The Virtuous Circle: a flipped classroom for the workplace

Jul 15, 20150 likes588 views

This document discusses creating a "virtuous circle" of learning in the workplace through mentoring. It argues that mentoring, coaching, and performance management can develop a supportive organizational culture where people nurture each other's talent. In contrast, a "vicious circle" forms when learning is resisted and talent is not engaged or developed. The virtuous circle involves developing people through mentoring, curating learning resources based on feedback, and allowing mentors and the mentored to self-generate new materials.

The Virtuous Circle: a flipped classroom for the workplace

a flipped classroom for the workplace…………………….
The Virtuous Circle
Phil Aspden: Director eGenius ltd
@egeniuslta

L=(P,Q)
Learning = Programmed knowledge in
interaction with good Questioning
Reg Revans

"Where is the wisdom we have
lost in knowledge? Where is
the knowledge we have lost in
information?"
T.S. Eliot.

Knowledge
Knowledge is information
of which someone is aware.
Knowledge is also used to
mean the confident
understanding of a
subject, potentially with
the ability to use it for
a specific purpose.
can be taught
Wisdom
Wisdom is the ability to
make correct judgments
and decisions. It is an
intangible quality
gained through our
experiences in life.
is developed

information
knowledge
wisdom
Text/ pictures
video/ animation
lecture/ talk
observation
experience
understanding dialogues
reflection
new
understandings
Judgement
Evaluation
Reasoning
Problem solving
decision making
training
development

Formal
Significant person
Doing the job70
20
10

agile
accessible
fragmented curated
indexed
provenance
data
-
use
feedback
discovery
user
generated
peer
review

What do we need from our
mentors?
What do we need from our
mentors?

Mentor from the start
Guide through
induction
training
[online etc]
Coaching &
mentoring
approach to
performance
management
Guide to available
learning/
development
Develops both
mentor &
mentored
Develop and
expand learning
resources
Request new
resources
direct
coach

empathy
questions
caring
mentoring
challenge
clarity
engaging/
motivating
experience
open
to
learn
knowledgeable
engage and nurture talent
explicit

The Vicious circle
I had to go through it!
school of hard knocks
toughen them up
knock it out of themattrition
a wearing down or weakening of
resistance, especially as a result of
continuous pressure or harassment
can’t teach me
anything
resistant to change
cynicism Toxic
organisational
culture

The Virtuous circle
mentoring
‘real’ performance
management
coaching
directing
teacher
trusted advisor
developing
pastoral care
supporting
Nurturing
supportive &
motivating
organisational
culture
learning

● Develop people to develop people
● curate and facilitate the learning that
supports the process
● listen to mentors about what works best
● encourage self generation of learning
materials - video/ animation/ sound
● get lots of feedback on mentors & use
the best mentors as examples
● mentors become arbiters of your
learning/ development programme and
resources
the virtuous circle manifesto

Phil Aspden
@egeniuslta
www.egenius.ltd.uk
philaspden@egenius.ltd.uk

This document discusses the need to prepare students for the 21st century through digital learning and blended learning models. It argues that the world has become flat, digital and constantly evolving, making skills like communication, adaptability, creativity and independent thinking essential for students. It advocates shifting away from traditional textbook-based instruction towards giving students more control over their learning through complex projects, real-world applications and information literacy. The goal is to measure higher-order engagement rather than just compliance and help students develop both content knowledge and 21st century skills to succeed in today's knowledge economy.

Concrete Practice to be a Better Leader @ntreev paul jung v0.01Paul Jung

��

The real learning curvePhil Aspden

��

This document discusses leadership styles and learning approaches. It presents Ken Blanchard's Situational Leadership model which outlines four leadership styles - directing, coaching, supporting, and delegating - that vary based on the competence and commitment levels of the individual or group. It also discusses the Cone of Experience model and how different learning approaches are more or less concrete/abstract. The document advocates for managers to take an aware, flexible, clear, and authentic approach and leverage technology to enhance learning and development in a way that does not replace human interaction.

The Workplace Learning RevolutionJane Hart

��

The document discusses the workplace learning revolution brought about by the rise of social tools and personal learning networks. It notes that many employees are bypassing traditional learning and development to solve problems and learn in a more immediate, social and autonomous way using tools like Twitter, Google Drive, YouTube, and enterprise social networks. This is causing frustration with traditional e-learning approaches. Learning and development professionals are now helping teams collaborate better and supporting personal knowledge management through social onboarding, online workshops and enterprise learning networks.

