NETWORK NEWSLETTER

(extracts from June 2000)

'SELF MANAGED LEARNING IN LOCAL GOVERNMENT' report on the CSML Network Seminar : 30th March 2000	*** * BOOK REVIEW * * ‘SELF MANAGED LEARNING IN ACTION’** edited by Ben Bennett, Ian Cunningham, Graham Dawes : (2000 – Gower, Aldershot - ISBN 0-566-08214-4)
Sixteen people, including two representatives from the Institute of Democratic Education in Israel enjoyed an informative afternoon, with Chris Reed, (Deputy Chief Executive) and Carol Newland (Policy team) of Eastleigh Borough Council. The interactive afternoon, which was organised around the five SML questions, covered the major aspects of the use of SML within a council. Like many other organisations, local authorities in the UK are facing the need to meet the demands of change over a wide front. Eastleigh Borough Council has received national recognition as a forward thinking council, committed to high quality public service and wedded to consultation and community involvement through their democratic system of area committees. Eastleigh were a traditional council with a hierarchical organisational structure, which they moved over several years to a flatter structure, with local area committees which had their own budgets (as well as a central core), a new personal development scheme, and strong political direction. The Personal Development Scheme offered different methods of learning, and the culture of the organisation gradually moved to one where learning was valued; one of these methods was self managed learning. Learning using SML started in ’96 with one set and to date 5 sets have been run for 23 people. The first set had an external set adviser, and all the participants in this first set became set advisers for future sets. The authority have produced a leaflet for staff about self managed learning covering: Influences on development What self managed learning is The benefits How it works Common questions How to join People who you can contact to find out more Comments from past participants Participation in SML is voluntary and sets have been multi-level, with a diverse range of people. An evaluation has been undertaken on sets 2,3 4. During the afternoon we also learnt a lot about the work of the council and its philosophy. However, I have concentrated mainly on the SML aspects. Eastleigh is committed to learning, and they know that it will help with the challenges and changes ahead. Liz Barlow	As members of the Centre’s Network, many of you will already know a lot about Self Managed Learning. However, you will be surprised how much this book will add to your knowledge. The book is divided into four sections: Setting the scene Putting it into practice Making Self Managed Learning work Conclusions It contains some very interesting case studies from companies that have actually used the process, including extensive quotes from actual participants, which gives an excellent flavour and cross section of views. It is easy to read, although well grounded in research and covers many aspects of learning. It includes sections on learning issues, Qualification Programmes, Continuing Professional Development, experiences of SML from abroad, Senior Management Development as well as SML in different types of organisations. One section in the "Looking to the future" chapter that particularly interested me, as someone who has gained immeasurably from SML, is "why SML is not universally used". The 13 answers provided some good insights into the problems and the harsh realities of learning in organisations. This book is of value to anyone interested in learning and development, as it provides a framework for "learning how to learn", an essential skill for the 21^st Century.

'SELF MANAGED LEARNING IN LOCAL GOVERNMENT'

report on the CSML Network Seminar : 30th March 2000

*** * BOOK REVIEW * ***

‘SELF MANAGED LEARNING IN ACTION’

edited by Ben Bennett, Ian Cunningham, Graham Dawes :

(2000 – Gower, Aldershot - ISBN 0-566-08214-4)

Sixteen people, including two representatives from the Institute of Democratic Education in Israel enjoyed an informative afternoon, with Chris Reed, (Deputy Chief Executive) and Carol Newland (Policy team) of Eastleigh Borough Council. The interactive afternoon, which was organised around the five SML questions, covered the major aspects of the use of SML within a council.

Like many other organisations, local authorities in the UK are facing the need to meet the demands of change over a wide front. Eastleigh Borough Council has received national recognition as a forward thinking council, committed to high quality public service and wedded to consultation and community involvement through their democratic system of area committees.

Eastleigh were a traditional council with a hierarchical organisational structure, which they moved over several years to a flatter structure, with local area committees which had their own budgets (as well as a central core), a new personal development scheme, and strong political direction.

The Personal Development Scheme offered different methods of learning, and the culture of the organisation gradually moved to one where learning was valued; one of these methods was self managed learning.

Learning using SML started in ’96 with one set and to date 5 sets have been run for 23 people. The first set had an external set adviser, and all the participants in this first set became set advisers for future sets.

The authority have produced a leaflet for staff about self managed learning covering:

Influences on development
What self managed learning is
The benefits
How it works
Common questions
How to join
People who you can contact to find out more
Comments from past participants

Participation in SML is voluntary and sets have been multi-level, with a diverse range of people. An evaluation has been undertaken on sets 2,3 4.

During the afternoon we also learnt a lot about the work of the council and its philosophy. However, I have concentrated mainly on the SML aspects. Eastleigh is committed to learning, and they know that it will help with the challenges and changes ahead.

Liz Barlow

As members of the Centre’s Network, many of you will already know a lot about Self Managed Learning. However, you will be surprised how much this book will add to your knowledge.

The book is divided into four sections:

Setting the scene
Putting it into practice
Making Self Managed Learning work
Conclusions

It contains some very interesting case studies from companies that have actually used the process, including extensive quotes from actual participants, which gives an excellent flavour and cross section of views. It is easy to read, although well grounded in research and covers many aspects of learning.

It includes sections on learning issues, Qualification Programmes, Continuing Professional Development, experiences of SML from abroad, Senior Management Development as well as SML in different types of organisations.

One section in the "Looking to the future" chapter that particularly interested me, as someone who has gained immeasurably from SML, is "why SML is not universally used". The 13 answers provided some good insights into the problems and the harsh realities of learning in organisations.

This book is of value to anyone interested in learning and development, as it provides a framework for "learning how to learn", an essential skill for the 21^st Century.