Transformational Learning

Susan (Sue) Owen, MHSc, CHE Senior Manager, KPMG LLP

Adjunct Professor, York University Vice Chair, CCHL Board of Directors

susanowen@kpmg.ca

Traditional

DIDACTIC

Teacher-centered

Traditional

Learner centered

ENGAGEMENT

Control over Learning

Reflective Learning

Traditional

Learner centered

Transformational Learning

Process

Outcome

Input Output Reflection

Application in Health Care

inspirational,

intellectually stimulating, challenging,

visionary,

development oriented

Determined to maximize performance.

If the development of coordinating mechanisms

is left to chance

Gridlock

•Lack of collaboration across boundaries

•Long decision and innovation cycle times

•Difficult to share information and leverage best practices

If strategy is missing,unclear, or not agreed upon

If the structure isn't aligned to the

strategy

If the metrics and rewards don't

support the goals

If people aren't enabled and empowered

•No common direction; people

pulling in different directions

•No criteria for decision making

Strategy Structure Processes and Lateral

Capability

Reward Systems

People Practices

Confusion Friction Internal Competition

Low Performance

•Inability to mobilize resources

•Ineffective execution; lost opportunity for competitive

advantage

•Wrong results; diffused energy

•Low standards •Frustration and turnover

•Effort without results •Low employee satisfaction

© Galbraith, Designing Dynamic Organizations, p.5

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