What I do want in this post is explore how one might approach structuring the curriculum of an organization. The goal of such a curriculum is to develop professionals in all types of roles, in such a way that performance at the top level or grade of that role type can be matched to a
Category: FrameworksandPrinciples
What I do want in this post is explore how one might approach structuring the curriculum of an organization. The goal of such a curriculum is to develop professionals in all types of roles, in such a way that performance at the top level or grade of that role type can be matched to a
This is a summary post that presents 5 other posts exploring how activities that derive their meaning from results directed at delivering clear value automatically activate learning behavior and thus agility. The more we are able to focus our expectations of people and teams on results and value, the more we will begin to see the full extent
I don’t think you can do anything to impact an organization or change organizations by trying to change “the Organization.” Granted the organization is an entity, a living organism and all that. However, I have heard people ascribe behavior to ‘the organization’ which I think is convenient but not effective when we are trying to
As a teacher in a vocational school years ago, I remember the challenges that came with grading group projects. How do you decide who gets what grade especially when the level of contribution varies across members? I remember I always asked myself “why exactly did I give a group project?”. Perhaps the way to assign
It is our belief that a lot of what we need to address the situations we encounter and achieve desired outcomes are available to us. The task before us often is whether we have the knowledge to ask the right questions that frame the situation in ways that activate the right skills to act and
The challenge facing most learning and development organizations trying to be holistic in addressing the needs of the employees as individuals and the organization as a whole is the depth and breadth of knowledge and skills to be managed. All attempts so far tend to either focus on a few areas normally focused on the
There are 3 levels of knowledge & skills for both professional and leadership domains that we use to manage our approach to training products. They are presented in the table below: For the professional domain, we recommend building from top down, from generic to specific meaning global to local. This is because we believe the