Promoting and assessing value creation: a framework

1. Promoting and assessing value creation: a framework TAlearn community meeting Jakarta, March 14, 2014

2. Toward a discipline of value creation Capturing the value creation of social learning is strategic, but subtle. To be both rigorous and helpful our framework is held to five disciplines: • Relevance - recognizing different kinds of value to members and multiple stakeholders • Attribution - creating plausible causal links between outcomes and activities • Mixed methods- integrating quantitative and qualitative sources of data • Ease of use– commonsense, hence usable by community members as well as professional evaluators • Learning orientation– not be purely evaluative, but a learning tool for members and stakeholders

3. Strategic value Crossing boundaries Landscapeorientation Conditions Aspirations Strategic conversations Vision Alignment Value-creation cycles Aspirations Aspirations Aspirations Aspirations Aspirations Reframing loops Immediate value Potential value Applied value Realized value Boundary Promising advice Improved performanceor outcome Useful case clinic Advice doesnot apply Identity Document Excitingproject New practice Personalsuccess Criteria Transformative value Learning activities Relationship Goodmeeting Collaboration Customer satisfaction Practice Institution Insight Differentapproach Challenginginquiry Failure Improving loops Conditions Conditions Conditions Conditions Conditions Enabling value Sponsorship Good leadership Conditions Aspirations HR recognition Social learning team Technology

4. Value-creation stories: template What got you involved? Did it transform your view? Did you feed this back into the CoP? What was your experience of engaging with the CoP this way? What did you get out of it? How did you apply it? What was the result? What was the CoP-related activity? Were there specific enablers that you think made this story possible? Was there a significant connection to strategy? Start here

5. Applications of the framework Strategic value Crossing boundaries Landscapeorientation Conditions Aspirations Strategic conversations Vision Alignment Aspirational narratives Value-creation cycles Aspirations Aspirations Aspirations Aspirations Aspirations Reframing loops Feedback narratives Immediate value Potential value Applied value Realized value Boundary Promising advice Improved performanceor outcome Useful case clinic Advice doesnot apply Identity Retrospective narratives Document Excitingproject New practice Personalsuccess Criteria Transformative value Learning activities Retrospective narratives Relationship Goodmeeting Collaboration Customer satisfaction Practice Institution Insight Differentapproach Challenginginquiry Failure Feedback narratives Improvement loops Conditions Aspirational narratives Conditions Conditions Conditions Conditions Enabling value Sponsorship Good leadership Conditions Aspirations HR recognition Social learning team Technology

6. Learning how to learn Strategic value Crossing boundaries Landscapeorientation Conditions Aspirations Strategic conversations Vision Alignment Value-creation cycles Aspirations Aspirations Aspirations Aspirations Aspirations Reframing loops Immediate value Potential value Applied value Realized value Boundary Promising advice Improved performanceor outcome Useful case clinic Advice doesnot apply Identity Document Excitingproject New practice Personalsuccess Criteria Transformative value Learning activities Relationship Goodmeeting Collaboration Customer satisfaction Practice Institution Insight Differentapproach Challenginginquiry Failure Improving loops Conditions Conditions Conditions Conditions Conditions Enabling value Sponsorship Good leadership Conditions Aspirations HR recognition Social learning team Technology

7. Thank you! Etienne and Beverly Wenger-Trayner Email: be@wenger-trayner.com Website: http://wenger-trayner.com Workshops: http://wenger-trayner.com/BEtreat/