AGENDA
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DRESS:
Business Casual.
BREAKS/TIMING:
Breaks will be scheduled ad hoc. Timing and sequence of agenda items
is approximate and subject to change.
BREAKFAST:
Breakfast is available at the hotel, or in the Agilent cafeteria
close to our meeting room.
WEDNESDAY,
OCTOBER 13th
| 7:00 |
Informal
Dutch Treat Dinner in or near the Crowne Plaza Hotel in Palo
Alto. (If you arrive late, ask at the front desk where we have
gone.) |
THURSDAY,
OCTOBER 14th
| 8:30 |
Stan
Malcolm: Welcome new members and general introductions.
Capture additional Roundtable topics.
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| 9:15 |
Pat
Ross and Elad Levinson (Director of Management & Employee
Development): Welcome to Agilent Technologies |
| 9:45 |
Malcolm
Roberts, BMO Financial Group: BMO Approach to Learning Infrastructure
- their project to define and document learning processes.
Plus updates on other BMO initiatives, climate, etc.
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| 10:45 |
Roundtable
Discussions: Topics from the list below or generated at the
start of the meeting. |
| 12:00 |
LUNCH |
| 1:00 |
Harry
Wittenberg, Genentech: Models for Building a Learning Infrastructure.
I will define the elements of a learning infrastructure, at
the core of which are three components: Technology (platforms
such as WIN/Mac/LINUX, core technologies, web services, and
applications services); Services (information architecture,
instructional design, media services, and QA/usability); and
People (instructional designers, media producers, graphic artists,
programmers, and project managers). Then I'll work through models
for documenting the elements of a learning infrastructure and
selecting media based on learning objectives. Finally, I will
describe how to incorporate the models into a larger strategic
plan. |
| 2:00 |
Roundtable
Discussions: Topics from the list below or generated at the
start of the meeting.
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| 3:00 |
Judy
Allen, Agilent: Executive Onboarding. We recognize the critical
impact and associated risks of assimilating new executives.
Judy will describe our best practices for executive onboarding
at Agilent. |
| 4:00 |
Roundtable
Discussions: Topics from the list below or generated at the
start of the meeting. |
| 5:00 |
Meeting
adjourns for the day. |
| 6:30 |
Dinner
at Cafe Riacci, an Italian bistro with outdoor seating within
walking distance of Agilent headquarters. (Cafe Riacci: 206
Sheridan Avenue, Palo Alto, CA 650-328-0407) |
FRIDAY,
OCTOBER 15th
| 8:30 |
Roundtable
Discussions: Topics from the list below or generated at the
start of the meeting. |
| 9:00 |
Jane
Stallman:
Designing Meetings and Facilitations for Change: Image
Shift in Theory and Practice
For
over 40 years the Institute of Cultural Affairs has worked
to transform organizations and communities all over the world
through the use of participatory methods that give people
a voice in the decisions that impact their lives. One key
to the effectiveness of the methods is that they embody a
theory of change called Image Shift.
Jane
Stallman will give us an overview of the ICA’s Technology
of Participation© methods and the bias’s they reflect. She’ll
demonstrate two of the methods in an application exercise
that will quickly and powerfully give feedback on your own
group's effectiveness. Jane will then show us how she designed
the exercise using ICA’s design process, Kaleidoscope Design©,
a process which embodies the 5 stages of Image Shift initially
developed by Dr. Ken Boulding, the University of Colorado
School of Education in the 1960’s. Come and experience a different
way to approach meeting design and the full engagement of
those who are participating in them.
About
Jane Stallman: Jane Stallman, M.B.A. from The Drucker Center,
Claremont Graduate School, is President of Stallman Communications
and a Senior Partner in The Center for Strategic Facilitation.
Jane has over 25 years experience in designing and facilitating
complex meetings which support strategic objectives and enable
effective organizational and community change.
Jane
helps teams and organizations clarify their direction and
develop implementable strategic action plans. At Lockheed’s
SkunkWorks© Jane managed all of the leadership and organizational
development functions including executive education, succession
planning, advanced technology training, leadership and professional
development, continuous improvement program support and organization
consulting. She has taught business and human resource management
classes at De Anza Community College and organization behavior
and management courses at the University of Phoenix. Jane
is a mentor trainer in Group Facilitation Methods and Participatory
Strategic Planning for the Institute of Cultural Affairs.
Jane's
clients include both private and public sector organizations
– government agencies, school districts, communications companies,
financial institutions and non-profits. Jane is a member of
The Bay Area Organization Development Network, The Bay Area
Facilitators Guild and the Institute for Cultural Affairs.
