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When Executive Education is a Process, Not a Program

This presentation highlights the integrative learning process of executive education programs, focusing on leadership and team skills. It emphasizes the application of learning, innovative thinking, and creating learning communities. The structure includes team-based projects and presentations. The resources provided include workbooks, faculty mentors, and online support.

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When Executive Education is a Process, Not a Program

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  1. When Executive Educationis a Process, Not a Program Marie Eiter UNICON Presentation, June 2006

  2. Massachusetts Institute of TechnologySloan School of Management Executive Education@MIT Sloan

  3. MIT Sloan School of ManagementIntegrative Learning Process Leadership/Team Skills • New insights • Actionable results • Innovative solutions • Enabling experience • Crystallize understanding of concepts, processes, tools Project/Problem Application Concepts/Tools

  4. MIT Sloan School of ManagementIntegrative Learning Objectives • Application of learning– Use frameworks and tools learned during the residential sessions to reinforce learning and to see existing issues/opportunities through new lenses • Opportunity for innovative thinking – Address current issues facing companies and develop recommendations to pose to management • Create learning communities – Work in teams and learn from each other

  5. MIT Sloan School of ManagementIntegrative Learning Structure • Team-based Projects span interval weeks of the program • Teams focus on current company issues of interest to team members • Application of concepts learned to important business issues • Presentation of recommendations to class and company management IntertermOneData gathering, analysis, & diagnosis Presentation creation Week Two Presentation, feedback, new frameworks IntertermTwoRecommendation generation, cost/benefit Presentation creation Week Three Presentation & feedback 6-Month Progress Report Week One Topic selection & initial plans January March May November

  6. MIT Sloan School of ManagementIntegrative Learning Support • Workbook provides deliverables, dates, and guidance • Faculty Mentors and scheduled check-ins • On-line and conference call Facilitator Workbook / Guidance Provided

  7. MIT Sloan School of ManagementIntegrative Learning Resources • Learning and Knowledge Management Company • Professional Staff within Executive Education • Faculty willing to act as advisors

  8. When Executive Education is a Process not a Program__________________________________Wharton’s Learning Continuum IMPACT THROUGH EDUCATION Developing Faculty Resources for New Learning Models

  9. Wharton’s Learning Continuumfor Custom Programs Pre/During/Post

  10. Wharton’s Learning Continuum PRE: • Observable Outcomes--Definition and Tracking 3-5 key observable outcomes • Managers' Briefings; clarify expectations and possible barriers to learning/application

  11. CUSTOM PROGRAM DURING: • REFINE PERSONAL LEARNING OUTCOMES • PROJECT PLANNING • RELEVANT CONTENT • ACTION LEARNING

  12. Wharton’s Learning Continuum POST-1: RECONVENING THE COHORT VIA VIRTUAL CLASSROOM (EVERY 2-3 MONTHS) • TO COMPARE PROGRESS VS. GOALS • FACILITATED BY FACULTY & STAFF • FACULTY--ONLINE OFFICE HOURS

  13. Wharton’s Learning Continuum POST-2: IMPACT REPORTS • SUMMARIZE SUCCESS AND CHALLENGES IN ACHIEVING OBSERVABLE OUTCOMES (GROUP AND/OR INDIVIDUAL OUTCOMES) • SHARE WITH PARTICIPANTS, MANAGERS OR BOTH

  14. Wharton’s Learning Continuum POST-3: INDIVIDUAL COACHING • PARTICIPANTS DESIGN FOLLOW-UP ACTIVITIES WITH COACH • EXTEND LEARNING AND APPLICATION

  15. Wharton’s Learning Continuum IN SUM… • 9-12 MONTH LEARNING PROCESS • PREPARATION FOR LEARNING BY PARTICIPANT AND MANAGER • OUTCOMES BASED • REINFORCEMENT THRU ONGOING COHORT MEETINGS & COACHING • BLENDED LEARNING

  16. When Executive Education is a Process not a Program OTHER EXAMPLES… DEVELOPING FACULTY RESOURCES FOR NEW LEARNING MODELS

  17. Olin School-Washington UniversityCharles F. Knight Executive Education Center Olin Partners • Series of 1 day workshops based on market demand--taught by senior faculty • 30+ Regional companies • Yearly Membership subscription • Innovations: (1) Faculty video online to describe nature of workshop (2) Letter from faculty to participants with pre-work; invite to bring work issues to class.

  18. The Broad School at Michigan State UniversityThe James B. Henry Center for Executive Development Self-Leadership in Supply Chain Management - 3 day workshop • Pre-program goal setting-work and personal life • Goal setting interview with faculty leader • Telephone Coaching with faculty person 2-4 weeks after program to support application • Led by non-MSU faculty (business executive)

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