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

2. 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

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

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

5. 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

6.  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

7. 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

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

9. 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)

10. 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

11. 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

12.  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)

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

14. 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

15.  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

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

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

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

19. 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..

20.  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

21. 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

22.  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

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