Remove Coaching Remove Communities of Practice Remove Mentoring Remove Network
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Re-imagining Work & Learning in a Networked World

ID Reflections

Or will work itself subsume learning enabled by a transformed L&D / facilitators / coaches / mentors and the "right" organizational culture? Managers and leaders have to don the hats of coaches and mentors for organizations to become learning organizations that adapt and move with the tide.

Network 202
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At the edge

Clark Quinn

These represent some folks working at the edge, away from the ‘event’ Mark Britz , facing more experts than novices, structured his corporate university as a network, not a series of courses. Communities of Practice served as a model for this thinking. The issue was solving workplace problems.

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Piecing together collaboration and cooperation

Clark Quinn

In an insightful piece , Harold Jarche puts together how collaboration and cooperation are needed to make organizations work ‘smarter’, integrating workgroups with the broader social network by using communities of practice as the intermediary.

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Personal Learning Networks: For Ongoing Learning in a Connected World

ID Reflections

The four topics we are planning to deep dive into in the first two weeks are: a) Networked learning, b) Personal Learning Networks, c) MOOCs, and d) Communities of Inquiry. Here''s a list of related posts on learning in a networked world. Why is building a PLN so critical, especially today?

Network 100
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70:20:10 Tech

Clark Quinn

In the past, other than courses, there was little at could be done except providing courses on how to coach, and making job aids. One is the rise of social networking tools: blogs, micro-blogs, wikis, and more. For the 20, coaching and mentoring, we can start delivering that wherever needed, via mobile.

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The ‘Mastermind’ effect: Leveraging resources to support upskilling and reskilling for the future

CLO Magazine

There are numerous ways to use internal resources to support learning, including coaching, mentoring, apprenticing, job shadowing and engaging in trial or stretch projects. Leveraging internal resources for skill building is one of the most important tools in the learning and development leader’s arsenal.

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Detailing the Coherent Organization

Clark Quinn

I had, as Harold’s original model provided the basis for, separate groups for Work Teams, Communities of Practice, and Social Networks. And in Social Networks I had put: share, contribute, listen, care, interact, and discuss values. Within each were separate elements.