1. Promoting and assessing value creation: a framework TAlearn community meeting Jakarta, March 14, 2014

2. Capturing the value creation of social learning is strategic, but subtle. To be both rigorous and helpful our framework is held to five disciplines: Relevance - recognizing different kinds of value to members and multiple stakeholders Attribution - creating plausible causal links between outcomes and activities Mixed methods - integrating quantitative and qualitative sources of data Ease of use – commonsense, hence usable by community members as well as professional evaluators Learning orientation – not be purely evaluative, but a learning tool for members and stakeholders Toward a discipline of value creation

3. Conditions Aspirations Conditions Aspirations Conditions Aspirations Conditions Reframing loops Improving loops Immediate valuePotential valueApplied valueRealized value Strategic value Enabling value AspirationsConditions AspirationsConditions Useful case clinic Exciting project Good meeting Challenging inquiry Promising advice Document Relationship Insight Advice does not apply New practice Collaboration Different approach Customer satisfaction Improved performance or outcome Personal success Failure Social learning team HR recognition Vision Sponsorship Transformative value Learning activities Value-creation cycles Technology Strategic conversations Good leadership Crossing boundaries Boundary Aspirations Conditions Criteria Institution Identity Practice Landscape orientation Alignment

4. Value-creation stories: template What got you involved? What was the CoP-related activity? What was your experience of engaging with the CoP this way? What did you get out of it?How did you apply it? Did it transform your view? Did you feed this back into the CoP? Were there specific enablers that you think made this story possible?Was there a significant connection to strategy? Start here What was the result?

5. Conditions Aspirations Conditions Aspirations Conditions Aspirations Conditions Reframing loops Improvement loops Immediate valuePotential valueApplied valueRealized value Strategic value Enabling value AspirationsConditions AspirationsConditions Useful case clinic Exciting project Good meeting Challenging inquiry Promising advice Document Relationship Insight Advice does not apply New practice Collaboration Different approach Customer satisfaction Improved performance or outcome Personal success Failure Social learning team HR recognition Vision Sponsorship Transformative value Learning activities Value-creation cycles Technology Strategic conversations Good leadership Crossing boundaries Boundary Aspirations Conditions Criteria Institution Identity Practice Landscape orientation Alignment Retrospective narratives Applications of the framework Aspirational narratives Feedback narratives Aspirational narratives Feedback narratives Retrospective narratives

6. Conditions Aspirations Conditions Aspirations Conditions Aspirations Conditions Reframing loops Improving loops Immediate valuePotential valueApplied valueRealized value Strategic value Enabling value AspirationsConditions AspirationsConditions Useful case clinic Exciting project Good meeting Challenging inquiry Promising advice Document Relationship Insight Advice does not apply New practice Collaboration Different approach Customer satisfaction Improved performance or outcome Personal success Failure Social learning team HR recognition Vision Sponsorship Transformative value Learning activities Value-creation cycles Technology Strategic conversations Good leadership Crossing boundaries Boundary Aspirations Conditions Criteria Institution Identity Practice Landscape orientation Alignment Learning how to learn

7. Thank you! Etienne and Beverly Wenger-Trayner Email: be@wenger-trayner.com Website: http://wenger-trayner.com Workshops: http://wenger-trayner.com/BEtreat/