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70-20-10: Origin, Research, Purpose

Performance Learning Productivity

My Observations (Charles Jennings writes) There’s no doubt the work of Bob Eichinger, Mike Lombardo and the team at the Center for Creative Leadership was fundamental in highlighting a critical fact – that most learning, most of the time, comes not from courses and programmes, classrooms, workshops and eLearning, but from everyday activities.

Research 130
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70-20-10: Origin, Research, Purpose

Performance Learning Productivity

My Observations (Charles Jennings) There’s no doubt the work of Bob Eichinger, Mike Lombardo and the team at the Center for Creative Leadership was fundamental in highlighting a critical fact – that most learning, most of the time, comes not from courses and programmes, classrooms, workshops and eLearning, but from everyday activities.

Research 176
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70-20-10: Origin, Research, Purpose

Performance Learning Productivity

My Observations (Charles Jennings) There’s no doubt the work of Bob Eichinger, Mike Lombardo and the team at the Center for Creative Leadership was fundamental in highlighting a critical fact – that most learning, most of the time, comes not from courses and programmes, classrooms, workshops and eLearning, but from everyday activities.

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7 Deadly Myths of Microlearning

Learning Rebels

minutes, and this Nielson Norman Group study tells us that only 20% of people will read a document from start to finish. A 2002 study by the BBC indicated that 94% of people prefer learning modules that are under 10 minutes. Or, bring the Learning Rebels, Microlearning workshop to your team and start off on the right foot!

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Interfacing with Subject Matter Experts

ID Mentors

Provide all information including the content unavailable in a documented form. On the basis of the information that we had gathered through the questionnaire and the workshop, we realized that we needed to develop a strategy that would help the Instructional Designers to elicit the maximum information in the limited SME time.

Expert 45
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Ten years after

Jay Cross's Informal Learning

Just as documents have changed from linear, one-step-after-another to jump-around, multi-pathed hyperstructures, organizations are shifting from rigid hierarchies into loosely linked, flexible hyper-organizations. That’s why the ten essays I excerpted for this post look back at the future from the vantage point of 2002.)