Learning as Open Conversation

A core practice in any of the forums that we create through our institute is dialogue. We have a commitment to dialogue. To learning through interaction.

There are many beliefs that we are enacting through this commitment, and we are learning to articulate some of these.

In recently reading from Sylvia Gherardi's Organizational Knowledge: The Texture of Workplace Learning, I found a framing that helps contextualize some of this commitment and belief. Gherardi gives attention to "conventional wisdom of organizational learning -- information delivery from a knowledgeable sources to a target lacking that information." This is nothing particularly new, but it does describe a deep habit in western culture learning. Further, it shows up in the way that we design conferences and learning forums.

Gherardi further describes three views of science production: 1) idealist -- a form of rhetoric of scientific writing which relies on the emotionality tied to the idea of universal and disinterested knowledge, to knowledge for the sake of knowledge itself. 2) militant -- the imposition of language and form such that some knowledge achieve hegemony while others are marginalized. 3) the production of science as an open conversation in which diverse discourses on knowledge meet and clash, each of them with its own system of representation (its own grammar and syntax).

It is this latter position that we give our attention too. We simply ask the question, what else is possible for us to advance forward if open conversation were our mode of discovery and practice?

Learning and Innovation Symposium

Tentatively scheduled for April 30 - May 2, 2008 at the Zermatt Resort in Midway, Utah, we are now giving much attention to shaping, design, and creation of an invitation.

The primary purpose of this conference, captured by Kate, is to create a forum where experience and research about learning and innovation processes in business organizations can be exchanged in order to increase the utilization of knowledge that adds business value.

Further, this forum will contribute to the development of a network of thought leaders with academic and practitioner backgrounds which will stimulate new thinking, provoke new ideas for research and enhance the dialogue about learning in organizational contexts.

The Symposium exists as a part of the continuing effort of the Learning Economics Group (LEG) to be a resource for those interested in the application of research and practice that advance the business value of learning and innovative processes. The design and management of the Symposium is in collaboration with our institute.

The Symposium will feature:

Goal: $3 Million in 18 Months

The Dyer Institute has been recipient of generous gifts that have helped to support our start-up programs and operating costs. For this we are thankful. Another approach to sustaining and increasing our contributions is through an endowment. The above reflects our goal. We are working with many to make it real, including connections with wealthy individuals, corporate foundations, corporate partners, and alumni.

What can we learn from others about simple messaging in fundraising? This is one of the questions we asked of Joseph Ogden, Assistant Dean in the Marriott School’s External Relations. Joseph’s background is marketing and public relations. He has been very involved in Marriott School efforts to fund expansion of the Tanner Building. Joseph has also helped other centers and institutes create products to support their core message. So he was a natural person to learn with.

Our conversation helped us become aware of several helpful approaches:

- give attention to our programs and their impact on people

- developing simple materials that capture our core purpose and need

- think from the perspective of those we will approach (what logic, emotion, and credibility would accurately convey our request in a way that can be heard)

- work with an alumni team to extend our reach and contacts

- show the value of our product through pictures, teachings, numbers

Working through our dean’s office, we asked a similar question of Maurice Keetch of LDS Philanthropies. Maurice is a delightful, spirited man with a background that includes Deutsche Bank. “People have been prepared to give.” I appreciate Maurice for speaking at this level, in addition to his many clear recommendations that help us tell our story.