KEY LEARNINGS OF FIVE PRINCIPLES OF LEARNING ORGANIZATIONS 1. Personal Mastery: • The tendency to be talkative, impatient, and less confident are often key barriers towards a collaborative teamwork; • Learning the art of listening, paying attention and respecting others, increases the likelihood of working in a more friendly and productive environment; • Openness and willingness to face challenges, help members of the organization to learn and grow; 2. Team Learning • A sense of belonging creates motivation and commitment which helps the members achieve the set goals; • With provision of equal opportunities to all members of a team, the desired outcome is achieved; • High level of participation in a team is key to achieve results based on members efforts, talents, skills and ideas; 3. Shared Vision • A clear understanding of shared vision of an organization creates acceptance of and tolerance towards each other; • A clear vision is a pre-requisite to well-defined objectives, principles, strategic policies and action plans; • By having a shared vision, any team of a diversified nature can work together and achieve its set goals; 4. Mental Models • Changing people’s ways of thinking and perception requires time and effort; • With changing attitudes and behavior, people tend to be receptive to new approaches and thus, can contribute more positively to the organization; • Mental models is about flexibility and adaptability with respect to human beings, environment and diversity; 5. System Thinking • When we use system thinking we get a powerful perspective, common understanding and tools to address problems and bring sustainable development to our organization • When all the systems are integrated for learning within the organization, the network is built; • When change happens in one part of the organization it influences the whole system of the organization.
POEM We walked into Learning Organizations and Change Our heads filled with knowledge, from the past things we've learnt But Venky, Debbie and Suran Unpacked our brain, so we can start again As each invested in the bank We established a premise, there is no rank We pooled together all information By working together, in collaboration
COOPERATIVE BANK OF KNOWLEDGE
Each day became a learning experience Of knowledge, attitude, and skills building At the end of each day, we were tired for sure But came back next day, still asking for more But we are full of knowledge Ready to share back home With our organization Be ready, we are coming Ready to use the skills and tools To change for the better Life cannot be the same again We have been longing for this!
DIFFERENT TYPE OF ORGANIZATION
Members of CBK:
Zala Ahmad (Afghanistan), Valdrina Molly Adamay Jackson (Antigua and Babuda), Antony Biswas (Bangladesh), Watson (Botswana) Proshanto Chiran (Bangladesh), Debbie Castle (Canada), Sally Gerges (Egypt), Azeb Kelemework Bihon (Ethiopia), Balakrishna Venkatesh (India), Bapu Santhosh (India), Mary Brigitha (India), Fahmyddin A’raaf Tauhid (Indonesia), Iftitah Jafar (Indonesia), Lilik Hamidah (Indonesia), Nadyah Haruna (Indonesia), Wahidah Zein Br Siregar (Indonesia), Abdul Chalik (Indonesia), Magdaline Wambui Kariuki (Kenya), Tunde B. Johnson Spencer (Liberia), Elizabeth Ifeyinwa Obi (Nigeria), Suran Maharjan (Nepal), Muhammad Fayaz (Pakistan), Mirajuddin (Pakistan), Nadine EstephenGeorge (St. Lucia)
The Cooperative Bank of Knowledge was established on October 15, 2012 by 23 members from 15 countries. The members enrich the organization with their various academic backgrounds, 313 years of work experience, talents, skills, culture and perspectives.
Group/ Collective Learning
JOINT PLANNING COORDINATED ACTION APPLYING
GENERATING KNOWLEDGE SHARED MEANING
REFLECTING PUBLIC REFLECTION
CBK Respect and Love EXPERIENCE
Listening and Understanding Equality, Equity, and Unity Accountability and Transparency Trust and Responsiveness
VISION CRITERIA FOR SUCCESS : To be the leading source of knowledge and empowerment towards significant change for a better world
OBJECTIVES • To create a learning environment; • To establish a culture of using standardized knowledge management system; • To establish a trustful and accountable partnership with stakeholders and community through generation and dissemination of knowledge and experience;
2. 3. 4.
Ensure high level of participation and commitment through provision of equal opportunities for all A Strategic Plan with clear objectives and action plans Continuous capacity building of all members A well-established planning, monitoring and evaluation system
Definition of Five Principles of Learning Organization and their practice in CBK 2012 : 1. Personal Mastery: the ability of individual “to learn and to adapt to change”. 2. Mental Models: “deeply ingrained assumptions, generalizations or even pictures and images that influence how we understand the world and how we take action”. 3. Shared Vision: the capacity to hold and share the picture of the future we seek to create” 4. Team Learning: “the process of aligning and developing the capacities of a team to create the results its members truly desire”. 5. Systems thinking: “integrating a coherent body of theory and practice”. Adopted from Peter Senge in Bruce Briton (2002)