SOL SUPPORT

What do we offer:

Sustainable development of a learning culture

We don't go for a quick fix. Creating a learning culture is a journey of development across the organization, so yes, in the boardroom too. We work from the model of the learning system that was originally developed by Peter Senge. Each of the components of this model matters and we have developed practical working methods, programs and training for each of the components.

Together with you, our client, we look at where the greatest need lies and where the greatest impact can be achieved. We work where the energy is already there. Or just where all the energy has leaked out. You don't scare us with neglected teams, hassle or tension. For us, that is precisely information that we can work with. Negative emotions show great involvement, so we like to work with that. 

Formal and informal learning

The "Learning Culture" Canvas*

In a Learning Culture, working and learning are one. Learning is an integral part of the job and this leads to many benefits (see Learning Culture). The big challenge lies in starting the process towards a learning culture. This can be done in various ways. At SOL we have a tool for this, developed for HR / L&D professionals. That is the Canvas model above*.

Step 1: Individual

This Canvas Model assumes that the development towards Learning Culture always starts with one person, usually an HR/L&D professional. We support this professional with two tools to arrive at a vision on (a) why a learning culture is important for your own organization, (b) how this learning culture can be developed and (c) what concrete results a learning culture can achieve. can lead to such a learning culture.

• Community of Practice: SOL membership gives access to our monthly meetings aimed at learning from, with and through each other. Here you can play with concrete (own) cases with (HR) colleagues from other organizations / practitioners and you will receive substantive information from SOL specialists.
• MOOC: How do we create meaningful learning and working environments in which participants acquire 'on the job' skills that allow them to participate sustainably in new (work) situations, in order to solve challenging issues in a continuously changing society? This question was central to the Massive Open Online Course from the Society for Organizational Learning (SOL Global). All our knowledge, skills and practical examples are housed in this MOOC.

Step 2: Team 

The next step in developing a learning culture within the organization is expanding the team. The division of the team obviously depends on the organization. But we encourage the broadest possible participation (representation from as many layers / departments / specialisms as possible). This team of 10 to 20 professionals will work on two activities:

• Experiment: With help from 3x3x3 tool the team is split into threes who work together for three months on three (learning) objectives. Every week there is a short reflection together. There is coordination with internal or external supervisors every month. These practical teams make it clear how you can achieve a more learning culture in your own work.
• Joint vision: With the team as a whole, a shared vision is created on the why, how and what of a learning culture within your own organization.

Step 3: Organization

The third step in the development towards a learning culture is from team to organization. At SOL we have the following tools for this:

• learnathon: A Learnathon is an (annual) meeting with our own staff aimed at Performance and Learning at the same time.
• With the help of a Learnathon*, employees are personally involved in their own development and that of the organization. Ideas for better performance and learning are introduced, discussed and developed by the participants themselves.
• Development programs:
  • Individual / Personal Mastery: Employees will perform better if they grow as a person. They know better and better what their qualities are and are using them more and more consciously. They gain more self-confidence, which benefits their input and contribution. But the most important thing is that employees become happier in their work. This leads to involvement and greater attractiveness as an organization.
  • Team / Team learning: The greatest value creation for the organization takes place in teams. Team learning is therefore the lever to achieve a learning organization.
  • Organization / Learning Leadership (in development at SOL) / with the focus on creating a trusted learning and working environment in which all parties involved feel heard and seen.

* Most people know the Business Model Canvas. This is a tool to identify the most important aspects of setting up a new business. With a "logical order" in its development.

This "Learning Culture" Canvas has the same ambition. This is based on the logic that a new concept always starts with one person, after which, if successful, the ideas are broadened in a team, after which, if proven successful, the ideas are presented organization-wide. But just like the Business Model Canvas, the final result from each application of the Learning Culture Canvas is different! So it is not a 'one size fits all' methodology!