Flipped LearningZhu DeGui

��

Dr. John R. Jenkins discusses flipped learning, which involves students watching lectures and videos as homework and doing homework-like activities in class. The document outlines the background of flipped learning, including constructivism and behaviorism, defines flipped learning and its advantages, and describes what is known about flipped learning based on case studies. It also provides a sample flipped class session agenda.

Flipped Classroom-Full Picture Presentation - 2013Jackie Gerstein, Ed.D

��

A Guide to �ݺ�ߣShare Analytics - Excerpts from Hubspot's Step by Step Guide ...�ݺ�ߣShare

��

This document provides a summary of the analytics available through �ݺ�ߣShare for monitoring the performance of presentations. It outlines the key metrics that can be viewed such as total views, actions, and traffic sources over different time periods. The analytics help users identify topics and presentation styles that resonate best with audiences based on view and engagement numbers. They also allow users to calculate important metrics like view-to-contact conversion rates. Regular review of the analytics insights helps users improve future presentations and marketing strategies.

Workplace learning Dolly Bhasin

��

While you have all resources for learning at your disposal, when studying for an academic degree, the resources needed to upgrade your knowledge are seldom available. This presentation tries to highlight the workplace learning in the present context and technology choices. Older, formal, pyramidal learning structures are giving way to more fluid, more agile and more collaborative approaches. The skills of the teacher or trainer are more about��engagement��and storytelling: the skills of the learner more about��social capital to be effective in community, collaborative learning spaces and the ability to learn and learn again over time. It’s a more continuous process of change: less about learning in abstract classrooms and then going back to work. Learning is ongoing.

20090606 5210-armstrong-ch28 by+yiu+&+sanerLichia Saner-Yiu

��

This chapter provides an overview of assessment and accreditation of non-formal management education programs. It discusses the growth of non-formal management education to meet demands for continuous learning. While assessment and accreditation systems are well-developed for formal management education, the same cannot be said for non-formal programs. The chapter examines accreditation approaches used in some Western countries like the US, Switzerland, and through ISO standards.

Adopting a Scientific Mindsetebbnflow

��

This talk explores whether theories in Organisational Change are based on facts or fiction & how we can build a more evidence-based approach The aim of these monthly talks is to crowd-source a body of knowledge from people who have experience in Organisational Change. To build this body of knowledge I aim to cover the following topics over the coming months: History of Organisational Change - this seems like a logical place to start to assess the current body of knowledge and tease out areas that need to be worked on Adopting a Scientific Mindset - we need a systematic way of building knowledge and challenging our beliefs Myths of Organisational Change - this will be an exploration into current Organisational Change beliefs and whether they fit with the way we want to build our knowledge base Definition and Structure - maybe the most difficult part. How do we agree axioms on which to build our practice? Change capabilities - this is the body of evidence - a set of capabilities that organisations need to develop to be able to change. The fun bit would be working together to constantly test the effectiveness of these capabilities constantly enhancing our body of knowledge

BFBM(8-2015) One in all (social learning)Hub Myanmar Company Limited

��

This document summarizes a seminar on social learning. The seminar discussed how work and learning have changed from individual and hierarchical models to collaborative networks. Social learning through knowledge sharing, teamwork, and informal learning was said to be valuable. The importance of social learning for connecting with others, asking questions, and gaining adaptive skills was also discussed. Different types of organizational learning were presented, including learning from experience, groups, individuals, accidents, and formal training. Implementing social learning requires focused conversations and sharing knowledge through collaboration. The 70:20:10 model for learning through experience, others, and structured programs was presented as a framework for development.

The small group miracle: Where learning & performance meetNiels Pflaeging

��

This document discusses how learning occurs at the individual, small group, and organizational levels. It argues that true organizational learning requires disciplined learning within small groups of 4-6 people. When many small groups ("Circles") engage in discourse learning within an organization, their learning experiences inevitably interweave. Intensive discussion within Circles produces both individual and shared knowledge and insights. Participants feel compelled to discuss and resolve ideas with others, leading to spillover of discussions to the larger group and organization. By coupling individual, small group, and organizational learning through parallel Circles, organizational impact and change can be achieved.

