Learning systems, different minds
Kirton KAI problem solving and Human Learning Systems.
Two and a half hours on learning systems and different minds: design thinking as one technique among several, Kirton's KAI problem solving styles, Human Learning Systems and measuring what matters.
- Level
- Focus
- Learning time
- 2 hours 30 minutes
- Where
- Complexity, decisions and innovation
- Price
- £69
When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Read the full terms
Certificate of Completion, or Certificate of Completion and Assessment with a short assessment
Overview and Outcomes.
Who It's For
Leaders, commissioners and improvement teams in public and voluntary sector bodies
Overview
People who approach problems differently often misjudge each other, and complex public services rarely improve through control alone. This Focus, taken from the Immerse Better ideas, made together, begins with design thinking as one technique among several, as used in Avanti's work with a local authority, and IDEO's tests of desirable, feasible and viable. It then turns to Michael Kirton's Adaption Innovation continuum, what KAI does and does not measure, and reading friction as difference rather than conflict. To finish, it takes up Human Learning Systems, developed by Toby Lowe and colleagues, and measuring what matters through Goodhart's law and the Welsh ambulance Clinical Response Model.
Aims
It sets out to help leaders draw on different problem solving styles within one team, commission for learning and relationships rather than control, and design measures that serve purpose instead of distorting it, so that complex public services can genuinely improve over time.
In summary, you will be able to:
- Use IDEO's tests of desirable, feasible and viable to judge where design thinking fits among other problem solving techniques.
- Explain what Kirton's KAI measures and use it to read friction in a team as difference in style rather than conflict.
- Design measures that serve purpose, applying Human Learning Systems, Goodhart's law and the Welsh ambulance Clinical Response Model.
What you'll develop
Through this Focus course, you will build the ability to:
- Identify when the need itself is uncertain enough to call for design thinking rather than another technique.
- Describe Kirton's Adaption Innovation continuum and distinguish what KAI measures from personality and learning style.
- Explain the three principles of Human Learning Systems and the familiar management habit each one replaces.
- Explain how targets change behaviour, using Goodhart's law, Campbell's law and Bevan and Hood's ratchet, threshold and output distortion effects.
- Explain how divergent and convergent thinking work in sequence, and recognise whether a group is widening or narrowing.
- Explain how adaptors and innovators misjudge each other and reframe that friction as a difference in style.
- Compare commissioning models from spot purchase to alliance and assess which fits a complex problem such as multiple needs.
- Distinguish population accountability from performance accountability and use contribution rather than attribution where many partners shape a result.
Built from 2 parts.
2 hours 30 minutes of learning.
- 01Different minds, different routesDesign thinking and Kirton KAI problem solvingBitesize · Solving Complex Problems and Decision Making2 modules
- 02Learning as the way we leadHuman Learning Systems and system measurementBitesize · Systems Leadership2 modules