Developing a Learning Organisation
Hans Selberg
NTNU Library
Norwegian University of Science and Technology
NTNU Library - Merger of 3 libraries in 1996: University Library of Trondheim.
– Originated as Library of the Royal Norwegian Society of Science and Letters, est.1760
Technical University Library of Norway.– Library of the Norwegian Institute of
Technology, est.1910 Medical Library
– Library of the Regional- and University Hospital in Trondheim
NTNU Library
Section for Technology and Architecture Section for Humanities and Social Sciences Gunnerus Library Natural Science Library Medical Library
The Goal of a Learning Organisation Creating a learning environment:
– An increased ablity to learn– Increasing efficiency– Increasing flexibility– Increasing the ability to change
A Stimulating Work-Environment A general climate of co-operation Mutual respect and trust regardless of
formal positions Open channels of communication. No
”secrets” or hidden agendas Different skills and opinions being
considered a bonus
Development of everyone’s ability to create Minimising fear and uncertainty about the
work-situation and the future Encouraging experimental attitudes Lots of humour and positive awareness
Staff-members must
Know which way we are heading See and experience a full understanding of
what we are doing and why Dare to challenge the present Feel good about themselves, their work and
their colleagues
Participate in inspiring team-work Be able to influence their own work-
situation Experience that their own values match
those of the organisation
Professional Training Course Spring 2002 Session 1: Organisational and management
philosophy –Leadership in a changing world (2 days)
Session 2: Communication skills, coaching (3 days)
Session 3: Team-building, -development Methods and tools (3 days)
Session 4: Presentation skills (2 days)
Staff Seminars
Autumn 2002 and autumn 2003: – Establishing a set of common values– Learning and practising communication skills– Learning and using practical methods and tools
of problem solving
Common Organisational Problems Unclear/missing goals, strategies, basic
values et cetera No common understanding of what
practical leadership is all about Unclear roles, expectations, responsibilities
and areas of authority Not enough delegation of authority
Non-existing or bad routines in important areas
Too much focus on targets and results Too little focus on the processes needed to
reach them Lack of competence (in leadership and staff
alike)
Lack of information Ineffective meetings Less than optimal company organisation Too little co-operation across functional and
organisational boundaries
General Attitude
We are all valuable staff-members, and we respect each other
We are all able to make positive contributions
Team-working sparks intelligent creativity Show a positive attitude to all Support and encourage one another
Meet well prepared at meetings, and participate actively
Communicate opinions and feelings freely and openly
Stick to the point Develop your knowledge and skills Solve conflicts in an open manner Have a good time together
Communication Skills
Matching the other person Learn how to listen Active listening Real understanding Express your views Present a clear message
Roles for an Efficient Meeting
Leader/co-ordinator Secretary Time-keeper Relevancy-checker Encourage participation Summing up Devils advocate
Methods/Tools
Open discussion The round table Individual-group-plenary Situation-target-action Force field analysis Brainstorming Flow-chart analysis
Experiences
Initial reluctance– We don’t have time for this. I have a job to do– Another fancy leadership theory!– Who did they visit this time?– I’ve been doing this for thirty years – I know
how it is best done– We don’t do things like that in these parts..
Large degree of acceptance by those taking part in the seminars, despite initial reluctance
Cool attitude amongst people not taking part in seminars
Old habits are hard to change New habits are hard to establish Initial difficulties in choosing the right
tools/principles to use on each problem
Status Today
Basic values and principles in place Better awareness of the way we treat each
other Better communication skills. We have
learned how to listen Meetings are more structured Wider acceptance of change
Some staff members are very enthusiastic about the learning organisation
Some are a bit lukewarm. Results have not matched expectations
A small group is still quite cold about the whole idea
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