Here at CQ Net, we support managers and professionals to develop their employees, teams and organizations with evidence-based practices to the next performance level. This approach is based on the assumption that learning and development (L&D) is a key leadership responsibility. This is in contrast to the mainstream understanding of L&D which is mainly seen as a responsibility of the human resource (HR) department or external organizational development consultants. Taking this into consideration the question arises how managers and professionals can get into the driver seat when it comes to L&D. We collected a set of interventions that will help you to strengthen your and your organization’s L&D competencies.
You live and learn. This applies to everyday life and in particular to your own job. Intragroup trainings are increasingly demanded in times of dynamic change. In our society, performance and competitiveness are defined through knowledge to a high degree. Those who provide flexible and efficient opportunities to their employees will have a clear advantage. As a result, hundreds of millions of Euros are invested in training activities every year. However, only a small percentage of the training content is reaches the trainees despite this tremendous investment. Studies show again and again that merely 15-20 percent of the content of traditional training programs such as lectures, video training, and group work lead to sustainable changes. This means a wasted investment for the company and a waste of time for the trainee.
Exchanging knowledge is a great way to learn from and with other people, generate innovative ideas and solve complex problems. In addition, we all bring a vast amount of knowledge and experience with us that can add tremendous value to each and every member of a team or group that participates in knowledge exchange sessions. However, the benefit of structured knowledge exchange sessions goes far beyond that. We are all human beings and thus it is also a great deal of fun meeting other people, sharing knowledge and enjoying the time while learning from each other.
The availability of technology, scientific progress and economic development are the key drivers from the 20 century industrial towards the 21st century knowledge society. We can already experience the consequences of this transitions in many areas of our life. One of those areas which will dramatically gain relevance in the future is individual and organisational learning. We at CQ Net even thing that learning understood as a process (Hager 2004) will be the very foundation of growth and progress in the future. Putting ourselves into the shoes of a knowledge worker, we will explore the shortcomings of the current way of learning and outline a scenario for a 21st century learning approach.
Lean and Agile approaches are currently on everyone's lips. While Lean is still often associated with production optimization and the automotive industry, Agile appears to be closely linked to software development and IT. This understanding has, however, changed since Lean and Agile are successfully applied in areas such as Lean start-up, marketing and project management. In this blog, we would like to introduce you to both approaches and present a new learning model based on Lean and Agile or "Leagile Learning", which can be implemented quickly and efficiently.
We’ve all had positive moments in our lives that you just won’t forget. It doesn’t matter if those moments were part of personal life or professional life, occurred during studies or other forms of education: Situations that are associated with fun, inspiration, hope, interest, admiration, and pride are etched into our memory and can be recalled in great detail and with great emotional depth many years later. This is in strong contrast to a large number of lectures, meetings, trainings, etc. whose content we are only able to memorize after multiple repetitions and great effort, for a short period at most.
Lernen ist der Motor für Weiterentwicklung. Dies gilt auf einer individuellen Ebene in gleicher Weise wie für Unternehmen und andere Organisationen. Auf den Punkte gebracht ist die Grundvoraussetzung für eine „lernende Organisation“ individuelles Lernen, d.h. der Wissensaufbau jedes einzelnen Mitarbeiters. Unternehmerischer Erfolg ist damit unmittelbar mit der Weiterentwicklung jedes einzelnen Mitarbeiters verbunden.