At the Water Cooler of KnowledgeKnowledgeStar

��

Testing conventional wisdom with evidence-based management: the role of infor...IL Group (CILIP Information Literacy Group)

��

This document summarizes a project conducted in a University of Manitoba business course to test conventional wisdom held by managers. Students interviewed managers about workplace issues, identified a research question, searched the literature, and evaluated whether evidence supported the managers' views. The project found that conventional wisdom is not always valid and taught students to critically evaluate multiple sources. It demonstrated how information literacy skills are needed to properly interpret research. Practical implications are that similar projects could be introduced in other courses and managers could use research to inform evidence-based decisions.

Workplace Learning: The Next GenerationForum Corporation

��

Wisdom CirclesMitchell Ditkoff

��

British Telecom making blended learning workTechnomatix

��

Testing Conventional Wisdom braaksma

��

Mountaineering the agile transformationAnand Murthy Raj

��

The document discusses challenges in agile transformations and provides suggestions to address them. It begins by introducing the speaker and their experience in agile transformations. It then lists some common challenges faced in IT transformations, such as friction in various areas. It suggests taking a systemic approach to transformations rather than splitting problems. It emphasizes the importance of breaking down organizational silos and aligning organizations at multiple levels. It also discusses mindset challenges and provides examples of addressing problems by understanding root causes.

VICIOUS AND VIRTUOUS CIRCLES IN THE MANAGEMENT OF KNOWLEDGENirmala Selvaraju

��

This document summarizes a research article that examines the virtuous and vicious circles that can form as a result of knowledge management (KM) processes within an organization. It uses the case study of Infosys Technologies to illustrate how KM was implemented over time. The study found that while KM initiatives can generate virtuous circles that positively reinforce learning and innovation, the same processes can also create vicious circles that become counterproductive if not addressed. Knowledge managers must intervene to balance these opposing forces and steer the organization away from vicious circles as they emerge.

Review of vicious and virtuous circles in the management of knowledge: The ca...Aravind Sesagiri Raamkumar

��

EIPSI-Evidence-Informed Practice: using evidence to design, implement and imp...Neus Lorenzo

��

The document outlines the agenda for a training on evidence-informed practice in education. It discusses five strategic priorities for improving education in the EU over the next decade, including improving quality, equity, inclusion and success in education. It emphasizes using research evidence, data gathering, and reflection to enhance teaching and learning. Several techniques are mentioned, like dialogic learning and direct observation. It stresses that evidence-informed practice helps fight bias and that training should be needs-based to improve outcomes. Overall, the training aims to help educators better incorporate evidence into educational practices and decision-making.

Learning Organizations: Strategic ManagementTriune Global

��

Agile LearningDUONG Trong Tan

��

Learning in working life - workplace-based learningNordiskt Nätverk för Vuxnas Lärande

��

The document summarizes a presentation given by Sølvi Rask from the Agency for Competence Development in the State Sector in Denmark. The agency was established in 1999 as a joint venture between employer and employee organizations in the Danish state sector. Its purpose is to enhance competence development efforts through counselling, tools, training and financial support. It provides guidance to state agencies on applying agreements for strategic competence development. The presentation discusses the concept of workplace learning environments and provides tools and examples for improving learning at work, such as holding better meetings, learning from new colleagues, using learning buddies, and knowledge sharing. It emphasizes the importance of manager support and employee ownership for successfully strengthening learning environments.

How did your organizational learning game come up? - Velocity 2014Andrew Shafer

��

Social Learning is Super Learning!Growth Engineering

��

Embracing an unfettered informal learning strategy can help your organisation to shape (and better understand) your employee’s knowledge. Before long, you’ll increase your organisation’s intellectual capital and raise the return-on-investment of your training spend. But how do you get to that point? That’s what our �ݺ�ߣShare, ‘Social Learning is Super Learning’, will teach you. We’ll also investigate… • What social learning is and how it relates to the 70:20:10 theory. • Why corporate L&D folk need to embrace an informal learning strategy. • How to utilise social learning within an online learning environment. You can even consider reading this as an act of self-led, informal learning! So spread your wings, social butterflies and let’s learn together!

Safeguarding our learnersPhil Aspden

��

This document covers learning outcomes and ground rules around safeguarding. The key learning outcomes are to understand safeguarding strategies, policies, and creating a whole organization approach. It also covers understanding other agencies' roles, and implications of the new Disclosure and Barring Service. The ground rules state some content may be difficult and to approach designated contacts for support. It emphasizes that every child has a right to safety and development. Overall it provides an overview of concepts like safeguarding, child protection, significant harm, types of abuse, and a whole organization approach to protecting individuals.

