Sat.Jan 12, 2013 - Fri.Jan 18, 2013

Jay Cross

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Peeragogy

Jay Cross

The Peeragogy Handbook. How to Use this Handbook. Working together is how things get done. This free, open, crowd-sourced wiki-book shows us the best ways to get there. I’m glad I was on the team that created it. Intro: If you want to learn how to fix a pipe, solve a partial differential equation, write software, you are seconds away from know-how via YouTube, Wikipedia and search engines.

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Hangout on Implementing Informal Learning this Saturday

Jay Cross

Join me for a Google+ Hangout on Air this Saturday morning at 10:00 am Pacific time. Why isn’t L&D supporting informal learning? Informal learning is important. We need to pay more attention to it but don’t know how. That’s the conclusion of the CLO Business Intelligence Board. In the current issue of Chief Learning Officer , IDG’s Cushing Anderson reports that these CLOs think “informal learning deserves more attention because it reflects the real world outside the classroom and knowl

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Google+ Hangout in 10 minutes join us

Jay Cross

Google+ Hangout on Learning in Organizations. Join us. Email me if you can’t get in. jaycross@internettime.com https://plus.google.com/u/0/events/c6aoo9opm5v8cu88r6setgorar0?authkey=COi-8rTojdW9GQ …. Topics: How to use Google+ to support learning. Brief summary of the impact of Daniel Kahneman’s Thinking Fast and Slow. Best books you’ve read recently.

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Yes, I write white papers.

Jay Cross

A friend of ten years asked, “You write white papers? I didn’t know you wrote white papers.” For vendors? To make them look good? To help sell stuff? Yes, yes, yes. Here’s recent proof, 25 pages on how to implement 70:20:10. “This paper offers a vision of how management — with the help of learning and development (L&D) professionals — can make learning from experience and conversation more effective, complementing formal learning to make the whole program

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The New Leadership & Stoos

Jay Cross

One year ago, twenty management thinkers and agile software gurus met on a mountain top in Stoos, Switzerland, to assess and find alternatives to obsolete leadership practices. We concluded with this communiqu é : Reflecting on leadership in organizations today, we find ourselves in a bit of a mess. We see reliance on linear, mechanistic thinking, companies focusing more on stock price than delighting customers, and knowledge workers whose voices are ignored by the bosses who direct them.