Organizations as Communities - Part 1

ID Reflections

Top down, hierarchical, command and control organizations just do not have the agility or the resilience to meet the needs of today. These lead to short term thinking, repeating of past patterns, loss of innovation, frustration and burnout, and a joyless work environment. But everything will come to naught if the patterns, mindsets and underlying consciousness guiding us continue to remain static. Today, the very definition of organizations has changed.

MASTERING KEY SALES LEADERSHIP MINDSETS

PDG

Leaders who are both agile and inclusive can be more effectively reactive and proactive regarding change, opportunity, and potential threats. When time is of the essence, it can be easier to fall back on familiar thoughts, people, and behavior patterns.

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“Digital Mindset”: What Is It All About?

Learnnovators

“Digital mindset” seems to have become another buzzword–rather buzz-phrase to be grammatically precise–whenever the conversation (online or offline) veers toward social business, social learning, collaboration, and other 21st Century phenomenon in general. Agile and adaptable: Agility here is more than just adapting to change. One needs to be agile, adaptive, and vigilant to operate in this zone.

GETTING STARTED WITH WORKING OUT LOUD

Learnnovators

I am trying to move to a mode where I’ll write shorter posts more regularly on specific topics, questions posed to me, or an aspect of modern workplace learning that interests me. I happened to mention “ working out loud ” as a practice that is fundamental to social and collaborative learning, and drew a completely blank stare. Share a snippet from the day’s work that captures a learning, a mistake made, or insight gleaned. It is a very powerful learning tool.

MOOCs in Workplace Learning – Part 5: Skills Learners Need Today

Learnnovators

I have been writing about MOOCs in the context of workplace learning from different perspectives for some time now. The earlier posts… MOOCs in Workplace Learning – Part 1: Some Points to Consider. MOOCs in Workplace Learning – Part 2: Designing a MOOC. MOOCs in Workplace Learning – Part 3: Launching a MOOC. MOOCs in Workplace Learning – Part 4: Their Role in Corporate Universities.

Workplace Learning in a World “Beyond Automation”

Learnnovators

Increasingly the human workforce will have to take on the unstructured work that requires skills like judgement, decision making, pattern sensing, emotional intelligence, social intelligence, and more. The remaining tasks will require individuals who fundamentally think differently about work and learning. The key question we (as L&D/HR) need to think of is how are we going to support workplace learning to build such skills in the workforce?

MOOCS IN WORKPLACE LEARNING – PART 5: SKILLS LEARNERS NEED TODAY

Learnnovators

I have been writing about MOOCs in the context of workplace learning from different perspectives for some time now. MOOCs in Workplace Learning – Part 1: Some Points to Consider. MOOCs in Workplace Learning – Part 2: Designing a MOOC. MOOCs in Workplace Learning – Part 3: Launching a MOOC. MOOCs in Workplace Learning – Part 4: Their Role in Corporate Universities. A MOOC is an intrinsically participative, collaborative mode of learning.

CLARK QUINN – CRYSTAL BALLING WITH LEARNNOVATORS

Learnnovators

ABOUT CLARK QUINN (Learning Technology Strategist): Clark Quinn, Ph.D., helps organizations align technology with how we think, work, and learn. ABOUT THIS INTERVIEW SERIES: ‘ Crystal Balling with Learnnovators ’ is a thought-provoking interview series that attempts to gaze into the future of e-learning. It comprises stimulating discussions with industry experts and product evangelists on emerging trends in the learning landscape.

Clark Quinn – Crystal Balling with Learnnovators

Learnnovators

ABOUT CLARK QUINN (Learning Technology Strategist): Clark Quinn, Ph.D., helps organizations align technology with how we think, work, and learn. ABOUT THIS INTERVIEW SERIES: ‘ Crystal Balling with Learnnovators ’ is a thought-provoking interview series that attempts to gaze into the future of e-learning. It comprises stimulating discussions with industry experts and product evangelists on emerging trends in the learning landscape.

Learning with Creativity

HCMguru

Overview: The approach to organizational learning will change drastically this year and the main intervention will be of creativity and innovation. Agility in learning methodologies help cope up with any kind of adverse situation, for instance, a pandemic. Learning Video

Agile 52

eLearning in the Workplace

TalentLMS

Workplace learning, professional development and eLearning are phrases with increasingly blurred meanings. The same systems are extended to include learning management systems (LMS) that enable education and employee development. Emerging educational technology and learning content is now platform and time independent. Learning content is adapted to such collaborations and lessons-learnt for added agility. Learning in the workplace is a three-pronged process.

Social Learning Cannot Be A Bolt-On Strategy

Learnnovators

I recently wrote about the challenges of integrating social learning in the workplace. Social Learning and social business go hand in hand. To facilitate social learning, an organization has to become a social business first. When we talk about social learning, we are talking about the fundamental organizational structure of a business. The current failure of organizations to integrate social learning stems from their bolt-on strategy.

SOCIAL LEARNING CANNOT BE A BOLT-ON STRATEGY

Learnnovators

Don Tapscott (italics mine) I recently wrote about the challenges of integrating social learning in the workplace. Social Learning and social business go hand in hand. To facilitate social learning, an organization has to become a social business first. When we talk about social learning, we are talking about the fundamental organizational structure of a business. for a ‘learning organization it is not enough to survive.

MARGIE MEACHAM – CRYSTAL BALLING WITH LEARNNOVATORS

Learnnovators

ABOUT MARGIE MEACHAM: Author and Learning Consultant Margie Meacham first became interested in helping people learn when she was a little girl struggling with first grade. It’s an honor to have you here today to discuss the past, present, and future of workplace learning.

L&D's Role in the VUCA World: Part 1

ID Reflections

Each area is critical today in building an organization and an organizational culture that will not only attract the best employees but will also provide them with the necessary platform to give their best. While we (L&D) keep talking about complexity and ambiguity and enabling learners to acquire the skills of "learning how to learn", we know that we need to transform and redefine ourselves and our role in the organization to add value to business.

Roles 121

The Ultimate Glossary of eLearning Terms

LearnUpon

From Agile to xAPI and everything in between, there are a lot of eLearning terms to get your head around. Active Learning. Active learning is a strategy focused on encouraging learners to actively participate in training. Examples of active learning activities include practical tasks and problem-solving conducted in small groups. It’s a five-phase framework that instructional designers use; a guideline for building effective training and learning support tools.

THE 70:20:10 MODEL – TODAY, TOMORROW & BEYOND

Learnnovators

ABOUT CHARLES JENNINGS (Managing Director, Duntroon Associates): Charles Jennings is a leading thinker, practitioner and consultant in the areas of performance improvement, change management, and learning. From 2002 until the end of 2008, Charles was the Chief Learning Officer for Reuters and Thomson Reuters where he had responsibility for developing the global learning and performance strategy and leading the learning organisation for the firm’s 55,000 workforce.

The 70:20:10 Model – Today, Tomorrow & Beyond

Learnnovators

ABOUT CHARLES JENNINGS (Managing Director, Duntroon Associates): Charles Jennings is a leading thinker, practitioner and consultant in the areas of performance improvement, change management, and learning. From 2002 until the end of 2008, Charles was the Chief Learning Officer for Reuters and Thomson Reuters where he had responsibility for developing the global learning and performance strategy and leading the learning organisation for the firm’s 55,000 workforce.