Clark Quinn

NOVEMBER 13, 2012

I had, as Harold’s original model provided the basis for, separate groups for Work Teams, Communities of Practice, and Social Networks. As a start, I wanted to go back and look at these elements and see if I could be more systematic about it. Within each were separate elements.

Social Networks 174

Social Networks Organization Communities of Practice Social Network 174

Clark Quinn

OCTOBER 16, 2013

What would an effective L&D unit be doing, and what would the employee/manager/exec experience be? I see employees experiencing less ‘training’ As I’ve said, effective training is expensive when done properly, and should be used only when significant skill shifts are needed.

Change 173

Change Performance Support Diversity Training Communities of Practice 173

ID Reflections

JUNE 29, 2014

The impact of technology, globalization, ubiquitous connectivity, remote work and distributed work teams, and economy of individuals to name a few drivers have changed the face of workplace learning and performance dramatically. Refer to Ross Dawson’s The Future of Work for a detailed overview.

Roles 167

Roles Social Media OER Performance Support 167

CLO Magazine

OCTOBER 23, 2012

Former Thomson Reuters CLO Charles Jennings highlights the 70:20:10 framework for thinking about organizational learning: 10 percent of what we need to know to do our jobs comes from courses, 20 percent from mentoring or coaching, and 70 percent is learned on the job through independent initiative.

Performance Support 72

Performance Support Performance Suite Mentoring 72

Performance Learning Productivity

JANUARY 3, 2013

The key point for HR, Talent and L&D professionals is that training is only appropriate in Simple and Complicated systems where cause and effect relationships exist, are discoverable, predictable and repeatable. Training focuses on efficiency – Development focuses on effectiveness 14. Clark’s diagram here gives a clear view.

Solution 196

Solution Compliance Training Training Train 196