The real learning curvePhil Aspden

��

More Related Content

Similar to The Virtuous Circle: a flipped classroom for the workplace (20)

Workplace learning Dolly Bhasin

��

20090606 5210-armstrong-ch28 by+yiu+&+sanerLichia Saner-Yiu

��

Adopting a Scientific Mindsetebbnflow

��

BFBM(8-2015) One in all (social learning)Hub Myanmar Company Limited

��

The small group miracle: Where learning & performance meetNiels Pflaeging

��

At the Water Cooler of KnowledgeKnowledgeStar

��

Testing conventional wisdom with evidence-based management: the role of infor...IL Group (CILIP Information Literacy Group)

��

Workplace Learning: The Next GenerationForum Corporation

��

Wisdom CirclesMitchell Ditkoff

��

British Telecom making blended learning workTechnomatix

��

Testing Conventional Wisdom braaksma

��

Mountaineering the agile transformationAnand Murthy Raj

��

VICIOUS AND VIRTUOUS CIRCLES IN THE MANAGEMENT OF KNOWLEDGENirmala Selvaraju

��

Review of vicious and virtuous circles in the management of knowledge: The ca...Aravind Sesagiri Raamkumar

��

EIPSI-Evidence-Informed Practice: using evidence to design, implement and imp...Neus Lorenzo

��

Learning Organizations: Strategic ManagementTriune Global

��

Agile LearningDUONG Trong Tan

��

Learning in working life - workplace-based learningNordiskt Nätverk för Vuxnas Lärande

��

How did your organizational learning game come up? - Velocity 2014Andrew Shafer

��

Social Learning is Super Learning!Growth Engineering

��

Workplace learning Dolly Bhasin

��

20090606 5210-armstrong-ch28 by+yiu+&+sanerLichia Saner-Yiu

��

Adopting a Scientific Mindsetebbnflow

��

BFBM(8-2015) One in all (social learning)Hub Myanmar Company Limited

��

The small group miracle: Where learning & performance meetNiels Pflaeging

��

At the Water Cooler of KnowledgeKnowledgeStar

��

Testing conventional wisdom with evidence-based management: the role of infor...IL Group (CILIP Information Literacy Group)

��

Workplace Learning: The Next GenerationForum Corporation

��

Wisdom CirclesMitchell Ditkoff

��

British Telecom making blended learning workTechnomatix

��

Testing Conventional Wisdom braaksma

��

Mountaineering the agile transformationAnand Murthy Raj

��

VICIOUS AND VIRTUOUS CIRCLES IN THE MANAGEMENT OF KNOWLEDGENirmala Selvaraju

��

Review of vicious and virtuous circles in the management of knowledge: The ca...Aravind Sesagiri Raamkumar

��

EIPSI-Evidence-Informed Practice: using evidence to design, implement and imp...Neus Lorenzo

��

Learning Organizations: Strategic ManagementTriune Global

��

Agile LearningDUONG Trong Tan

��

Learning in working life - workplace-based learningNordiskt Nätverk för Vuxnas Lärande

��

How did your organizational learning game come up? - Velocity 2014Andrew Shafer

��

Social Learning is Super Learning!Growth Engineering

��

More from Phil Aspden (8)

Safeguarding our learnersPhil Aspden

��

The real learning curvePhil Aspden

��

Guide 3 adding resourcesPhil Aspden

��

This document provides instructions for adding resources to a group on the Heritage e-genius website. It explains how to click the edit button to turn on editing mode, then click "Add" under "Resources" to open the file upload window. The steps to name the resource, add a description, choose a file display setting, and save changes are outlined. Various methods for selecting a file are also described, such as dragging and dropping, using the file picker, or selecting from private files or external sources like Dropbox.

Example tl slidePhil Aspden

��

Julius Caesar made two visits to England in the 1st century BC, establishing it as an area of interest for the Roman Empire. One of Caesar's visits led to Hengistbury Head becoming an important port, while the Thames River developed into a major trade link between Britain and Europe. During this time of early contact with the Romans, the poet Horace referred to some Britons as friends of the Roman emperor Augustus.

