The Performance Improvement Blog

NOVEMBER 13, 2013

One of the concerns that worry training and learning professionals most about leading culture change in their organizations is that managers will say that they don’t have time to facilitate and support employee development. These managers don’t value learning.

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The Performance Improvement Blog

JULY 21, 2014

Clawson in their chapter in the book, Creating a Learning Culture , write this about competition and learning: Today it seems that organizations need to be able to do more than just adapt: they must become agile in the face of constantly changing conditions. Employees tell stories that dramatize what they are learning.

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The Performance Improvement Blog

SEPTEMBER 14, 2018

Consider the alternatives: just-in-time e-learning (desktop and mobile), coaching, mentoring, simulations, on-demand video, and experiential-learning. And in some situations people might learn best from the workflow, through action-learning conversations, through self-directed experiences, or from apprentice and internship assignments.

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The Performance Improvement Blog

SEPTEMBER 17, 2013

However, all managers face organizational barriers to making learning part of everyone’s job. One of the major barriers to learning is a culture that does not value learning. Producing and selling things is valued, but not learning. I have described these barriers in a previous post.

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The Performance Improvement Blog

OCTOBER 22, 2015

Bernie Donkerbrook, EQMentor, wrote this response to my post : “ Learning all the time ” means making learning part of the culture of an organization. Employees tell stories that dramatize what they are learning. Action-learning permeates all team activity. . These are signs of a learning culture.

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The Performance Improvement Blog

OCTOBER 9, 2015

Clawson in their chapter in the book, Creating a Learning Culture , write this about competition and learning: Today it seems that organizations need to be able to do more than just adapt: they must become agile in the face of constantly changing conditions. Employees tell stories that dramatize what they are learning.

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The Performance Improvement Blog

JUNE 25, 2015

Clawson in their chapter in the book, Creating a Learning Culture , write this about competition and learning: Today it seems that organizations need to be able to do more than just adapt: they must become agile in the face of constantly changing conditions. Employees tell stories that dramatize what they are learning.

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The Performance Improvement Blog

MARCH 30, 2016

I explained the limitations of formal training and the need for taking an organizational learning perspective. I argued that in order for any kind of learning intervention (training, coaching, mentoring, action learning, etc.)

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The Performance Improvement Blog

DECEMBER 16, 2015

In a learning culture , formal training is just one of many methods used to facilitate employee learning. Internship – working in a temporary position for the purpose of learning about a job, the work environment of that job, and the organizational culture. (My apologies to Paul Simon.).

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The Performance Improvement Blog

DECEMBER 20, 2011

At their retreat, I talked with PART members about developing a learning culture in their agencies that would help them in the process of continuous improvement. We explored ideas around building their organizational capacity to apply action-learning through small experiments using Deming’s model of plan-do-check-act.

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Learnnovators

FEBRUARY 18, 2016

We can shed our obsession with isolated formal learning and embrace the real question: how can we best support organisations and individuals to develop a culture of continuous learning and high performance. Central to this cultural shift is the understanding that learning happens by learners, not to them.

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The Performance Improvement Blog

AUGUST 12, 2016

I wish it were otherwise, but learning is not just a classroom activity anymore, it must be a total system activity that takes into account strategic goals of the organization, the culture of the organization (values, beliefs, artifacts, structure, etc.), external inputs (home life, economy, social network, competition, etc.),

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Learning Pool

JANUARY 11, 2022

Now some might think that switching from e-courses to e-resources might be the way to solve the problem but I think they are missing the underlying problem of how we harness the energy of others to power learning. We need more humane learning design and more humane learning journeys.

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The Performance Improvement Blog

APRIL 6, 2016

This is especially true for those organizations with a culture of hierarchy, command-and-control, departmental/functional silos, active and sometimes manipulative competition between managers for recognition and promotion, and less-than-excellent history of departmental collaboration. .

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The Performance Improvement Blog

NOVEMBER 24, 2015

Organizations might be increasing their investment in “pull” learning through social media, on-the-job training, and action learning. However, we don’t hear about these learning interventions because they don’t fit the more easily observed and measured formal methods.

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Lambda Solutions

JUNE 14, 2020

If we could understand learners’ behaviours and activities, and find correlations to their learning success or failure, we could help people become more successful in their online courses. This use of big data to improve online learning is called learning analytics. Actionable Learning Analytics.

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The Performance Improvement Blog

APRIL 10, 2015

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.)

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CLO Magazine

MAY 3, 2013

One example highlighting a successful partnership between learning and the line comes from Emanate, a mid-sized integrated marketing communications agency. Emanate’s CEO, Kim Sample, was building a culture of fast-response, never-satisfied client service.

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