What Do We Need To Learn To Lead Innovators?

Leading for Innovation – 2.5.2 Objectives of Day 2 Identify and discuss the domains of learning Describe and discuss the concepts of learning organizations Explain the concepts of leadership and leader Discuss the concept of “creative tension” Explain the leaders’ new roles Leading for Innovation – 2.5.2

Objectives of Day 2 (cont’d) Discuss leader’s skills in the learning organizations Discuss the principles of building interdisciplinary teams Analyze the issues related to working in a interdisciplinary team approach: advantages and disadvantages Identify characteristics of high-performance teams Discuss the importance of negotiation and conflict resolution skills to be effective in working together in a interdisciplinary team Leading for Innovation – 2.5.3

Leading for Innovation – 2.5.4 Schedule of Day Two 08:30 – 09:00 Opening of the Day’s Activities 09:00 – 10:30 Session 5. What Do We Need To Learn To Lead Innovators? 10:45 – 11:30 Session 5. (Continued) 11:30 – 13:00 Session 6. Leaders in the Learning Organization 14:00 – 14:45 Session 6. (Continued) 14:45 – 15:30 Session 7. Interdisciplinary Team Building: Group Cycly and Conflict Resolution 15:45 – 17:15 Session 7. (Continued) 17:15 – 17:30 Feedback on the Day’s Activities and PAPA Tea/Coffee Break Lunch Tea/Coffee Break Leading for Innovation – 2.5.4

Leading for Innovation – 2.5.5 Objective of Session 5 Identify and discuss the learning domains Leading for Innovation – 2.5.5

Leading for Innovation – 2.5.6 Domains of Learning (Human Beings) Cognitive 3 domains of learning Affective Psychomotor Leading for Innovation – 2.5.6

Leading for Innovation – 2.5.7 Cognitive Domain Knowledge Understanding Intellectual outcomes Thinking Analysis Leading for Innovation – 2.5.7

Leading for Innovation – 2.5.8 Affective Domain Appreciation Interest Feelings and emotions Interaction Motivation Attitudes Leading for Innovation – 2.5.8

Operation of equipment Psychomotor Domain Operation of equipment Use of computers Manipulative abilities Design Drive a car Play an instrument Leading for Innovation – 2.5.9

Leading for Innovation – 2.5.10 Cognitive Domain Knowledge How to do things We get knowledge from: books library professor/teacher consultant university/college Leading for Innovation – 2.5.10

Leading for Innovation – 2.5.11 Affective Domain Feelings and emotions Attitudes Behavior We develop attitudes in accordance with the environment family religion community societe Perceptive learning Leading for Innovation – 2.5.11

Leading for Innovation – 2.5.12 Psychomotor Domain Manipulative abilities We develop these abilities by systematic practice Leading for Innovation – 2.5.12

Maslow’s Hierarchy of Individual Needs Self- actualisation Ego Social Security Physiological needs Leading for Innovation – 2.5.13

Leading for Innovation – 2.5.14 Knowledge Retained information concerning facts, concepts, and relationships Knowledge: function of feedback how to obtain it Leading for Innovation – 2.5.14

Leading for Innovation – 2.5.15 Attitudes Consist of feelings or statements for or against certain issues Reflect the predisposition of individuals to view their jobs, other people and work in a certain way Are reflected in people’s behavior Examples: responsiveness flexibility self-confidence Leading for Innovation – 2.5.15

Leading for Innovation – 2.5.16 Skills Abilities to: do things effectively apply knowledge and personal aptitude and attitude in work situations Examples: giving and receiving feedback listening skills Leading for Innovation – 2.5.16

Effective Behavior for Managers – Leaders Cognitive Affective Leading for Innovation – 2.5.17

Leading for Innovation – 2.5.18 Managers Believe in and Stress versus Leaders Promote Leading for Innovation – 2.5.18

Leading for Innovation – 2.5.19 Affective Domain — Leaders’ Attributes l Appreciation l Team spirit Inspire others l Interest l Motivation l Motivate others l Set example l Interaction l Acceptance by others l Attitudes l Leading for Innovation – 2.5.19

Self-knowledge is essential Being Smart is Not Enough Self-knowledge is essential This includes values, emotions, energy levels, physical capacities, as well as intellect Richard A. Eastburn Leading for Innovation – 2.5.20