Detailing the Coherent Organization

Clark Quinn

I had, as Harold’s original model provided the basis for, separate groups for Work Teams, Communities of Practice, and Social Networks. In Work Teams, I had included: share problems, co-coach, assist, brainstorm effectively, continuous feedback, welcome contributions, learn from mistakes, align with mission, narrate work, champion diversity, and measure improvement.

Aligning coherency

Clark Quinn

In thinking about the coherent organization , a couple of realizations occurred to me. For one, those work teams can be at any level. There will be work teams at the level that the work gets done, but there’ll also be work teams at the management and even executive levels. Similarly, there are communities of practice at all these levels as well.

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Coherent Implications

Clark Quinn

One of the things to do with models is use them as the basis to explain and predict. And right now I’m working with the Coherent Organization model and looking at the implications for decisions. There are three layers: work teams composed of members from different communities of practice, that are connected outward to broader social networks. And of course they should share their learnings back with the community.

Symbiosis

Clark Quinn

One of the themes I’ve been strumming in presentations is one where we complement what we do well with tools that do well the things we don’t. A colleague reminded me that JCR Licklider wrote of this decades ago (and I’ve similarly followed the premise from the writings of Vannevar Bush, Doug Engelbart, and Don Norman, among others). Of course, this is only in the case of known problems, the ‘optimal execution’ phase of organizational learning.

What does change(d) look like?

Clark Quinn

Employees would be tightly coupled to their work teams, and more loosely coupled to their communities of practice. Teams would be diverse and flexible, and group work would be the norm. This is the vision of the Coherent Organization. They’d be looking to share the vision of goals and rationale, and then supporting performance aligned towards this goal. In an post this past spring, I opined that we do have to change.

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Starting from scratch

Clark Quinn

From a conversation with my ITA colleagues, talking about the (self-imposed) death of L&D that Charles wrote about, Jane wondered what we might do if we were starting from scratch. I decided to take this on, thinking about an org that was already in operation, with it’s goals, processes, and practices, and what I might do if I were to come in and get it going (with the support of the executive team to do what I thought was right).

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.

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Using SharePoint

Tony Karrer

SharePoint is so flexible and the documentation for it is so big and diverse, that a big part of my goals have been to understand the different ways that training organizations are using SharePoint. I've had conversations with several of these folks in more detail and with a few others. In this post, I wanted to capture some of the patterns of use of SharePoint that seem to be emerging. Examples , most all of these could have been supported through SharePoint.

The Coherent Organization

Jay Cross

Marked by an orderly, logical, and aesthetically consistent relation of parts: a coherent essay. Physics Of, relating to, or having waves with similar direction, amplitude, and phase that are capable of exhibiting interference. While I’ll focus on interchanges among Harold Jarche, Clark Quinn, and myself, as with everything at the Internet Time Alliance , the discussion bears the fingerprints of Charles Jennings, Jane Hart, and Paul Simbeck-Hampson as well.

Why your Enterprise Social Network is your most valuable social learning platform

Jane Hart

This is the article I wrote for the January edition of Inside Learning Technologies magazine. Social learning is a natural everyday phenomenon; simply put, we learn from our colleagues as we work with them. But an ESN also provides an ideal technological environment to host more formal social learning activities – in this way individuals can learn with and from one another in the very same way (and platform) that they do for working.

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. Working and learning in Stages 1-4 is based upon a Taylorist , industrial age mindset. Similarly e-learning was also about automating traditional training practices. Collaborative Working & Learning. Mix of face-to-face/.

10 most popular posts of 2012

Jay Cross

He thinks we’re all sales people, even though a lot of us are engaged in “non-sales selling.” Instructors, lawyers, doctors, bankers, and you and I spend a lot of time persuading, influencing, and convincing others to do something even though it doesn’t ring the cash register. The science is still evolving, but we believe that sitting is harmful in itself ,” says Dr. Toni Yancey, a professor of health services at the University of California, Los Angeles.

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Building a Performance Ecosystem

CLO Magazine

By combining the power of the human brain with technology in a way that facilitates work, collaboration and communication, leaders can turn learning into multifaceted performance support. Things are moving faster, and organizations have to be more nimble, responding to changes in their audiences, competitors and the context of work. Lots of the opportunities to improve come through the network, through the people we learn with and from.

Why Content Curation Should be in Your Skillset

Jay Cross

It can save millions, reduce frustration, and boost the velocity of information in your organization. You expect the curator of an art gallery to know the collection and to: search out the best items. They have the same job but instead of paintings, deal with digital artifacts such as: blog posts and Tweets. Instead of satisfying art lovers, corporate curation saves enormous amounts of time, keeps teams on the same page, and equips everyone with the latest insights.

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Determinism, Best Practice, and the ‘Training Solution’

Charles Jennings

Determinism is the philosophical idea that every event, including every human decision and action, is the inevitable result of preceding actions and that, given certain conditions, there is only one outcome. Deterministic views of the world assume everything is a jigsaw puzzle rather then a chess game and that for every problem there is a single solution. Although determinism is part of our world, we shouldn’t assume that its principles can be applied everywhere.

Global digital tribe

Learning with 'e's

If you are immersed in technology mediated communication, there are no apparent barriers to membership of your community of practice. It is your virtual community. It is tribal because the global online community exhibits many of the characteristics of traditional, territorial tribal practice. Whether or not we realise it, if we regularly use social media, we are members of the world wide digital tribe.