This literature review explores ways older workers might continue to make waves and impact their work organization. The topic of the paper is grounded in the problem of an ageing organizational population looming in the near future. The work presented here is a start to helping management in knowledge-intensive organizations to understand how to effectively utilize the capacities of older knowledge workers by stimulating intergenerational learning as a means to retain critical organizational knowledge, encourage innovation and promote organizational learning through knowledge building. First, the concept of intergenerational learning is developed followed by a discussion of the organizational factors important for it to take place. The last section presents ideas on how to design and implement intergenerational learning as an organizational development program.
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Lectorale rede
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Artikel / Interview in de Telegraaf (400.000 exemplaren) met Petra Biemans en Hank Kuit (Vitens), tevens gepubliceerd in NL Carrière dagen (oplage 10.000) en de carrière glossy van Nederland Memory Magazine (50.000). Business Studies bij Inholland. Donald Ropes, lector Learning and Development in Organisations, geeft zijn reactie hierop.
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Interview Donald Ropes in Advisie (oktober 2013) Het verhaal is bekend: Nederland heeft te maken met vergrijzing, oudere werknemers gaan in de komende jaren met pensioen. Daarom zijn bedrijven op zoek naar jong personeel met frisse ideeën. Maar krijgen die jeugdige medewerkers wel de kans die frisse ideeën in de praktijk te ventileren?
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The purpose of this paper is to lay the groundwork for a large-scale prescriptive research project on organizing intergenerational communities of practice as a way to help organizations deal with some of the problems an ageing worker population brings with it. After a definition of the problem, a review of four seminal works on communities of practice was done to see if organizing intergenerational communities of practice might in fact be a viable solution to the problems of an ageing organizational population. Results are encouraging and lead to the conclusion that management might start to consider organizing these communities as a way to shed new light on older workers.
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Communities of Practice (CoPs) are social learning systems that can be, to a certain extent, designed. Wenger (1998) proposes the following paradox; “ no community can fully design the learning of another, but at the same time, no community can fully design its own learning” (p:234). My interpretation of Wenger’s statement is that learning environments such as CoPs need to be facilitated in their learning processes, but not their specific design. Approaching CoPs this way allows for the design of interventions that facilitate learning processes within a CoP rather than regulate them. However, empirical studies on facilitating internal processes of CoPs are sparse – most work is anecdotal. This means that one needs to look to other fields for guidance in order to discover how to facilitate CoPs in their learning. This paper describes part of a larger research project that asks the question whether communities of practice can be instituted in higher professional educational organizations as an effective method to facilitate participant learning (professional development) and stimulate new knowledge creation in the service of the organization. Using a more pragmatic approach to cultivating CoPs (Ropes, 2007) opens the possibility to use different theoretical perspectives in order to find and ground interventions that can facilitate learning in CoPs and which are typically used in organizational development trajectories based on learning (de Caluwe & Vermaak, 2002). In this paper I look at how theories of human resource development, workplace learning and social constructivism conceptualize learning and what type of environments promote this. I then map out community of practice theory along these fields in order to come to a synthesized conceptual framework, which I will use to help understand what specific interventions can be used for designing CoPs. Finally I propose several interventions based on the work done here. The main question I consider here can be formulated as follows; ‘what insight can Human Resource Development theories, Workplace Learning theories and Social Constructivist learning theory give in order to design interventions that facilitate internal processes of communities of practice?’
