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

Future Plans and Thoughts

Yearly staff seminars New methods and attitudes - an automatic

reflex Accepting new and controversial ideas No trench warfare