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Developing a Learning Organisation

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

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Developing a Learning Organisation

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  1. Developing a Learning Organisation Hans Selberg NTNU Library Norwegian University of Science and Technology

  2. 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

  3. NTNU Library • Section for Technology and Architecture • Section for Humanities and Social Sciences • Gunnerus Library • Natural Science Library • Medical Library

  4. The Goal of a Learning Organisation • Creating a learning environment: • An increased ablity to learn • Increasing efficiency • Increasing flexibility • Increasing the ability to change

  5. 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

  6. 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

  7. 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

  8. Participate in inspiring team-work • Be able to influence their own work-situation • Experience that their own values match those of the organisation

  9. 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)

  10. 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

  11. 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

  12. 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)

  13. Lack of information • Ineffective meetings • Less than optimal company organisation • Too little co-operation across functional and organisational boundaries

  14. 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

  15. 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

  16. Communication Skills • Matching the other person • Learn how to listen • Active listening • Real understanding • Express your views • Present a clear message

  17. Roles for an Efficient Meeting • Leader/co-ordinator • Secretary • Time-keeper • Relevancy-checker • Encourage participation • Summing up • Devils advocate

  18. Methods/Tools • Open discussion • The round table • Individual-group-plenary • Situation-target-action • Force field analysis • Brainstorming • Flow-chart analysis

  19. 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..

  20. 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

  21. 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

  22. 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

  23. Future Plans and Thoughts • Yearly staff seminars • New methods and attitudes - an automatic reflex • Accepting new and controversial ideas • No trench warfare

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