Getting startedPhil Aspden

��

Dropbox is a free service that allows users to access and sync files across all of their devices. Any file saved to the Dropbox folder on a computer is automatically synced to all other computers, phones, and the Dropbox website. The Dropbox folder works just like any other folder but syncs file changes in real-time. Users can drag and drop files into their Dropbox folder to upload and access them from any device.

Learning Platforms PresentPhil Aspden

��

A learning platform provides a space for online communication, collaboration, learning, assessment, and reporting. It is web-based and accessible anywhere, with controlled login access. The platform uses open source software that is constantly developed. It allows for forums, wikis, chat, video conferencing, and sharing of resources to support online learning, training delivery, and development. Courses can be created using existing materials and media. Assessments, assignments, and user activities are recorded for reporting. The platform is used internally by organizations for projects, training, and communication, and externally to develop networks. Open source means constant innovation and no licensing fees. Consulting is provided to define needs and advise on solutions.

Dialogue What MattersPhil Aspden

��

The document discusses improving dialogue in the workplace. It argues that dialogue is a key process that occurs in many workplace interactions such as strategy meetings, team meetings, and performance reviews. While dialogue is simple, actually improving it can be difficult. The document recommends keeping systems and processes simple, helping people develop listening and trust-building skills, and focusing on basic dialogue improvements rather than complex solutions in order to enhance workplace dialogue.

On DialoguePhil Aspden

��

The document contrasts discussion and dialogue. Discussion involves opposing views where someone must win or lose, breaking ideas up and analyzing them separately. Dialogue allows for a flow of meaning where differing perspectives are considered without being discounted, and people contribute to advancing the shared purpose. The goal of dialogue is to engage people and develop commitment, not just make decisions, by bringing purposes together through an open process where all voices are heard.

Safeguarding our learnersPhil Aspden

��

The real learning curvePhil Aspden

��

Guide 3 adding resourcesPhil Aspden

��

Example tl slidePhil Aspden

��

Getting startedPhil Aspden

��

Learning Platforms PresentPhil Aspden

��

Dialogue What MattersPhil Aspden

��

On DialoguePhil Aspden

��

Recently uploaded (16)

250426-Pharmacovigilance & Surveillance-CQS.pdfObaid Ali / Roohi B. Obaid

��

CA_Lesson_2_Nuclear_Decay_and_Reactions.pptxssuserd546e9

��

CA_Lesson_3_The_Building_Blocks_of_Matter.pptxCA_Lesson_3_The_Building_Blocks_of_Matter.pptxCA_Lesson_3_The_Building_Blocks_of_Matter.pptxCA_Lesson_3_The_Building_Blocks_of_Matter.pptxCA_Lesson_3_The_Building_Blocks_of_Matter.pptxCA_Lesson_3_The_Building_Blocks_of_Matter.pptxCA_Lesson_3_The_Building_Blocks_of_Matter.pptxCA_Lesson_3_The_Building_Blocks_of_Matter.pptxCA_Lesson_3_The_Building_Blocks_of_Matter.pptxCA_Lesson_3_The_Building_Blocks_of_Matter.pptxCA_Lesson_3_The_Building_Blocks_of_Matter.pptxCA_Lesson_3_The_Building_Blocks_of_Matter.pptxCA_Lesson_3_The_Building_Blocks_of_Matter.pptxCA_Lesson_3_The_Building_Blocks_of_Matter.pptxCA_Lesson_3_The_Building_Blocks_of_Matter.pptxCA_Lesson_3_The_Building_Blocks_of_Matter.pptxCA_Lesson_3_The_Building_Blocks_of_Matter.pptx

Step into the fascinating journey of how an entire generation in India grew u...News Round

��

This slide deck explores the cultural evolution of Indian millennials through the lens of their search history, starting from the days of dial-up internet and Orkut to the age of voice search and AI-powered snippets. You'll discover how everyday queries like “how to make friendship bands” and “IPL ticket booking” weren’t just passing trends but powerful expressions of curiosity, aspiration, and identity. As you move through each slide, you’ll see how search engines became silent mentors for a generation that transitioned from “how to impress your crush” to “startup funding India” and beyond. At the heart of this digital transformation is Mayank Kulkarni, an experienced SEO strategist who helped shape and localize how India communicates with the internet—ensuring that regional voices were not lost in translation. The deck also touches on how millennials’ search fluency played a vital role during the pandemic and how today’s algorithmic challenges demand ethical SEO leadership more than ever. This isn’t just a tech story—it’s a cultural chronicle powered by keywords, curiosity, and connection. Explore the slides, reflect on your own digital journey, and don’t forget to follow, share, or embed this deck with others navigating the world of search and society.

