What is Team Academy? “If you really want to see the future of management education, you should see Team Academy.” Peter Senge

The Learning Pyramid Attributed to National Learning Laboratories, USA

A way of learning A Team Academy is a learning community underpinned by the belief that when real world actions go hand-in-hand with the acquisition of theoretical knowledge then learning is more likely to stick. Entrepreneurship is viewed as a process of growing a set of behavioural competencies and personal capacities as well as acquiring a body of knowledge, which together enable learners to develop the necessary skills for creating their own futures.

Spheres of entrepreneurial learning Hard Skills Behavioural Competences Personal Capacities

Three Principles of Learning 1.Individuals build their own knowledge (constructivism) 2.Knowledge is time-bound (”Just-in-time – knowledge”) 3.Knowledge is social – communities and co- operation Hakkarainen & others: Tutkiva oppiminen (no English translation available)

Learning and entrepreneurship Slow Relational Socially constructed Emotional as well as intellectual

Educational philosophy Not...But... StudentsTeam entrepreneurs ClassroomsAn open plan office TeachingLearning TeachersCoaches SimulationsReal business ControlPersonal responsibility RegulationShared values “We get the information when we need it which means we learn better and remember” (Level 3 student, Tiimiakatemia, Jyvaskyla)

Phases of Knowledge Creation Dialogue Learning by Doing Tacit knowledge Explicit knowledge Interaction and conversations with others, brainstorming, intensive thinking, self-reflection Action, implementation, doing Trasferrable knowledge, analysis, plan, list, picture, model, book, knowledge base, manual “Silent knowledge”, intuitive knowledge, practical knowledge, hard-to-describe -knowledge Window 1 Talking, “throwing ideas”, “talking during breaks, formal dialogue sessions Window 1 Talking, “throwing ideas”, “talking during breaks, formal dialogue sessions Window 2 Crystalising ideas, enumerating key points, finding leverage points Window 2 Crystalising ideas, enumerating key points, finding leverage points Window 3 Making specific plans and prototypes, creating models, finding relevant ideas and theories from books Window 3 Making specific plans and prototypes, creating models, finding relevant ideas and theories from books Window 4 Testing ideas in practice, using plans to generate action Window 4 Testing ideas in practice, using plans to generate action Socialising Interaction Externalising Crystalising ideas Internalising Action and testing ideas Combining Creating a model or a theory Nonaka & Takeuchi: The Knowledge-Creating Company

Learning by doing Students are placed into groups of 10 – 18 team entrepreneurs using profiling tools such as Belbin and the Learning Styles inventory. Their core task is to form and trade a limited company for three years. The knowledge, skills and competencies required of a company are learned and assessed through this vehicle.

The ATP (Applying Theory to Practice) model Pre-Motorola Report Book of Books and developing an appropriate reading programme Project Plan Pre-launch Project work Support of the team coach Cross-fertilisation Motorola Report Birth-Giving Project report Implementation Post implementation Reflection Paper

The importance of dialogue Through weekly dialogue sessions the team entrepreneurs learn from experience the skills of listening, questioning, building on ideas, supporting, challenging and tolerating ambiguity and chaos. From the creative processes generated in these sessions come the ideas that will be turned into products and seervices.

Dialogue Isaacs: Dialogue - The Art Of Thinking Together; adapted Voicing Listening Respecting Suspending Expressing oneself and one’s feelings genuinely. Suspending oneself from making conclusions, judgements or opinions. Acknowledging other’s position and the impossibility of understanding it totally. No resistance or forcing

Theory 1.Book of Books – books on learning, entrepreneurship, leadership, marketing, innovation, teams, coaching and personal development 2.Book Points – 120 in three years or between 60 and 80 points based on the degree of difficulty of the book 3.Reading Plan 4.Book essays – not reviews in isolation but critical evaluations relating the book to the student experience

Developing the team company Each team starts out by creating its vision, mission and values – called Leading Thoughts – and by getting to know the strengths and potential contributions of each member. The team must decide if it will have a leader and if so how the leader will be chosen, how to manage money, allocate responsibilities and make each individual accountable for their own performance. Products and services are developed in response to customer intelligence, so customer contact comes early in the process.

The Team Entrepreneur’s week 2 x 4-hour dialogue sessions facilitated by the team coach Team roles eg team leader, finance manager, sales manager 3-4 revenue-generating projects Customer visits Reading, writing critically about the books they have read and sharing their reviews with fellow team members Reflective papers on the entrepreneurial journey

Assessment Team companies keep planners to show where all team members are with their different targets Targets are a mix of individual, team and company targets, both quantitative and qualitative. Supporting each other to reach individual targets is core to the model Formal assessment for degree grade is based on an e-portfolio containing reflection papers, book essays, group presentations, learning contracts, pre and post-motorolas and other appropriate documents