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AN EXPERIMENT AIMED AT
FOSTERING A LEARNING
CULTURE
JOËL KRAPF
BARBARA JOSEF

3. From presence to anywhere & anytime
Phase 1 Phase 2 Phase 3 Phase 4 Phase 5
Source: Weichbrodt, J., Tanner, A., Josef, B., & Schulze, H. (2015), Heft Wirtschaftspsychologie 4-2014/1-2015
Private Sector
10% 25% 35% 16% 2%
Public Sector
14% 63% 16% 0% 0%

4. First Place
Office
Third Places
Coworking
Second Place
Home Office
Work is no longer a place
Forth Place
Mobile

5. The Corporate Office is getting fluid
Waber, B., Magnolfi, J., & Lindsay, G. (2014). Workspaces that move people. Harvard business review, 92(10), 68-77.

6. Co-Creation @ Microsoft Switzerland:
Half of the building is open for guests,
including new room concepts “project”,
“garage” and “coworking”

7. Our understanding of learning culture and its development1
Our experimental approach to learning culture development2
Our learnings3
Seite 7An Experiment aimed at fostering learning culture | Joël Krapf
AGENDA

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9. Seite 9An Experiment aimed at fostering learning culture | Joël Krapf
CULTURE IS «HOW WE DO THINGS AROUND HERE»
LEARNING CULTURE IS A PART OF THAT
Artifacts
Basic assumptions
Espoused values
«how we learn around here»
«what we learn around here»
«why we learn around here»
«how we think we should learn around here»
Learning culture

10. Seite 10An Experiment aimed at fostering learning culture | Joël Krapf
LEARNING CULTURE DEVELOPMENT IS LIKE GARDENING
THE FLOWERS HAVE TO GROW ON THEIR OWN, BUT WE CAN FACILITATE THE PROCESS

11. Seite 11An Experiment aimed at fostering learning culture | Joël Krapf
AS A FACILITATOR OF CULTURE DEVELOPMENT THERE ARE BASICS WE NEED TO
CONSIDER
Have a clear understanding of
the context
Have a vision of how the
culture should look like
Support individuals
to live according the «new» patterns
Facilitate the development of
specific learning patterns
within teams
Consider
systemic
conditions that
impact group and
individual behaviour

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13. Seite 13An Experiment aimed at fostering learning culture | Joël Krapf
FIRST OF ALL WE NEED TO UNDERSTAND WHY WE WANT TO CHANGE OUR
LEARNING CULTURE
What «New» working and learning patterns
First Place
(«Office»)
- Flexible work time
- Flexible work place («chair»)
Second Place
(«Home Office»)
- Working at home
- Flexible work time
Third Place
(«Co-Working»)
- Elsewhere such as a client’s office or
other postal building
- Flexible work time
Forth Place
(«Mobile»)
- Mobile working
- Flexible work place
- Flexible work time

14. Seite 14An Experiment aimed at fostering learning culture | Joël Krapf
WE FACILITATED AN EXPERIMENTAL CULTURE DEVELOPMENT OF TWO TEAMS AND
LEARNED ABOUT THEIR DRIVERS AND OBSTACLES
Experimenting with new working and learning patterns (culture transformation)
-> Explicitly trying new things
Facilitation of culture transformation
-> External impulses, individual and group support
Continuous reflexion through (self) evaluation and working journal
Pre-Test Workshop After working hours reflection Post-Test

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16. Seite 16An Experiment aimed at fostering learning culture | Joël Krapf
RESULTS OF THE EXPERIMENT
- The use of "Work Smart" was supported by an appropriate (trust) basis in the team and appropriate
technological tools
- New behaviours were first legitimized and then established by the experiment
- Internal team obstacles to the use of "Work Smart" were overcome through regular reflection and open
dialogue.
- The experiment led to better planning of work location, work content and adaptation to individual
productivity.
- There were fewer idle times when visiting customers.
- The team members were more motivated and perceived an increased entrepreneurial spirit because
they felt more independent and more responsible.
- The employees felt that the experiment has increased mental flexibility and agility in the team.
- Team productivity has improved because there has been deliberate discussion and coordination of how
the team must work together.
- Shared times were perceived more valuable and thus were used more productively.

17. Seite 17An Experiment aimed at fostering learning culture | Joël Krapf
LEARNINGS FROM THE EXPERIMENT (1/2)
- Cultural barriers that hinder the promotion of "Work Smart" must be removed
- Physical presence as a necessity for a positive performance assessment
- Command and Control
- Intolerance towards different working styles
- Employee obedience ahead of time
- Sticking to old habits
- In order to make work more flexible, various pitfalls must be avoided
- Rigid home office days or office hours
- Lack of coordination in the team
- Too many meetings
- No clarification of expectations

18. Seite 18An Experiment aimed at fostering learning culture | Joël Krapf
LEARNINGS FROM THE EXPERIMENT (2/2)
- The necessary skills must be developed to make optimum use of "Work Smart".
- Know the technology and its possible applications
- Maintain networks even when absent
- Ability to change
- Both managers and team members must give trust in advance so that the new working methods can be
tried out and applied in a sustainable manner.
- Establish and strengthen team reflection and team dialogue in order to use the increased need for
coordination to increase productivity
- Start with an experiment to try out the unfamiliar.
- Individual reflection during testing to find out what works and what doesn't (e.g. Work Journal)
- Exchange of good practices between teams

19. Renegotiate Collaboration
Virtual
Collaboration
«Working 9to5»
Coworking
Co-Creation
Enterprise Social
Networking
Offline Time
Time
present
virtual
synchronous/internal asynchronous/external
Space

20. lowValueIndividualhigh
low Value Organisation high
Agile Work Cultures are not about Wellbeing
but Strategic Advantages
— does it make us faster?
— does it bring us closer to the
customer?
— does it allow to learn about new
needs and new markets?
— does it drive a culture of
entrepreneurship?
— does it help us to attract talent?

21. volatilty incremental learning cycles
uncertainty transparency & orientation
complexity diversity & participation
ambiguity experiments & prototyping

22. From Rules to Shared Values
Rules Values
1 2 3 4 5
Degree of Autonomy & Flexibility

23. ‒ Communicate Vision & Purpose
‒ Be Aware of the Attitude of the Leaders
‒ Encourage Personalization of Space

24. Participation: Motivation, Agile
Mindset & Response to Complexity
Information und Partiziptation (Wright et al. 2O1O)

25. Be Aware of the Signals

26. Skills CultureMindset
Based on Teresa Amabile (1983)
Ingredients of a learning Organisation
Processes & Platforms