Why is stakeholder engagement important in a Communication and Stakeholder Ma...Writegenic AI

��

Stakeholder engagement is an essential component of any Communication and Stakeholder Management Plan. It refers to the process of interacting with stakeholders, understanding their needs and expectations, and involving them in the decision-making process. By ensuring that stakeholders are engaged throughout the project, teams can address concerns, align expectations, and create an environment of trust and collaboration, ultimately improving the project’s chances of success.

Smart City - Blueprints for Brilliance – Product Strategy Essentials.pptxMatthew Ray

��

I had the opportunity to present on Product and Investor Readiness for Smart Cities during the QBE AcceliCITY Resilience Challenge. In this recorded session, I shared hard-earned lessons and practical strategies drawn from years of building products, advising founders, and aligning visions with investors. I also pulled from books, frameworks, and real-world case studies that shaped my own journey. The companies in the session gave strong feedback, and I’m now refining the deck based on that.

The Impact Coaching Guidebook-First 50 Pages.pdfChandan Patary

��

📘 The IMPACT Coaching Guidebook — Now Available! Discover Timeless Wisdom, Proven Coaching Strategies & a Transformative Leadership Framework 🌟 Forge Your Legacy with the IMPACT Framework After more than a decade of working as an Agile Coach and mentoring thousands of professionals and teams, I’m proud to present The IMPACT Coaching Guidebook — a deeply personal and practical journey into transformative leadership. In today’s world of rapid change and growing complexity, leadership is no longer just about competence — it’s about transformation from the inside out. This book introduces the IMPACT Framework: Inspire, Mindset, Purpose, Action, Connection, Transformation — a proven path to unlocking personal mastery, empowering others, and leaving a meaningful legacy. More than a guide, it’s a journey of self-discovery and sustainable growth. Blending timeless wisdom with modern coaching principles, this book helps you become the leader you were always meant to be. 🧠 Inspired by global thinkers and leaders — from Swami Vivekananda and Marcus Aurelius to Ed Catmull and Sir Alex Ferguson — it weaves together philosophy, psychology, and peak performance to awaken your true potential. Inside this book, you’ll learn how to: ✅ Develop a resilient, growth-oriented mindset ✅ Build trust and lead high-performing, purpose-driven teams ✅ Transform setbacks into innovation and strength ✅ Cultivate deep, meaningful connections ✅ Establish habits for long-term leadership excellence Each chapter offers practical tools, reflective prompts, and real-world case studies to help you apply the IMPACT Framework immediately and meaningfully. 🔥 Are you ready to ignite your purpose, lead with clarity and courage, and forge a legacy that lasts? 👉 The journey begins now — grab your copy of The IMPACT Coaching Guidebook today! #IMPACTFramework #CoachingIsTheWay #LeadershipDevelopment #AgileCoach #BookLaunch #SelfHelp #ChandanLalPatary #ModernLeadership #MindsetMatters #PurposeDrivenLeadership #PersonalGrowth #TransformationStartsNow

Webinar Keynote Presentation �ݺ�ߣ TemplateTendayiSamuriwo1

��

Can a Compliance Policy Improve Company Reputation?Writegenic AI

��

HSE Myths explained to easily understandpunkety777

��

PHARMA_obj_SELLING_SKIvvggghjjhghhLLS.pptxezzotaka

��

Enhancing Leadership and Supervisory Skills.pptxSalmaKanaan1

��

Top 10 Most Empowering Women in Global Communication��2025timeiconic007

��

n today’s interconnected world, leadership is no longer confined by borders or industries. The ability to communicate with clarity, project confidence, and lead authentically has become essential for success across all cultures. Imagine a rising executive who, despite brilliant ideas, struggles to gain influence simply because their presence doesn’t command respect in diverse settings—this is a common challenge many face. At the forefront of guiding leaders through these complexities stands Gloria Starr, a globally recognized authority in executive coach, corporate trainer, and professional speaker specializing in executive presence, image consulting, business etiquette, and leadership development. With over 40 years of experience, she has worked with clients in more than 60 countries, including royalty, diplomats, and Fortune 500 executives, Starr has dedicated her life to empowering individuals to realize their full potential and command respect on the global stage. She is also a recipient of the Einstein Award of Global Excellence and is ranked in the top 2% of consultants worldwide.

