Enterprise Community Management: “joining up” learning and working

Jane Hart

For some time now I’ve sensed a split in the learning profession in terms of recognising the value and importance of self-managed learning as it takes place in the flow of daily work. they have designed, delivered, tracked and managed the whole process), then it is of little relevance or consequence to the L&D department, and view self-organised team learning as a “work” activity, and hence the sole responsibility of line managers.

The Changing Face of Work and Workplace Learning

ID Reflections

Now that my disclaimers are in place, let me explain the premise of the post title and what I intend to discuss in this post. I am not doing (at least trying not to) today what I did five years back--not only in terms of professional and personal growth but with respect to the demands of the time. Technology has brought about unprecedented changes at a pace that is challenging all notions of flexibility and adaptability. I am not the kind to crystal gaze.

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Role of L&D in the 21C Workplace

ID Reflections

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. The more of the same task they performed, the more efficient they became. Economy of scale was achieved. This is the world of work that L&D must support today.

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Exploring Social Learning and Smarter Working (eLearning Guild Webinar) #inttime

Learning Visions

These are my live blogged notes from today’s eLearning Guild Webinars with members of the Internet Time Alliance (ITA): Harold Jarche, Charles Jennings, Clark Quinn, Jane Hart, Jay Cross Exploring Social Learning and Smarter Working The questions for the session were sourced from the crowd. More of our work is in “exception handling” – not doing stuff we’ve done before. How can we sell the idea of social learning to skeptical managers? Moderate social communities.

LearnTrends: Extending Learning to the Edges of Organizations

Experiencing eLearning

Live blogged notes from Extending Learning to the Edges of Organizations with Charles Jennings & Andy McGovern. Official description: Thomson Reuters meets the challenge of supporting the learning and development of its employees across the world through the innovative use of technology and a strategy based on the 70:20:10 model. Aspects of learning. Practice. Hands on practice with actual tools, but in a safe environment.

The Changing Face of Work and Workplace Learning

Learnnovators

Now that my disclaimers are in place, let me explain the premise of the post title and what I intend to discuss in this post. I am not doing (at least trying not to) today what I did five years back–not only in terms of professional and personal growth but with respect to the demands of the time. Technology has brought about unprecedented changes at a pace that is challenging all notions of flexibility and adaptability. I am not the kind to crystal gaze.

Integrating Social Learning in the Workplace

ID Reflections

I have been writing about social learning and its related concepts – communities of practices , working out loud and skills for the networked world for quite some time now. Social learning has become a buzzword in the workplace learning space, and every other organization is claiming to have “social learning” as a part of the mix. It has to be integrated into the culture and the organizational way of working and being. Best practices no longer suffice.

The differences between learning in an e-business and learning in a social business

Jane Hart

In my recent webinar I shared a slide that showed the 5 stages of workplace learning. This has attracted a lot of interest, and I’ve been asked to talk more about the differences between “learning” in Stages 1-4 and Stage 5. Although the advent of e-technology in the late 1990s changed businesses into e-businesses, this was essentially about automating existing business thinking and practices. Mix of face-to-face/. Primary model of learning: instructional.

Learning Decathlons, Circles and Other Conversations at Accenture

CLO Magazine

Rahul Varma, chief learning officer at Accenture, took time to discuss how the global management consulting, technology services and outsourcing company designs and manages its social learning conversations. We want participants in our learning courses to help drive collaboration themselves, and to do this, we spend time defining the theme and basic flow of a conversation and have seed questions to drive our learning courses in a particular direction.

Integrating Social Learning In The Workplace

Learnnovators

I have been writing about social learning and its related concepts – communities of practices , working out loud and skills for the networked world for quite some time now. Social learning has become a buzzword in the workplace learning space, and every other organization is claiming to have “social learning” as a part of the mix. It has to be integrated into the culture and the organizational way of working and being. Best practices no longer suffice.

Summarizing Learn for Yourself

Jay Cross

I just copied a rough draft of my new book, Learn For Yourself , into a free summarizer. It’s all a matter of learning, but it’s not the sort of learning that is the province of training departments, workshops, and classrooms. Most of what we learn, we learn by interacting with others. Sharing is an act of learning and can be considered your responsibility for the greater social learning contract.

INTEGRATING SOCIAL LEARNING IN THE WORKPLACE

Learnnovators

I have been writing about social learning and its related concepts – communities of practices , working out loud and skills for the networked world for quite some time now. Social learning has become a buzzword in the workplace learning space, and every other organization is claiming to have “social learning” as a part of the mix. It has to be integrated into the culture and the organizational way of working and being. Best practices no longer suffice.

