Creating a transformative culture of learning

Director of Learning + Development, lynda.com Senior Learning Consultant, LinkedIn... Britt AndreattaLeadership consultant since 1989 PhD in Education, Leadership + Organizations Profess

Creating a Transformative Culture of Learning

Britt Andreatta, Ph.D.

Director of Learning + Development, lynda.com Senior Learning Consultant, LinkedIn

Britt Andreatta

Leadership consultant since 1989

PhD in Education, Leadership + Organizations

Professor and Dean at UC Santa Barbara

and Antioch University, teaching leadership

and success skills

lynda.com Member > Author > Director of Learning + Development

A Robust Online Training Library

Your Learning Culture

You already have one

Humans are wired to learn

Learning is happening every day – are you tending

it?

Necessary for survival

Brain science research

Central + peripheral

nervous systems

Wired for Learning

Amygdala

Basal ganglia

The Big 3

The “data drive”

Moves learning into memory

Unites left and right

hemispheres

Hippocampus

Launches “fight or flight”

response

When aroused, activates the

hippocampus

Amygdala

Where habits live

Routinized behaviors become

“second nature”

Basal Ganglia

Learn Remember Do

Three-phase Model

The Neuroscience of Learning

What Are They Learning?

Position (job skills)

Policies (and procedures)

People (relationships)

Power (influence)

They Are Also Learning…

If leaders are trustworthy

If risk taking is rewarded

If harassment is tolerated

The real culture and

values that drive the

organization every day.

Questions to Consider

Who controls the learning?

Do your learning events match with their

experience/reality?

How are you building value and trust with each

learning experience?

Transformative Learning

The expansion of consciousness through the

transformation of worldview and capacities of

the self

Changing how we see and

do things.

Transformative Learning

3 dimensions:

1 Psychological (change in understanding)

2 Behavioral (change in actions)

3 Convictional (revision of belief system)

Experience

The capacity to become

or develop into something in the future

Unrealized ability.

Potential

Transformation @ Work

“Think of employment as an alliance:

a mutually beneficial relationship.”

Managers should ask, “How will the organization be

transformed by this employee?” And also, “How will this

employee’s career be transformed by working here?”

Transformative Learning Culture

People are encouraged to grow and develop

Learning is valued and promoted

Every level has vibrant learning opportunities

Good teachers are identified and cultivated

Change and innovation are embraced

Learning is designed to be transformative

Benefits of Transformative Learning

Continuous Improvement

Growth mindset

Dr Carol Dweck

5.00 7.00 9.00 11.00

Growth Mindset

leads to a desire to learn, so tends to:

Believe that skills can always improve with hard work

See effort as a path to mastery and therefore essential

Embrace challenges and see them as opportunity to grow

See feedback as useful for learning and improving

Views setbacks as a wake-up call to work harder next time

Find lessons and inspiration in the success of others

As a result, they reach ever-higher levels of potential and

Fixed Mindset

leads to a desire to look good, so tends to:

Believe that most skills are based on traits that are fixed and cannot

change

See effort as unnecessary; something to do when you’re not good

enough

Avoid challenges because could reveal lack

of skill; tends to give up easily

See feedback as personally threatening to sense of self and gets

defensive

View setbacks as discouraging; tends to blame others

Feel threatened by the success of others;

may undermine others in effort to look good

As a result, they may plateau early and achieve less than their

How much people are emotionally connected and

committed to their organizations, and their

willingness to go above and beyond the

expectations of their jobs

In the US Around the World

% of US Workers

Engaged 30%

Not engaged 52%

Actively disengaged 18%

The Power of Engagement

A disengaged employee costs an organization approximately $3,400 for every $10,000

of salary (Gallup).

Engaged employees are 127% more likely to be

A performers than C performers (McLean & Company).

Highly engaged organizations have the potential to decrease employee turnover by 87%

Retaining Top Talent

Cost to replace an employee is

50% to 250% of annual salary+benefits!

SHRM’s “Cost of Turnover” Worksheet

Create the Culture

Cultivate potential

Value learning

Reward growth

Cultivate Potential

Potential + Support

= Performance

Opportunities to Learn + Grow

Offer vibrant and accessible learning events for every level of employee

Encourage risk taking and failure

On Demand Solutions

Learning is retained most (“sticky”) when we can

find

our own answers

Allow people time to reflect (insight>convictional

change)

Blended learning works

“with” the brain’s wiring

Flip Your Classroom

Coaching to Peak Performance

Clear expectations

Skills coaching +

clarity coaching

Appreciative Inquiry

Appreciative Inquiry

What happens in your body…

Activate the success regions of the brain

Ask about:

peak performances, best experiences, sources

of pride

Value Learning

Make it abundant

and accessible

Role model it at every level

Make it safe to take

risks and fail

Reward Growth

Moving the needle matters

Recognize learning hunger and commitment

Reward improvement

9-Box

Dilemma Solid performer Emerging star

Under performer Effective

9-Box

Dilemma Solid performer Emerging star

Under performer Effective

5.00 7.00 9.00 11.00

Learn more at lynda.com

10,000+ hours of learning!

Instructional Design Essentials Series:

❯ The Neuroscience of Learning with Britt Andreatta

❯ Models of Instructional Design with Shea Hanson

❯ Needs Analysis with Jeff Toister

Free webinars: www.lynda.com/webinars

Questions + Answers

BrittAndreatta.com lynda.com