Are Managers Too Busy to Learn?

The Performance Improvement Blog

One of the barriers to creating and sustaining a learning culture in organizations is the no-time myth. Managers resist attending formal training events and participating in other kinds of learning activities (elearning, mentoring, coaching, action-learning, communities of practice, internal wikis, etc.) The problem is that managers don’t make learning a high priority. These leaders need to recognize and reward learning.

Eight Leader Habits of a Learning Culture

The Performance Improvement Blog

Eight leader habits are essential to a learning culture. These are behaviors ingrained in the routines and rituals of organizations that are continually learning and learning how to learn. Leaders in these organizations do the following: Send the message - Leaders communicate the importance of learning to the organization. This message is in the guiding principles of the business. This learning cannot be left to chance.

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50 Ways to Lever Learning

The Performance Improvement Blog

In a learning culture , formal training is just one of many methods used to facilitate employee learning. In a learning culture, we start with the performance goal and then select the mix of methods that will help employees acquire and retain the knowledge, skills, attitudes, and beliefs they need in order to achieve those goals. This is a list of 50 of those methods. Testing knowledge – using results of knowledge tests to facilitate more learning.

Time for a New Look at Learning: Or What I Learned from Reading “Informal Learning at Work”

Pract.us

Your team learns informally all the time. You can support those efforts for more learning bang for your buck. With a shift in your views about what learning is, you can still build a powerful learning organization and demonstrate the value to executives at the same time. A native of New Zealand, Paul Matthews has always applied the practical, no-nonsense approach he learned growing up on a farm to his work in the corporate world.

50 suggestions for implementing 70-20-10 (3)

Jay Cross

The 20 percent: learning through others. Learning is social. People learn with and through others. Conversations are the stem cells of learning. People learn more in an environment that encourages conversation, so make sure you’re fostering an environment where people talk to each other. The kids will learn a lot more this way. Companies need to take advantage of the social nature of learning. Communities of practice.

Forum 46

Towards Maturity 2015 benchmark shows just how much we've got stuck

Clive on Learning

Last week I attended a preview of this year’s Towards Maturity benchmark results, due for public release on November 5th (you can register for the launch webinar on this page ). In case you don’t know Towards Maturity, they were established in 2003 as a government-funded body to promote the use of learning technologies in workplace learning across the UK. I share the values of TM and believe they have played their part admirably.

Through the Workscape Looking Glass

Jay Cross

It’s the biggest frame of the big picture. Learning Ecosystem, Learning Ecology, and Learnscape mean the same thing as Workscape. I don’t use the word learn with executives, who inevitably think back to the awfulness of school and close their ears. The Workscape is a systems-eye view of the workplace. In the same vein, I talk about Working Smarter instead of informal learning, social learning, and so forth. Scope of the habitat.

IBM 55

Revamping 70-20-10

CLO Magazine

The 70-20-10 model for professional development is a valuable but dated approach in need of a checkup. There is a core set of frameworks that support the way organizational learning and development is conducted. Many of these, such as the Kirkpatrick evaluation levels, carrot and stick motivational programs and the ADDIE model have been around since the 1960s. The world of mobile and social learning and Google, however, requires new measures.