PHR Exam: Learning and Development

Question 1

Learning and Development (L&D)

Answer 1

the functional area of HR that seeks to affect two types of behaviors: employee and company. This is so that the organization can achieve its goals through engaged and productive employees.

Question 2

Organizational Development (OD)

Answer 2

is a systematic method of examining an organization’s technology, processes, structure, and human resources, and developing action strategies to improve the way it achieves desired business results. OD is a collection of theories developed by organizational scientists that are designed to be applied in the workplaces of today.

Question 3

Strategic OD interventions

Answer 3

often used to implement changes made in response to changing marketplace conditions. Changes must take care to align with the company vision and mission, or in some cases, the vision and mission might need to change.

Question 4

Change Management

Answer 4

The result of any OD process is a change in the way things are done in an organization. Change management refers to the process, strategies, and techniques employed by organizations to navigate and guide individuals, teams, and the entire organization through significant changes. These changes can encompass various aspects, such as technology implementations, organizational restructuring, process adjustments, cultural shifts, or any other alterations that impact the way an organization operates.

Change management involves a structured approach to ensure that the people within the organization are well-prepared, willing, and able to adapt to the changes. The primary goal is to minimize resistance, mitigate potential disruptions, and facilitate a smooth transition to the new state while maximizing the benefits of the change.

Question 5

Kurt Lewin’s Change Process Theory (aka Three-Step Model) [1947]

Answer 5

A foundational theory in the field of change management and organizational psychology. Developed by Kurt Lewin, a renowned social psychologist, this theory provides a simple yet powerful framework for understanding and managing organizational change. The theory was initially introduced in the 1940s and has since influenced numerous change management approaches.

Lewin’s model consists of three stages: Unfreezing, Changing, and Refreezing. Each stage represents a distinct phase of the change process and emphasizes the psychological aspects of how individuals and groups react and adapt to change.

Question 6

Change Process Theory: Unfreezing

Answer 6

This stage involves preparing individuals and the organization for change by breaking down the existing mindset, beliefs, and behaviors that are resistant to change. Unfreezing is about creating a willingness and readiness to accept new ways of doing things. Strategies at this stage often include creating awareness of the need for change, providing information about the rationale behind the change, and reducing any perceived threats associated with the change.

Question 7

Change Process Theory: Moving

Answer 7

In this stage, the actual transition or implementation of the change occurs. Individuals and groups begin to adopt new behaviors, processes, and ways of thinking. This can involve introducing new policies, technologies, structures, or procedures. During this stage, clear communication, training, and support are essential to help employees navigate the changes effectively.

Question 8

Change Process Theory: Refreezing

Answer 8

After the change has been implemented and individuals have adjusted to the new ways of working, the refreezing stage aims to solidify and reinforce the new behaviors and practices. This stage is about making the new ways of doing things the new norm and ensuring that they become ingrained in the organization’s culture. Reinforcement, recognition of successes, and aligning rewards and incentives with the new behaviors are crucial in this phase.

Question 9

Tools for successful change

Answer 9

People dislike change for a variety of reasons such as it makes them move out of their comfort zone and they may be fearful of the unknown. To implement change successfully, an organization can take the following steps:

Prepare for change
Communicate
Develop a Plan
Have an executive sponsor
Motivate direct supervisors
Recruit unofficial leaders
Implement
Evaluate

Question 10

Change Agent

Answer 10

A person or department that deliberately causes change within an organization. In OD intervention, this is at the direction of strategy. A change agent must be able to balance the needs of various stakeholders in the process, listen to their concerns, and move them toward acceptance of and commitment to the change.

Question 11

Knowledge Management (KM)

Answer 11

The process of attempting to create, retain, and distribute organizational knowledge. Organizing of information to improve business performance at an individual and an organizational level.

Question 12

Tribal Knowledge

Answer 12

Characterized by unwritten information that is closely guarded by a significant few employees.

Question 13

Different methods to retain and institutionalize knowledge

Answer 13

Expert Registers
Best-practice Standards
After-Action Evaluations
Communities of Practice
Technology Solutions
Knowledge Management Systems

Question 14

Knowledge Management Systems (KMS)

Answer 14

A system that supports and collect the creation, capture, storage, and dissemination of organizational knowledge and information. The goal is to provide employees with easy access to information that has been collected from various sources, verified for accuracy, and organized for retrieval to answer questions or solve problems.

Question 15

Learning Organizations

Answer 15

innovative environments in which knowledge is originated, obtained, and freely shared in response to environmental changes that affect the ability of the organization to compete. Promoting ongoing employee education and innovation, these organizations are focused on improving their competitiveness through continuous learning.

Question 16

Peter Senge - The Fifth Discipline: The Art and Practice of the Learning Organization [1990]

Answer 16

Guiding principles, that enable organizations to increase their ability to realize desired results, cultivate new ways of thinking, expand on individual ideas, and encourage continuous lifelong learning in the organization. These disciplines include the following:

Systems Thinking
Personal Mastery
Mental Models
Building a Shared Vision
Team Learning

Question 17

Systems Thinking

Answer 17

This is the fifth discipline, from which the book gets its title. Systems thinking involves understanding how different components of a system interact and influence each other. It encourages a holistic perspective that recognizes the interconnectedness of various elements within an organization and the broader environment. Senge emphasizes that systems thinking is critical for solving complex problems and avoiding unintended consequences.

Question 18

Personal Mastery

Answer 18

Personal mastery refers to the process of continuous self-improvement and personal growth. It involves developing a clear sense of purpose, honing skills, and fostering a commitment to lifelong learning. Individuals who pursue personal mastery are better equipped to contribute to the organization’s learning and growth.

Question 19

Mental Models

Answer 19

Mental models are the assumptions, beliefs, and perceptions that individuals hold about the world. These models shape how people interpret information and make decisions. Senge suggests that individuals and organizations should become aware of their mental models and be open to challenging and revising them to facilitate more effective learning and decision-making.

Question 20

Shared Vision

Answer 20

A shared vision is a compelling and common goal that motivates and aligns individuals within an organization. It serves as a unifying force and provides a sense of purpose and direction. Senge emphasizes the importance of creating a shared vision that inspires and guides the organization’s efforts.

Question 21

Team Learning

Answer 21

Team learning involves the collective process of learning and problem-solving within teams or groups. It emphasizes the importance of open communication, active listening, and collaboration. Senge argues that effective team learning contributes to the organization’s overall learning capacity.

Question 22

Techno-structural Interventions

Answer 22

are a category of organizational development (OD) interventions that focus on improving the efficiency, effectiveness, and structure of an organization by leveraging technology and making changes to its structural elements. These interventions aim to enhance the organization’s ability to achieve its goals, adapt to changes in the environment, and optimize its operations.

Techno-structural interventions typically involve changes in the following areas:

Technology
Structure
Job Design
Work Processes
Quality Improvement
Performance Management
Workforce Planning
Change Management