Innovative Learning, Social Inclusion and European Development Strategy

1. Innovative Learning, Social Inclusion and European Development Strategy Dr Alan Bruce, ULS, Dublin InterAct International Conference Iasi, Romania 23 September 2006

2. Changing Times - Changing Needs • The innovation imperative • Boundaries to participation - inclusion in what? • Europe - policy or passion? • Spectres at our gates • Seismic shifts - redefining work

3. Innovation in Context (surface view) • Doing what has not been done before • Invention and profitability • New frontiers • Lisbon Agenda 2010 and the 4 pillars • Assumption of stable work patterns and linear development model

4. Innovation (behind the mask) • Radical re-structuring of global market • Impact of Information and Communications Technologies • Entrenched impoverishment • Collapse of traditional agriculture • Perpetual war and the defence economy

5. Urbanization • 1950: 86 cities > 1 million people • 2006: 400 cities > 1 million people • 2015: 550 cities> 1 million people • Urban labour force doubled since 1980 • Hypercities of developing world • “Planet of Slums” Mike Davis • Back to Dickens - falling wages; unemployment; destitution; disease

6. Globalization for real • Total impact and accelerating • Adaptable and highly reactive markets • New forms of work organization (adaptable; cheap; deregulated; dispensable) • Competitive pressures • Citizens of an economy or of a nation?

7. Global Contradictions • Unprecedented wealth vs squalor • World markets vs local powerlessness • Open vistas vs restricted rights • Free movement vs permanent exclusion

8. Re-appropriating innovation • Linked to realities not models of the past • Linked to human needs • Based in social relationships • Responds to change and shapes it • Rooted in values • Grounded in learning and research

9. Social inclusion and learning • Pressures of globalized markets • Threats of instability • Information explosion - knowledge deficit • Demographic change • New forms of work organization • Quality and standards

10. Strategic learning priorities • Addressing change • Communications • Research • Learning anew • Opportunities from fluid socio-economic conditions

11. Learning focus for social inclusion • Lifelong contexts • Community • Virtual environments • Work

12. Key trends and themes • Aging • Women and labour market participation • Immigration • Disability • Cultural and religious difference • Conflict and stress

13. Diversity and the world of work • Permanent feature of the labour market • Impact of legislation • Central aspect of HRM best practice • Problem solving approach • Cascades learning organizationally • Customers are diverse too

14. Diversity and Business Excellence • Maximizes employee potential • Reduces economic cost of difference • Taps into creativity of non-standard workers • Develops innovation in design and market anticipation • Promotes challenges and change to meet existing needs

15. Equality themes • Historic framework • Civil rights • Ethical practice • Conflict resolution • Equal opportunities

16. US Perspectives • Civil rights and legacies of racism • Affirmative action • Centrality of work • Opportunity focus • Common benefit • Diversity management

17. A word about Ireland • Historic conflict and colonial legacies • Economic marginalization to boom • Institutionalization • In from the margins • Fragmented identities and change • Demographic transformation

18. Changing Ireland • 147 languages spoken • 8% of population foreign citizens • Religious and cultural diversity • Full employment • Dynamics of difference

19. EU perspectives • Principles of equality • Anti-discrimination legislation • Social inclusion • Ideals versus reality • Lack of common standards

20. EU issues • Expansion • Lisbon Declaration • Thematic pillars: • Innovation • Adaptability • Lifelong learning • Equal opportunities

21. Equality and work • Legal compliance • Tokenism • Equality and quality • Internal customers • External customers • Equality to diversity management

22. Diversity issues • Cost or benefit? • Burden or opportunity? • Threat or strength? • Planned or unplanned? • Change for whom?

23. Linking diversity • Learning • Creativity • Problem resolution • Change management • Improved communications • Identifying potential • Innovation

24. Embedding diversity • Ensure continued competitiveness • Maintain employment levels • Increase work opportunities • Fund imaginative social programs • Establish a platform for meaningful inclusion

25. Negative aspects • Combat prejudice • Reduce conflict • Overcome poor communications • Contain time and cost issues • Relevance

26. Positive aspects • Improve employee relations • Locate new talent sources • Improve communications • Develop flexible working • Achieve legislative compliance • Improve corporate image • Better export access

27. Addressing barriers • Training • Education • Social partner dialogue • Expanded HRM function • Glass ceilings • Expanded R&D • Demonstrated organizational support

28. European Challenges • Need to set realistic targets • Need for some kind of coherent vision • Need to avoid outmoded clichés • Need to support innovative lifelong learning • Need to re-construct development model • Need to ask hard questions about identity

29. Facing up to difference • No return to “normal” • Permanent change • Nothing static • Integration or assimilation • Self-questioning

30. Challenges • Customer focus • Citizen focus • Vision

31. Thank youMultumesc Dr Alan Bruce Universal Learning Systems Dublin Ireland abruce@ulsystems.com