SPD 540-Professional Development_ Strategies for the Inclusive Classroom.pdfkjacobs9

��

250503-Pharmacovigilance and Alerts-CQS.pdfObaid Ali / Roohi B. Obaid

��

notes on Financial Management LR 3.pptxmugambimithikammuuju

��

Chain Management presentation basic studyaditibiswas61

��

250426-Pharmacovigilance & Surveillance-CQS.pdfObaid Ali / Roohi B. Obaid

��

CA_Lesson_2_Nuclear_Decay_and_Reactions.pptxssuserd546e9

��

Step into the fascinating journey of how an entire generation in India grew u...News Round

��

Why is stakeholder engagement important in a Communication and Stakeholder Ma...Writegenic AI

��

Smart City - Blueprints for Brilliance – Product Strategy Essentials.pptxMatthew Ray

��

The Impact Coaching Guidebook-First 50 Pages.pdfChandan Patary

��

Webinar Keynote Presentation �ݺ�ߣ TemplateTendayiSamuriwo1

��

Can a Compliance Policy Improve Company Reputation?Writegenic AI

��

HSE Myths explained to easily understandpunkety777

��

PHARMA_obj_SELLING_SKIvvggghjjhghhLLS.pptxezzotaka

��

Enhancing Leadership and Supervisory Skills.pptxSalmaKanaan1

��

Top 10 Most Empowering Women in Global Communication��2025timeiconic007

��

SPD 540-Professional Development_ Strategies for the Inclusive Classroom.pdfkjacobs9

��

250503-Pharmacovigilance and Alerts-CQS.pdfObaid Ali / Roohi B. Obaid

��

notes on Financial Management LR 3.pptxmugambimithikammuuju

��

Chain Management presentation basic studyaditibiswas61

��

The Virtuous Circle: a flipped classroom for the workplace

2. a flipped classroom for the workplace……………………. The Virtuous Circle Phil Aspden: Director eGenius ltd @egeniuslta

7. L=(P,Q) Learning = Programmed knowledge in interaction with good Questioning Reg Revans

10. "Where is the wisdom we have lost in knowledge? Where is the knowledge we have lost in information?" T.S. Eliot.

11. Knowledge Knowledge is information of which someone is aware. Knowledge is also used to mean the confident understanding of a subject, potentially with the ability to use it for a specific purpose. can be taught Wisdom Wisdom is the ability to make correct judgments and decisions. It is an intangible quality gained through our experiences in life. is developed

12. information knowledge wisdom Text/ pictures video/ animation lecture/ talk observation experience understanding dialogues reflection new understandings Judgement Evaluation Reasoning Problem solving decision making training development

14. Formal Significant person Doing the job70 20 10

15. agile accessible fragmented curated indexed provenance data - use feedback discovery user generated peer review

16. What do we need from our mentors? What do we need from our mentors?

17. Mentor from the start Guide through induction training [online etc] Coaching & mentoring approach to performance management Guide to available learning/ development Develops both mentor & mentored Develop and expand learning resources Request new resources direct coach

18. empathy questions caring mentoring challenge clarity engaging/ motivating experience open to learn knowledgeable engage and nurture talent explicit

19. The Vicious circle I had to go through it! school of hard knocks toughen them up knock it out of themattrition a wearing down or weakening of resistance, especially as a result of continuous pressure or harassment can’t teach me anything resistant to change cynicism Toxic organisational culture

20. The Virtuous circle mentoring ‘real’ performance management coaching directing teacher trusted advisor developing pastoral care supporting Nurturing supportive & motivating organisational culture learning

21. ● Develop people to develop people ● curate and facilitate the learning that supports the process ● listen to mentors about what works best ● encourage self generation of learning materials - video/ animation/ sound ● get lots of feedback on mentors & use the best mentors as examples ● mentors become arbiters of your learning/ development programme and resources the virtuous circle manifesto

23. Phil Aspden @egeniuslta www.egenius.ltd.uk philaspden@egenius.ltd.uk

�ݺ�ߣ

The Virtuous Circle: a flipped classroom for the workplace

Recommended

More Related Content

Similar to The Virtuous Circle: a flipped classroom for the workplace (20)

More from Phil Aspden (8)

Recently uploaded (16)

The Virtuous Circle: a flipped classroom for the workplace