Collective Learning

In VMS’ role as a catalyst for change, we have designed customized Leadership Development Programs for a variety of clients. The programs typically take place over a period of 6-18 months and are reflective of and responsive to the realities faced by each organization.

Because successful organizations rely not on a single leader, but on a team of leaders with a broad range of management competencies, in-house leadership development makes a significant contribution to an organization’s effectiveness.

We suspect the appetite for learning is growing due to the pace of change and the increasingly complex nature of the work our clients are doing. In such an environment, the opportunity for a leadership team to develop their skills and to collectively reflect on, anticipate and design change is invaluable.

Our experience in developing these programs suggests that the collective learning experience is an opportunity for leadership and management teams to converse about and make sense of the changes that are taking place, inside and outside their organization. Their shared understanding provides a platform from which to position the organization for the future. In essence, the programs are a vehicle for shifting organizational culture.

 

Our 2011 article "Change through Learning and Learning through Change at Kinark" illustrates how our approach was applied in a year-long customized Management Development Program. It can be downloaded here: Articles.

 

 

 

Reflective of and Responsive to Realities

Change through Learning

Learning through Change

Change requires that we do something different… learning can help us recognize what ‘different’ looks like Learning is both about learning new strategies and approaches and about UN-LEARNING habits and practices that no longer serve us Core leadership competencies: understanding how change happens, how to communicate it, navigate it, nurture it, and overcome resistance to it

Change is the only constant… and it brings with it a variety of ‘lessons’ Observing, reflecting on, interpreting change and dialoguing with colleagues helps us make sense of it… only then can we help those we ‘lead’ understand their role in change Leaders must be intentional in responding to change and sensitive to how others are responding to it Learning needs to be closely connected to and reflective of leaders’ day-to-day work

Design Principles

• A strength-based approach is used to celebrate and reinforce existing assets
• Dialogue and reflection are core elements of the learning experience to generate self-awareness and promote application on the job
• Adult learning approaches are incorporated to build on individuals’ experiences
• A variety of learning techniques are incorporated to accommodate diverse learning styles
• Real issues/actual situations are used to enhance the learning experience and to ensure learning is grounded in organizational realities
• A balance of theory… management fundamentals and emerging organizational theories and action learning… a practical toolkit is provided to promote application
• Participants will identify the changes that will be recognizable to staff in their personal action plans to promote accountability
• Various application strategies are developed in alignment with the realities of each workplace
• Additional resources such as articles, books, and audio files are referenced for those who want to explore topics in more depth
• Evaluation is an integral part of making every program a success; each session is assessed by participants

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