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Interactive Executive Education

Interactive Executive Education. What Works, What Doesn’t and Why. My Experience. 15 years – first global teams in 1993 Multiple cultures – US, Latin America, Asia, Central Europe Varied context – EMBA to company offsite Cross-cultural, multinational

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Interactive Executive Education

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  1. Interactive Executive Education What Works, What Doesn’t and Why

  2. My Experience • 15 years – first global teams in 1993 • Multiple cultures – US, Latin America, Asia, Central Europe • Varied context – EMBA to company offsite • Cross-cultural, multinational • Situations where I did not speak students’ language

  3. Executive Education? • Mature students • Hold or have held responsible position • Manager or professional • Usually 45 or older • Presently working • Not able to study full time • Intensive study • Varying duration • Single course or offsite training program • Full EMBA

  4. Executive Student Characteristics • Experienced • Short attention span • Critical • Want whatever they get to be clear and make sense • Want practical knowledge • Want to use their experience

  5. Interactive? • Teams • Foundation of course design • All or part of the course activity

  6. Considerations • Learning objectives • Language • Experience level • Geography • Commonalities • Work/organizational objectives • Larger program objectives and constraints

  7. Types of Interactive Learning • In classroom • Web-based • Off-site • Simulation/exercise • Case-based • Self-created

  8. International Considerations • Language • Students have common language • Same as instructor • Location • Education center (EMBA) • Offsite (hotel or conference center) • Web-based)

  9. International Considerations (cont.) • Time • Coordinated (synchronous) or uncoordinated • Duration • Relationship to work • Relevance • Work demands (mobile telephones)

  10. Web Technology • Real-time, synchronous—still in the “dream” stage • Technology inadequate to support (1,3,6,10,15…) • Webex, Adobe Connect (Macromedia Breeze), Microsoft Net Meeting • Chat (MS Messenger, Yahoo Buddies, ICQ) • Video or teleconference • Asynchronous—actually works • Viable, effective • Email (or Lotus Notes) – commonly used • Blackboard or other posting system

  11. What Works? • Cases • Time sequenced (A-B-C…, e.g. P&G Japan) • Role play (board committee, e.g. Otis) • Deliverable • Formal or informal • In-class

  12. What Works? • Team building • Face to face time (language or cultural differences) • Commitment, role effectiveness • Self-created • If enough in common (same company or group) • Within larger context (final exercise)

  13. What doesn’t work? • Simulations (does with MBA or undergrad) • Game • Not use experience, capabilities or imagination • Synchronous distance–especially across time differences. • Work time or off time (e.g. streaming English) • Technology limits group size • Language response – processing time (chat)

  14. What doesn’t work? (cont.) • No deliverables • Lose interest • Distracted • Extended time • Work interferes • Lose interest, teams disintegrate

  15. What Helps? • Tight time schedule & organization • Push schedule • Definite commitment • Role play or job related • Clear roles • Consistent with tasks and deliverables • Company support • Not interfere • Give credence (accelerate career, cohort)

  16. What Hurts • Teaching • Instructor owns outcomes • Right answers • Loss of interest • Lacks relevance or “canned,” cases not real • Goes on too long • Vague tasks or deliverables • Not use experience and capabilities • Work interference • Time conflicts • Work deadlines • Mobile telephones, laptop computers

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