She has served as a commissioner of the Family and Youth Task
Force and the Housing and Human Services Commission for the
City of Sunnyvale and is currently Secretary of the Board
for the Institute of Cultural Affairs USA. Jane has a second
Masters in Urban Studies with a focus in Program Planning
from Occidental College. She was a CORO Foundation Fellow
in Los Angeles.
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| 12:00 |
Meeting
adjourns. Optional "Dutch" lunch in the Agilent cafeteria,
on-site, at the headquarters building where our meeting is being
held. |
ROUNDTABLE
DISCUSSION TOPICS
We
use roundtable discussions to cover general company news updates
and topics that haven't made it onto the formal agenda. Often, roundtable
time provides some of the greatest value of our meetings. Among
the informal topics during this meeting's roundtables, we'll discuss:
- Russ
Sharp, BMO Financial Group: Update on BMO Connect Roll-Out. This
is a follow-up from our discussions at last years STEP meeting
in New York. I will provide an update on how we implemented role
based portals and a CRM to 18,000 people in just a few weeks.
This includes how we measured user performance.
- Mike
Dickinson, The SCOOTER Store: Change Management. We are still
an entrepreneurial company that prides itself on making quick
changes. However, this sometimes means that changes are implemented
without all the impact being foreseen or planned for. We understand
the concepts of change management, having worked in more mature
organizations before. What would interest us would be the HOW
of getting sponsors and system developers (IT and business process
systems) to see the benefit of planning the change more thoroughly
and being willing to allow the extra time that requires (for time
and effort savings on the back end).
- Mike
Dickinson, The SCOOTER Store: What
measures are folks using to assess learning's impact (note: not
training)? I'm familiar with Kirkpatrick's levels. Today Masie
suggested indicators of impact such as the number of change-related
corporate meetings we're engaged in, impact on shareholder value,
and the extent to which training's budget is woven into the fabric
of the business units vs. being in their own separate pot.
- Mike
Dickinson, The SCOOTER Store: What systematic way are member's
using to contribute to the corporate knowledge? I'm not speaking
so much in "knowledge management" data bases as helping with the
creation and dissemination of new knowledge that helps the company
prosper.
- Mike
Dickinson, The SCOOTER Store: If anyone is using learning objects,
I would like to know what meta-data or elements they use to describe
them. Reason: I want to begin developing our company's foundational
curriculum and hope to exploit some of the 'reusability' feature
of learning objects.
- Mike
Dickinson, The SCOOTER Store: Can anyone give a concise description
of SCORM? I know what it does, but not so much what it is. Is
there value in complying with it for internal training and, if
so, how do you go about doing so? (Admittedly I could do a bit
more research on my own, too.)
- Mike
Dickinson, The SCOOTER Store: Is anyone using Crucial Conversations
systematically? We are designing our next round of leadership
development and are considering CC as a way to address one of
our weakest leadership competencies: giving candid feedback to
direct reports. CC would of course help in myriad other ways,
too, so it could be an open enrollment course in addition to a
core element of leadership development.
- Mike
Dickinson, The SCOOTER Store: What's
going on in STEP companies with regard to leadership development?
Is it tied into the company's core business and processes, and
if so, how?
- Mike
Dickinson, The SCOOTER Store: How do small training departments
interface with SMEs around the company? I.e., what's the division
of roles and responsibilities? How is it working?
- Mike
Dickinson, The SCOOTER Store: In companies with dedicated BPE
or process teams, how do they interface with training?
- Mike
Dickinson, The SCOOTER Store: Has anyone launched eLearning without
calling it that? How?
- Mike
Dickinson, The SCOOTER Store: Is anyone involved in customer education,
especially such that it's tied into specific business goals such
as reduced # of calls to the service hotline, higher initial customer
satisfaction, etc.?"
- Mike
Dickinson, The SCOOTER Store: How does an organization learn when
it's downsizing? Lots in the literature about spreading knowledge
as it's gained; I'm just now exploring what happens when it goes
out the door.
DIAL-IN
INSTRUCTIONS:
Conference
dial-in and Webex will cover all day Thursday. (Due to the participatory
nature of Jane Stallman's Friday morning workshop, it will not be
possible to offer it via conference call.)
October
14th from 8:30AM - 5:00PM pacific time
Conference Phone: 866-333-2708
Conference ID: 3467519
Webex: Please click the following link to join the meeting:
https://collaborate.webex.com/collaborate/j.php?ED=81742032&UID=20020567
Meeting password: 123456
Problems?:
Contact Denise Goodie at 408-553-3421
MEETING
SLIDES/HANDOUTS: (If you're participating by phone but without
Webex, please download in advance so you can follow along.)
QUESTIONS?
If
you have questions about the agenda, contact Stan Malcolm at: Stan@Performance-Vision.com
or 860-295-9711.
THINGS
TO BRING:
Please
bring materials describing whatever you plan to discuss. Fifteen
copies should be enough.
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