Kazan May 23, 2015 Education and training transformation in the context of labor division extension and deepening Petr G. Schedrovitsky President Non-profit Research Foundation The Schedrovitsky Institute for development
New technology platform of the Third Industrial Revolution is developing today Smart grids and environments 2 Growing and replacement of tissues and organs Electronic model of the body Individualized medication Integration of net agro & phytocenosises into cities: self-providing with clean air and food city Individual diagnostic tools Digital simulation of plants The complementary multiyear clean agrophytocenoses Telemonitoring of health Electronic health records Robotized surgery Post-carbon city with zero carbon footprint Buildings as power plant with low CO 2 emission Construction of a Robotic enterprises, additive manufacturing, smart grids and management systems New materials with programmed properties Zero carbon energy Electricity storage modular multistory Energy building takes 2 Renewablesbasic resource Internet weeks of generation Wireless electricity transmission Logistic Internet Completely composite airplane Luminous "smart" road Self-governing electric vehicle Electric airplane 30 years 15 years 15 years 30 years Digitalization
New technology platform transforms the labor division system New technology platform transforms the the system of labor division at the level of: separate companies; global and regional economy; division of activities (social division of labor). Implementation of new technology platform technologies changes requirements to functional and morphological structure of labor division system Work on the division of labor on a separate company Division and operationalization of activities 3
New jobs arrive 4 The New Jobs Atlas ASI, Skolkovo Moscow, 2015
... and old jobs profile is changing "Commoditization" and automation of some engineering traditional functions, automation of routine intellectual operations. Professionals with a deep understanding of the problems at the system level. Profile of Engineer competences 1980 2015 ability to calculate (with tables, calculator) drawing skills (pencil, ink) Index Skills in-demand 1 understanding of the manual control (not automatic, CNC) Non-routine communicative Non-routine analytical the ability to use the programs of physical modeling CAD-design skills (3D modeling) programming skills skills in using PLM-systems Routine manual Routine intellectual Non-routine manual knowing a variety of structural materials knowing a cyberphysical (rather than mechanical) systems 5 1 Source.: OECD; A. Volkov, D. Konanchuk quality control
Thinking technologies are the major component of the new technology platform Thinking technologies are essential base of emerging technology platform. Technologies required for the professional have expanded during the past 30 years: systems thinking, projective types of thinking, including the project-method, analytical thinking, scenario thinking, schematization, TRIZ. XX century thinking technologies development timeline Division and operationalization of activities 6 Work on the division of labor on a separate company
During 1979-1989 Moscow Methodological Circle had developed general conception of Thinking-Activity 1 Thinking-Activity Scheme 5-5 6-6 3-5 1-3 1-3 5 3.2 3.3 Understanding Communication 4.4 6 4-6 4.2 4-4 4.3 3.1 4.1 4-2 Th Th-C During 1979-1989 Activity concept had been put into the broader context of Thinking-Activity. Thinking Activity Scheme is not only principal scheme of Thinking Activity organization, but also an assembly scheme which defines structure of "machines" of collective problem solving, or co-creation 1.1 2.4 2.1 1.2 1.3 1.5 1.4 2.3 2.2 tha 7 1 G. P. Shchedrovitsky. Thought Activity Scheme system-structural construction, meaning and substance. М., 1986 [rus]
During 1979-1989 Moscow Methodological Circle had developed general conception of Thinking-Activity (2) 3-5 1-3 1.1 5-5 5 3.2 3.3 1-3 3.1 1.5 1.4 1.2 1.3 4.2 2.4 2.1 2.3 2.2 6-6 6 4-6 4. 4 4.3 4-4 4.1 4-2 Th Th-C tha The transition to the competencybased approach means that the core competencies of individuals and teams are the abilities of: 1) self-determination 2) engagement to the process of co-creation 3) productive work in various positions and 4) ecological exit from the situations and systems of collective thinking activity Man-machine system 8 Team
Labor division system demands new competencies transdisciplinarity; Thinking the ability to see the whole; the ability to allocate general system connections and patterns 3-5 5-5 5 6-6 6 4-6 T h Communication the ability to participate in and organize communication between different positions and cultures; digital literacy 1-3 1-3 3.2 3.3 3.1 4. 4 4.2 4.3 4.1 4-2 4-4 Th-C Understanding the ability to identify the meaning of complex texts; ability to schematizing 1.1 1.2 1.3 1.4 1.5 2.4 2.1 2.3 2.2 tha Reflection the ability to self-assessment; the ability of adequate and appropriate selfdetermination in the situation ability to goal-setting; Activity ability to distribute tasks and organize the process of achieving the goal; ability to self-organize to solve local problems 9
Requirements to labor division system change in learning, training and education These changes also demand radical labor division system change in learning, training and education Evaluation of existing infrastructure and the placement of existing and prospective companies to reveal the competitive clusters The development of professional standards and standards of training. Development of Education Foresight Roadmap development for restructuring and tailoring of the key spheres of production and industry Ontological work in the sphere general and applied theory of Thinking Activity Development of the project concept of labor division system change in the field of education Evaluation of challenges to the industry (the company) from the Third industrial revolution Development of the specific educational institutions tailoring program to find the place in the new labor division system Development of the educational institutions and key consortia network project by types of tasks ensuring the transition to the new labor division system 10
11 P. G. Schedrovitsky is the President of Non-profit Research Foundation The Schedrovitsky Institute for development Head of a National Research Nuclear University department of Strategic Planning and Management Methodology Advisor of Director General of ROSATOM State Atomic Energy Corporation Member of the board of Foundation «Center for Strategic Research «North-West» Councillor of International Research Project FAIR Center for Antiproton and Ion Research In 1980 graduated from the Faculty of Pedagogics and Psychology of Moscow Pedagogical Institute. From 1979 participated in ODI specializing in organizing collective method of problem solving and human resources development PhD Founder of School of Culture Politics In 1990-2005 worked in Culturology Institute. One of the founders and organizers of research programs of the Center of Strategic Research of Volga federal district (200-2005). In 2005-2011 worked in ROSATOM State Atomic Energy Corporation. From 2011 till 2013 was a Deputy Head on Strategic Development in Institute of Philosophy of Russian Academy of Science. During many years is expert and consultant on the question of spatial development, regional and industrial politics, innovation activity and personnel training. Till recent time Advisor of Minister of Education and Science of Russian Federation, member of council of Gheleznogorsk cluster, member of expert Government Council of Russian Federation