.editme.com/pistachio

Also, here is an article by Tony Bingham, President of ASTD, about the importance of learning professionals embracing web 2.0 tools for informal learning.
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I would have to say the motivation to change within the corporations I can recall was data driven. The first I can think of was in the 80's and had to do with automating our system of components and assemblies to purchase, store and pick for manufacturing. It was a huge change. The sales pitch was emphsized dramatic reduction of cycle times to do things and the elimination of errors due to typing the same information more than once. The implementation was nothing like the expectation- taking years longer than estimated.
Another was when Honeywell purchased our aerospace company. The purchase was a business decision; Honeywell certainly used experiential events of sorts to help us accept our new owner; some worked some did not.
Another that comes to mind is Motorola and their involvement in the creation and implementation of Six Sigma. That was definitely driven by the data of increasingly high failure rates. The change to everyone's thinking was a huge paradigm shift that required an enormous amount of classes, changes in reporting metrics and new language to talk about quality. After 10 years the change was still justified by the quality focused statistics. Yet the six sigma mentality was not having much traction in Motorola or other companies until Jack Welch added financial metrics to every Six Sigma project and showed hundreds of millions of dollars of benefit.
Here's my experience with experientially driven change efforts- to encourage a resurgence within Motorola which was inspired by Welch's results, I was involved with a 4 hour "show" put on for 15,000 employees around the world. Video, give aways, music, jokes, audience participation, an improv group (and data) contributed to this event of encouragement and new benchmarks of quality expectations. We were told it was making a real impact, but I never did see any numbers to explain how much.

Having said all this mostly about data. I think computers and the automation that it brings is a compelling experience that has actually motivated and inspired many leaders to spend money on technology with what I think is an unnecessarily high percentage of waste. Checkbooks seem to come out soooo fast when the answer is "automate." I think that behavior could be considered an experiential one.
Thank you for attending the December 8th session!

Bob Dean led an interactive presentation reflecting on your own "life changing" learning experiences. Learning leaders began with a Pecha Kucha presentation (20 images for 20 seconds each) introducing the high level process for designing and delivering transformational development experiences. Dean used the models and frameworks of The Experience Economy. Attached are supporting documents Dean used during the session.

Join us for breakfast and discussion on January 21st from 8:00AM-10:00AM:

"Increasing Innovation and Productivity by Building a Diverse Workforce"
How do you build and retain a diverse workforce? How does diversity and inclusion lead to increased innovation and productivity? What does diversity and inclusion look like in the 21st century? A diverse panel from higher education, industry and the community will address these and other critically important questions in the study of diversity today.

Panelists:
Toni Carter, Motorola Leader of Inclusion and Diversity
Byron DaSilva, KPMG Manager and Leader of Hispanic/Latino Network
Cheryl Freeman-Smith, Chicago Urban League
Kelli Lester-Brown, Sara Lee
Elizabeth Ortiz, DePaul University Office of Institutional Diversity and Equity
Moderator: Gillian Steele, DePaul Career Center

You can RSVP for this session under the Events tab at the top of the page.
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