Innovative knowledge sharing

put into practice in 3 cases.

Pascal Van LooPascal.vanloo@pasas.be

@pascalvanlooEAPRIL

25/11/2014

Mission

Enhancing a Global

Learning Village

Ou

rec

o-s

yste

mCoöperation

In what are we unique?

For whom? For experts who want to share their knowledge and for executives who want to build a learning organisation

What is it?The new 'knowledge sharing with impact' in 10 themes of knowledge sharing

By whom?

Cooperation of entrepreneurs who already

have years of experience in your area

Ou

rec

o-s

yste

mBusiness

Coöperation

Ou

rec

o-s

yste

mL&D SectorAssociation(Hobby)

8

Pascal

Van Loo

President

- 41 year old, Flemish L&D association- 920 members- 12 Boardmembers, 5 staff, 1 director- President

Photo by pinguino - Creative Commons Attribution-ShareAlike License http://www.flickr.com/photos/44159829@N00 Created with Haiku Deck

True or False?

Linking ‘learning' and 'working‘increases

knowledge sharing

Knowledge sharing is

a shared responsibility

True or False?

The main challenge in knowledge sharing is working on

connecting knowledge in the organization

True or False?

New Learning Concepts

1. Working =

learning70-20-10

Just-in-time leren

Just-enough leren

4. Technology

enhanced3. Co-creation

2. Align with

strategy

1. Working = learning

16

• 70-20-10

• Just-in-time

• Just-enough

1. Working = learning

1. Working =

learning

2. Align with strategy

2. Align with

strategy

3. Co-creation

3. Co-creation

• Transversal cooperation

• Community of practice

• Knowledge sharing

• Learning networks

• Contact and relations

3. Co-creation

3. Co-creation

3. Co-creation

4. Technology Enhanced Learning

Is E-learning death? Long live TEL.

Case 1: BCM, Flemish

government• Flemish Government

• Business continuity managers:

– Central: n=3

– Decentral: n=120

– Target group: n=17000

• Customer wants:

– an efficient way to reveal the needs of the target group

– Trainings

Customer question reformulated:

• How to ensure that, in the event of a crisis, the approach is applied

effectively and efficiently and according to the set procedures?

26

BCM

• YEAR 2013:

• organization of 4 big knowledge sharing network (4x), based on

need analysis

1. Knowledge sharing on crisis-reporting (during the crisis)

2. Knowledge sharing on communication (after the crisis)

3. Command Post Exercise (CPX): disaster simulation

4. How to set up a CPX?

27

Framed Autonomy

ControlCompartmentalizationCompliance

= classic organisational form

CreativitySpace and freedomCooperationInteractionRelation

= knowledge sharing

Case 2: Carglass

Case 2: Carglass

(Belron)• YEAR 2014:

• Question: how can we improve our quality by enhancing selfsteering

teams?

• Intervention: co-created a work integrated approach,

– 6 week technical coaching per branch

– Setting up a learning organisation

– Only 1 group intervention, 3 meetings, 1 day design (4000 euro)

33

Case 3: Audit IAVA

• Customer: Internal audit of the Flemish administration

• Question: How can we as experts make sure 17000 employees

apply our knowledge on Risk Management, without using our

power?

• Answer: We want to make the transition from structured workshops

to smaller interactive, dynamic and organic knowledge sharing

groups.

37

AUDIT: Change architect

ApproachNetwork

Organisational Processes

Workshops &

Learning Networks(LN)

2 general Risk Management

Workshops

2 years

Result

…Switch?

1 - 1

Learning

Network(LN):

1. Free choice

2. Thematic

Moment of

choice

Case 4: community

building• Question: Give a key note speech about communities at KBC for

our top directors?

• Answer: NO

• Reconsidered answer: YES, if we co-create a script of a

community evening

• Approach: organization of an event where participants can get to

know the existing communities and their members (16 KBC

employees involved)

+ offers and requests: Tim Pearson (Alaska)

39

Big 5-Model: Intervention roles

Mentor

Inspirator

Expert TrainerFacilitator

System Architect

specialistspeaker

presentor

professorteacher

master

Coach

skilltrainer

instructor

moderator

chairman

designerconsultant

change maker designerSystem thinker

living systems builder

innovatorRole model

visionary

Profile by role

Group

System

Case 5: Sharing Lab (cc)

• Questions:

– How do you organize personal development for your

own HR professionals and L&D department?

• Objective: Comparison and benchmarking of own

functioning of internal HR, learning and development.

• Approach: how easy can a methodology be?

New Learning Concepts

1. Working =

learning70-20-10

Just-in-time leren

Just-enough leren

4. Technology

enhanced3. Co-creation

2. Align with

strategy

Learning Circles

www.learningcircles.eu

016 64 09 91

Pascal Van LooPascal.vanloo@pasas.be

@pascalvanlooEAPRIL

25/11/2014

Photo by adihrespati - Creative Commons Attribution License http://www.flickr.com/photos/29224712@N08 Created with Haiku Deck