Leadership development through Experiential Learning

Genesis Consultants - China Chris Jansen – University of Canterbury

通过体验式学习来获得领导力

坎特伯雷大学 克里斯·詹森

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Chris Jansen

Overview综述

• Why do we need to rethink how we develop leaders? • What key leadership lessons are important? • How can experiential learning (EL) address these? • What could an EL based leadership and organisational development programme look like?

Information overload 信息过载

Interconnectedness of systems 互联系统

Dissolving of traditional organisational boundaries 传统组织的边界消失

Disruptive technologies 破坏性的技术

Generational values and expectations 世代价值观和预期

Increased globalization 全球化增强

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Exponential rate of change 指数级的变化

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Speed 速度 Complexity 复杂

Uncertainty 不确定性 Ambiguity 含糊

Opportunities 机会

Paradox 悖论

Unintended consequences 意外后果

Lack of Control 失控

change is changing….. 变化中的变化

The greatest challenge for future leaders is the pace of change and the complexity of the challenges faced….

对于未来领导们的最大挑战，正是变化的节奏，以及将要面对

复杂的挑战

….‖perpetual white-water‖…

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―Our organisations are not equipped to cope with this complexity…‖ (IBM study – 1500 CEO’s)

我们的组织并没有预备着去应对复杂事务

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领导力培养的未来趋势

Future leadership development processes. 未来领导力发展的过程

• More focus on vertical development 关注纵向发展

• Transfer of greater development ownership to the individual 更大的发展权利转移到个人身上

• Greater focus on collective rather than individual leadership 更关注集体而胜于个人领导力

• Much greater focus on innovation in leadership development methods. 关注领导力发展模式的创新

Developing Chinese Leaders in the 21st Century

21世纪的中国领袖发展

―Lessons of experiences – China research project: 2007-2009‖ ―经验中的学习”- 中国研究项目：2007-2009

Based on interviews with 55 top-level executives from 6 China based companies (state controlled and private) 建立在与55位中国6家最高层高管的访谈上

Identified 发现:

• Events – key drivers of leadership development, experiences that drive learning and change ·事件-领导力发展、体验的关键驱动力推动着学习和改变

• Lessons - represent a shift in attitudes, values, knowledge, behaviour or skill level – due to the key developmental events •学习—基于关键启发式事件，在态度、价值观、知识、行为或技能等级

表现出转变

挑战性的任务 逆境 个人事件 发展性的关系

领导自我

领导组织

领导他人

Kolb’s Experiential Learning Cycle 科尔布体验学习圈

Experiencing 体验

Applying 应用 Generalising 概括

Processing 处理

Kolb’s Experiential Learning Cycle 科尔布体验学习圈

How do we design experiences and reflection to allow this cycle to generate learning?

我们如何设计体验和反思，去让这个学习圈产生学习效应？

经验 反思

Features: What? • emotionally engaging experience 情绪性的吸引人

的经验

Who? • groups and individual 团队

和个人

Where? • real life experiences or 真实生活经验， 或者

• simulations and activities 模拟以及活动

• indoors or outdoors 户外或者室内

Features特点;

• Group (group facilitation, self reflecting team etc) 团队（团队引导，团队

自我反思）

• Individual (conversations with coaches, journals, online forums etc) 个人（谈话和训练、旅

行、在线论坛等等）

反思

Win as much as you can 赢得最多

Experiential Modalities

PRIMARY OBJECTIVES 主要目的

fun learning skills leadership growth /change in

new experiences learning info self confidence Thinking

stress relief qualifications facing fears Feeling

buzz/challenge employment communication Behaviour

trust Insight

FACILITATION SKILLS REQUIRED 所需引导技巧

Ringer, M. & Gillis, L. (1995) Gass (1993)

RECREATION EDUCATION DEVELOPMENT THERAPY 娱乐 教育 发展 治疗法

activity skills teaching skills facilitation skills counselling skills

instructional skills progressions processing skills self awareness

risk management learning theories group dynamics psychology

organisational assessment conflict resolution emotional safety

The key to powerful experiential learning is intentional facilitation

效果强大的体验式学习的关键 是有目的的引导

1. Set up group experience 创建经验

2. Observe the group dynamics and behaviour 观察小组的互动和行为

3. Select a topic to explore 选择一个话题去探讨

4. Explore following a sequence of questions 探讨下列问题

• What? (What did you experience) 什么？

• So what? (How did you feel? What were you thinking? etc 所以什么？

• Now what? (What can you change?) 现在能做什么？

Facilitation Steps 引导步骤

Checklist of group characteristics and team competencies

• Leadership / initiative / innovation 领导／动议／创新

• Mutual Respect / emotional safety / encouragement and support 相互尊重／情绪安全／鼓励和支持／

• Listening and contributing ideas / communication 倾听和建议／沟通

• Helping each other / Cooperation 互助／合作

• Decision making / planning / leadership ／决策／计划／领导力

• Coping with frustration 面对挫折

• Trusting the group 信任团队

Facilitation Focus Topics 引导应关注的话题

So what?

Now what? Experience

What?

Offsite programme

Issues identified in workplace

Workplace

Transfer of insights and behaviour?

1) Ask linking questions during and after the experience

询问一些连接性问题

• What similar dynamics happen in your workplace? 在你的工作场合有没有类似事情发生？

• How was the role you choose similar to work? 在工作中你的角色有多少相似性？

• How was your thinking similar? 你自己的想法有多少相似性？

2) Create a metaphor that renames the activity in the language of the workplace

利用工作场所的语言来重新诠释

Using metaphors to link to work scenario 利用比喻连接到工作情景

The Zenger-Folkman Leadership Tent

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The Leadership Circle 360 Assessment tool – individual profile based on peer feedback

Leadership Learning Programme - sample

Select participants

and undertake leadership

profile

Workplace

Set individual develop-mental goals

Workplace

Apply these behavioural changes in

the workplace

Workplace

Participate in

experiential programme with peers

Reflection based on individual

goals

Offsite programme

ELC

Leadership Learning Programme - sample Action Learning groups –

peer feedback on goals and projects, initially facilitated and progressively more self

managing

Series of experiences allowing for rotated leadership roles and feedback

Initial training session to introduce leadership framework

360 profile tool,

developmental

goals and ongoing

coaching

ELC

ELC

ELC

ELC

ELC

Final prototyping

event - participants

present projects and

reflect on goals and

learning process