Role of a Learning Consultant: Insightful discussion imported from LinkedIn

ID Reflections

I am copying a discussion we have been having on LinkedIn as a part of the Training&Development group. The discussion that evolved has been one of the most insightful for me and I thought it should be shared with those who may not at present be a part of the T&D group on LinkedIn. What are some of the primary and secondary functions that a business expects from a learning consultant? 2) Understand the parameters of performance analysis.(KPI's

Technical Knowledge and Practical Knowledge

Jay Cross

Brooks separates knowledge into technical knowledge and practical knowledge. These are basics like statistics or fundamentals of biology. Practical Knowledge is about being rather than knowing. You can pick it up from your communities of practice. Examples of Practice Knowledge abound in Sheryl Sandberg’s recent book, “Lean In.” ” For most of us, the answer is “Not the best place to master Practical Knowledge for the workplace.”

Top 10 eLearning Predictions 2011 #LCBQ

Tony Karrer

Lots of discussion and debate around interesting questions for eLearning professionals. We would welcome lots of discussion. Situated learning (learning within context in a community of practice) grows thanks to augmented mobile reality. Of course, you can’t look at learning in 2011 without mentioning mobile learning. Analytics will be the buzzphrase of the year. Mobile learning development for tablets will become one of these sub-disciplines.

Informal Learning – the other 80%

Jay Cross

I’ll be leading a series of master classes on informal learning and working smarter in Europe. It’s all a matter of learning, but it’s not the sort of learning that is the province of training departments, workshops, and classrooms. Most people in training programs learn only a little of the right stuff, are fuzzy about how to apply what they’ve learned, and never address who are the right people to know. Achieving balance requires a scale of measurement.

What About the Future?

Jay Cross

Most CLOs I talk with are so busy taking care of today’s business that they spend little time preparing for the future. Short-term thinking is good for responding to incremental change, but deciding things one step at a time doesn’t prepare you to thrive in a world of systemic, wholesale change. Rather, they provide alternative views of the future. At Online Educa, some of us used the scenarios to reflect on what we were hearing from speakers and the grapevine.

Informal Learning 2.0

Jay Cross

In the world of business, the era of networks is crowding out the Industrial Age. Networks reduce transfer costs to zero, enabling companies to focus on what they do best while outsourcing what others can do better. In sum, networks are ushering in new ways of doing business. Such an approach fails in the face of rampant change. Workers become problem solvers and innovators instead of cogs in the machine. Effectiveness – Jay Cross.

Through the Workscape Looking Glass

Jay Cross

It’s the biggest frame of the big picture. 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. The problem is that the learning processes are haphazard, often a paving of the cow paths. Scope of the habitat.

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Learning and KM: Separated at birth?

Jay Cross

Looking through the program, I’m delighted to see that many of the sessions could easily play at DevLearn and vice-versa. Andrew McAfee , Principal Research Scientist , Center for Digital Business – MIT Sloan School of Management and Author, Enterprise 2.0. He shares strategies, stories, and real-world examples of successful enterprise collaboration using 2.0 An unexpected surprise has been the enthusiastic adoption of the wiki by even the least Web 2.0

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Decisions, decisions. Business decisions.

Jay Cross

Jay Cross examines decision making on learning at work, and gives the lie to some myths about the use of business metrics. To “earn a seat at the table” where the business managers sit, you must: Speak the language of business. Behave like an officer of the corporation. It is equally vital to understand that different officers of your corporation will approach decisions about learning in very different ways depending on their circumstances. THE ENVIRONMENT OF BUSINESS.

LearnTrends: Backchannel

Jay Cross

The back channel becomes part of the overall message. Moderator (Harold Jarche): traditional training & education has driven much of our self-direction and creativity out of us - need to relearn. Moderator (Clark Quinn): we're the people who've retained our love of learning despite our education. kelly_smith01: Reminds me a bit of Rummler. Jenna Papakalos: Communities of practice belong to training. kelly_smith01: wisdom of crowds.

Notes from DevLearn and the Adobe Learning Summit

Steve Howard

Following is a largely unedited version of conference notes that I have just distributed internally where I work. As a blog post it’s probably pretty crap – too long, too much scrolling, but as a record of the event, and a method for me to retain my learning, it is just dandy, thank you. Hopefully you, my brave reader, can get similar value from my scribblings, but I make no apology for the size or the content of this blog post. “4 out of 5 Doctors agree.

4 Phrases to Describe DevLearn 2016

Web Courseworks

I’ve been attending eLearning Guild conferences since the community of practice’s inception around 2008. It has been fun watching company name changes and the growth of companies serving this nascent industry. Watching the growing number of hard working practitioner s who utilize vendor software and services has been especially enjoyable. 2016 marks the first year where booths of Totara Partners and Moodle Partners dominated (I counted at least eight).