Developing a Learning Organisation Hans Selberg NTNU Library Norwegian University of Science and Technology

NTNU Library - Merger of 3 libraries in 1996: University Library of Trondheim. Originated as Library of the Royal Norwegian Society of Science and Letters, est.1760 Technical University Library of Norway. Library of the Norwegian Institute of Technology, est.1910 Medical Library Library of the Regional- and University Hospital in Trondheim

NTNU Library Section for Technology and Architecture Section for Humanities and Social Sciences Gunnerus Library Natural Science Library Medical Library

The Goal of a Learning Organisation Creating a learning environment: An increased ablity to learn Increasing efficiency Increasing flexibility Increasing the ability to change

A Stimulating Work-Environment A general climate of co-operation Mutual respect and trust regardless of formal positions Open channels of communication. No ”secrets” or hidden agendas Different skills and opinions being considered a bonus

Development of everyone’s ability to create Minimising fear and uncertainty about the work-situation and the future Encouraging experimental attitudes Lots of humour and positive awareness

Staff-members must Know which way we are heading See and experience a full understanding of what we are doing and why Dare to challenge the present Feel good about themselves, their work and their colleagues

Participate in inspiring team-work Be able to influence their own work-situation Experience that their own values match those of the organisation

Professional Training Course Spring 2002 Session 1: Organisational and management philosophy –Leadership in a changing world (2 days) Session 2: Communication skills, coaching (3 days) Session 3: Team-building, -development Methods and tools (3 days) Session 4: Presentation skills (2 days)

Staff Seminars Autumn 2002 and autumn 2003: Establishing a set of common values Learning and practising communication skills Learning and using practical methods and tools of problem solving

Common Organisational Problems Unclear/missing goals, strategies, basic values et cetera No common understanding of what practical leadership is all about Unclear roles, expectations, responsibilities and areas of authority Not enough delegation of authority

Non-existing or bad routines in important areas Too much focus on targets and results Too little focus on the processes needed to reach them Lack of competence (in leadership and staff alike)

Lack of information Ineffective meetings Less than optimal company organisation Too little co-operation across functional and organisational boundaries

General Attitude We are all valuable staff-members, and we respect each other We are all able to make positive contributions Team-working sparks intelligent creativity Show a positive attitude to all Support and encourage one another

Meet well prepared at meetings, and participate actively Communicate opinions and feelings freely and openly Stick to the point Develop your knowledge and skills Solve conflicts in an open manner Have a good time together

Communication Skills Matching the other person Learn how to listen Active listening Real understanding Express your views Present a clear message

Roles for an Efficient Meeting Leader/co-ordinator Secretary Time-keeper Relevancy-checker Encourage participation Summing up Devils advocate

Methods/Tools Open discussion The round table Individual-group-plenary Situation-target-action Force field analysis Brainstorming Flow-chart analysis

Experiences Initial reluctance We don’t have time for this. I have a job to do Another fancy leadership theory! Who did they visit this time? I’ve been doing this for thirty years – I know how it is best done We don’t do things like that in these parts..

Large degree of acceptance by those taking part in the seminars, despite initial reluctance Cool attitude amongst people not taking part in seminars Old habits are hard to change New habits are hard to establish Initial difficulties in choosing the right tools/principles to use on each problem

Status Today Basic values and principles in place Better awareness of the way we treat each other Better communication skills. We have learned how to listen Meetings are more structured Wider acceptance of change

Some staff members are very enthusiastic about the learning organisation Some are a bit lukewarm. Results have not matched expectations A small group is still quite cold about the whole idea

Future Plans and Thoughts Yearly staff seminars New methods and attitudes - an automatic reflex Accepting new and controversial ideas No trench warfare