1. What Do We Need To Learn To Lead Innovators?

2. Leading for Innovation – 2.5.2
Objectives of Day 2
Identify and discuss the domains of learning
Describe and discuss the concepts of learning organizations
Explain the concepts of leadership and leader
Discuss the concept of “creative tension”
Explain the leaders’ new roles
Leading for Innovation – 2.5.2

3. Objectives of Day 2 (cont’d)
Discuss leader’s skills in the learning organizations
Discuss the principles of building interdisciplinary teams
Analyze the issues related to working in a interdisciplinary team approach: advantages and disadvantages
Identify characteristics of high-performance teams
Discuss the importance of negotiation and conflict resolution skills to be effective in working together in a interdisciplinary team
Leading for Innovation – 2.5.3

4. Leading for Innovation – 2.5.4
Schedule of Day Two
08:30 – 09:00 Opening of the Day’s Activities
09:00 – 10:30 Session 5. What Do We Need To Learn To Lead Innovators?
10:45 – 11:30 Session 5. (Continued)
11:30 – 13:00 Session 6. Leaders in the Learning Organization
14:00 – 14:45 Session 6. (Continued)
14:45 – 15:30 Session 7. Interdisciplinary Team Building: Group Cycly and Conflict Resolution
15:45 – 17:15 Session 7. (Continued)
17:15 – 17:30 Feedback on the Day’s Activities and PAPA
Tea/Coffee Break
Lunch
Tea/Coffee Break
Leading for Innovation – 2.5.4

5. Leading for Innovation – 2.5.5
Objective of Session 5
Identify and discuss the learning domains
Leading for Innovation – 2.5.5

6. Leading for Innovation – 2.5.6
Domains of Learning
(Human Beings)
Cognitive
3 domains of learning
Affective
Psychomotor
Leading for Innovation – 2.5.6

7. Leading for Innovation – 2.5.7
Cognitive Domain
Knowledge
Understanding
Intellectual
outcomes
Thinking
Analysis
Leading for Innovation – 2.5.7

8. Leading for Innovation – 2.5.8
Affective Domain
Appreciation
Interest
Feelings and
emotions
Interaction
Motivation
Attitudes
Leading for Innovation – 2.5.8

9. Operation of equipment
Psychomotor Domain
Operation of equipment
Use of computers
Manipulative
abilities
Design
Drive a car
Play an instrument
Leading for Innovation – 2.5.9

10. Leading for Innovation – 2.5.10
Cognitive Domain
Knowledge
How to do things
We get knowledge from:
books
library
professor/teacher
consultant
university/college
Leading for Innovation –

11. Leading for Innovation – 2.5.11
Affective Domain
Feelings and emotions
Attitudes
Behavior
We develop attitudes in accordance with the environment
family
religion
community
societe
Perceptive learning
Leading for Innovation –

12. Leading for Innovation – 2.5.12
Psychomotor Domain
Manipulative abilities
We develop these abilities by systematic practice
Leading for Innovation –

13. Maslow’s Hierarchy of Individual Needs
Self- actualisation
Ego
Social
Security
Physiological needs
Leading for Innovation –

14. Leading for Innovation – 2.5.14
Knowledge
Retained information concerning facts, concepts,
and relationships
Knowledge:
function of feedback
how to obtain it
Leading for Innovation –

15. Leading for Innovation – 2.5.15
Attitudes
Consist of feelings or statements for or against certain issues
Reflect the predisposition of individuals to view their jobs, other people and work in a certain way
Are reflected in people’s behavior
Examples:
responsiveness
flexibility
self-confidence
Leading for Innovation –

16. Leading for Innovation – 2.5.16
Skills
Abilities to:
do things
effectively apply knowledge and personal aptitude and attitude in work situations
Examples:
giving and receiving feedback
listening skills
Leading for Innovation –

17. Effective Behavior for Managers – Leaders
Cognitive
Affective
Leading for Innovation –

18. Leading for Innovation – 2.5.18
Managers Believe in and Stress versus Leaders Promote
Leading for Innovation –

19. Leading for Innovation – 2.5.19
Affective Domain — Leaders’ Attributes l
Appreciation l
Team spirit
Inspire others l
Interest l
Motivation l
Motivate others l
Set example l
Interaction l
Acceptance by others l
Attitudes l
Leading for Innovation –

20. Self-knowledge is essential
Being Smart is Not Enough
Self-knowledge is essential
This includes values, emotions, energy levels, physical capacities, as well as intellect
Richard A. Eastburn
Leading for Innovation –