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Aging diversity in organizations creates potential challenges, particularly for knowledge management, skills update and skills obsolescence. Intergenerational learning (IGL) involves knowledge building, innovation and knowledge transfer between generations within an organization (Ropes 2011). Serious games refer to the use of computer games in raising awareness about educational topics, acquiring new knowledge and skills by enabling learners to engage and participate in situations that would otherwise be impossible to experience (Corti 2006). Although learning with the use of serious games is similar to traditional learning in several cognitive respects, there are noted differences in the learning style and structure of learning using serious games. The success of learning using serious games lies in the actual involvement of a participant playing the game, which in turn, creates increased cognitive links with real-life situations allowing the individual to make relevant associations, to use mnemonic strategies with the facilitation of multi-dimensional educational aids (e.g., visual, auditory). Some of the beneficial aspects of learning with the use of serious games include the elevation of several cognitive skills, which are directly or indirectly implicated in the learning process. Among them are attention and visuo-spatial abilities, memory and motor skills. However, several barriers have been noted that fall into two general categories: a) health issues (e.g., cognitive strain, headaches) and b) psychological issues (e.g., social isolation, emotional disturbances). Since the training conditions are learner-centered and highly determined by the individual, there is increased need for evaluating the learning outcomes using specific success indicators. Examples of games that are designed to facilitate IGL are scarce, while there are no examples of IGL games in most EU countries. The purpose of this paper is to critically evaluate the current literature of theories on learning through serious games in adults and the elderly with reference to the cognitive mechanisms implicated, benefits and barriers in learning using new technologies in different generations. Secondly, this paper reviews the existence of serious games designed to facilitate IGL in Europe, as well as the characteristics of serious games in raising awareness that could be used to facilitate IGL. In doing so, specific focus is placed on the development of success indicators that determine the effectiveness of serious games on raising awareness on IGL.
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In this chapter I would like to introduce the knowledge management concept known as communities of practice (CoPs) and show a direct link between CoPs and human resource development (HRD). CoPs are a proven way to effectively manage knowledge as well as promote organizational learning, so it is a logical step to aim HRD initiatives towards developing and supporting them. It is my experience that both the vision and operational goals of an organization’s HR department is exceptionally crucial in designing and supporting a learning organization and that CoPs are one strategy to achieving these goals. The set up of the chapter is as follows; in this section I present some of the advantages that communities can have for the organization and the individual. Then I give an introduction to what CoPs actually are and how they function, followed by a discussion of the link between HRD, CoPs and organizational learning. In section four I look at what kind of support CoPs need in order to thrive and in section five, I expand these concepts to include global communities. The following section looks at how technology enables CoPs – both local and global – and describes general guidelines for deciding which technology is appropriate for facilitating communities. My closing remarks consider the increasing role of Cops in HRM as well as some of their possible down-sides.
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The impact communities of practice (CoPs) make can be understood in several different ways, depending on which theoretical perspective is used. For example, CoPs have been studied from a learning-theory perspective, from organizational development theory, and from a small-group theory. To understand the effects of participating in a CoP on individuals, groups or the organization in which they function, we could use traditional learning theory, organizational learning theory, information-processing theory or small-group process theory, etc. Or we could look at the internal processes of CoPs; the output they generate, or employ a synthesized view. CoPs can also be seen as impacting different actors in the organization in which they operate; individuals, groups or the whole organization. This means, for example, that we could look at CoPs from an organizational learning perspective to see how CoPs impact strategy development or renewal. At the level of the group, we could look at how CoPs lead to increased group performance and how that in turn leads to a higher output of knowledge products. And as learning is one of the key processes in a CoP, an important aspect of we need to study is how the individual learns, as well as what the individual learns. The complexity of impact a CoP can have on the diverse actors requires a pluralistic and multiperspective approach. However, a review of the literature showed no comprehensive model that neither integrates these different levels of impact nor employs multiple theoretical perspectives. Furthermore, most models of measurement or assessment use traditional types of output measurement, such as ROI, or anecdotal evidence that the CoP has improved organizational capability. Much like any human resource development initiative – which is the perspective of CoPs we take in this paper – there has been no real attempt to develop measures for assessing impact. We try to fill this gap by presenting a comprehensive, multidisciplinary, conceptual model that approaches measuring certain aspects a CoP has on individuals, groups and organizations.
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Presentation given at CEDEFOP, Thessaloniki, Greece. October, 2014
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