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