CLO Magazine
NOVEMBER 11, 2021
keep all learning online) while meeting people’s hunger to meet in-person. Learning professionals are best positioned to craft the learning strategy and business case for the investments that support an array of future learning paths. Accelerating adaptation to a changing world. Move forward with confidence.
Limestone Learning
MAY 2, 2023
Closing-the-Loop — prove their voice was heard and show how they compare to others. PT: The Rise of AI-powered Learning: Strategies for Success Artificial intelligence (AI) is revolutionizing the way skills are learned and developed. Frequency — generate huge WIIFM for your attendees. Matthew Champagne, Ph.D.,
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Tony Karrer
MAY 5, 2009
His background teaching e-learning classes, knowledge of adult learning theory, and experience training CEOs and front line staff provides him with a unique perspective on organizational learning. Recently, he won the Innovative Excellence in Teaching, Learning and Technology.
Learnnovators
AUGUST 19, 2015
ABOUT SAHANA CHATTOPADHYAY (Social Learning & Collaboration Strategist, Performance Consultant Exploring Emergent Learning, Blogger). Sahana Chattopadhyay is a performance consultant and an L&D professional with 15 years of experience in the field of academia and organizational learning.
Talented Learning
DECEMBER 27, 2019
We hope you’ll find this “greatest hits” list useful as you frame next-steps in your organization’s learning strategy. Every year, one of the world’s best-known organizational learning experts, Donald H. There’s also a bonus section featuring our all-time most popular posts.
Learnnovators
MAY 23, 2016
To make this clear, let me talk about a lesson I learned in civics class at school: Every citizen has a voice and opinion in the matters of the country. Ok, I realize that last sentence must have you looking at the rest of this blog warily. But, bear with me. I shall explain. My epiphany comes from a similar vein.
CLO Magazine
OCTOBER 9, 2023
The question is: Do we see this conflict as an asset or a liability to organizational learning? Ideally, looking at performance challenges from different perspectives and intentionally challenging related assumptions leads to the completion of a more robust learning needs analysis. 1999; Senge, 1990).”
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