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The Ultimate Brain Food: Performance Support | Social Learning Blog

Dashe & Thomson

I like to imagine performance support as an Exobrain … (and, of course, that I am one of the smart people in learning … guess I will have to ask Simon about that.) Which is probably about right … I like to think we’re building a better Exobrain. Properly d.

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Addressing On-Demand Learning and Performance Needs #LCBQ | Social.

Dashe & Thomson

The Learning Circuits Big Question for May is: How do we need to change in what we do in order to address learning/performance needs that are on-demand? This is about envisioning the path ahead while the landscape changes with every step. We all know that, in today’s world, change is a constant companion.

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Organizational Change Management Cited – Again – as Key.

Dashe & Thomson

Organizational change management, as usual, is right near the top of the list: A major contributor to the importance of change management stems from the impact on workers’ job roles, and the degree to which those changes can affect their careers.

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Leveraging the Law of the Few to Manage Change in the Workplace.

Dashe & Thomson

If the Pareto Principle holds, then these extraordinary few must be identified and leveraged to ensure a change in behavior occurs, enterprise-wide. Connectors and Salespeople are equally important, but if the Mavens behave as they’re supposed to, a Connector will hear of the change soon and pass it on to a Salesperson.

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How Social Networks Can Harness the Power of Weak Ties | Social.

Dashe & Thomson

Here’s how a typical LinkedIn network might look: Your weak ties are smaller circles, not at the center of a cluster I heard more support for the Weak Ties theory while attending a Knowledge Management conference in 2005. I am a member of the Dashe & Thomson running and biking teams, and captain of its small but emerging chess team.

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Embracing Innovation in Learning | Social Learning Blog

Dashe & Thomson

The problem in executing this shift is not in setting up these new learning environments and communities, but rather in embracing the change. As I thought about why the change from traditional to innovative is so hard for some (leaders) to embrace, my mind kept coming back to one thing.

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Kirkpatrick Revisited | Social Learning Blog

Dashe & Thomson

have been accomplished, no change in behavior can occur. He recommends performance tests to measure an increase in skills. And he thinks the evaluation process itself reinforces new behaviors because it encourages support and follow-up by supervisors and managers. As for me, I realized I didn’t really understand Level 4 at all.