Organizational Learning Tools

The Performance Improvement Blog

What are the tools of organizational learning? As I’ve stated in a previous blog post , a high performing organization needs a comprehensive approach to learning and a set of tools to facilitate learning. A training program, or an educational event, or even a CEO’s speech about the importance of learning is not enough. These categories of learners and tools translate into a four by three matrix of learners and learning tools.

Organizational Learning Engineering

Clark Quinn

Organizational learning processes – across L&D, Executive Development, Leadership Development, and more of the roles in HR and talent management – are largely still rooted in both industrial era models and myths. We see practices that don’t make sense, and we’re not aligned with what we now know about how we think, work, and learn. And this is a problem for organizational success.

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How to Achieve an Organizational Learning Goal

The Performance Improvement Blog

You can apply these same principles to organizational learning goals. For individuals, teams, and whole organizations to achieve their learning goals, they need to develop supportive processes and relationships. And it’s not enough to select a method for learning. To apply and sustain that learning, you must also establish processes and relationships that support learning and application of that learning.

LearnTrends: Reinventing Organizational Learning

Experiencing eLearning

These are my live blogged notes from Jay Cross & Clark Quinn’s LearnTrends session on Reinventing Organizational Learning. Article they wrote for CLO mag: “Become a Chief Meta-Learning Officer&#. If you don’t know the solution & need to network/collaborate to find it, that’s learning. Internet Learning Alliance: They were all working independently, decided to work together and practice what they preach. improve learning process.

Uberizing Organizational Learning – Thinking Beyond Courses

ID Reflections

We have to think agile, instant, accessible, contextual, micro-sized, real time… We need to uberize organizational learning. Uberization ” has taken off as the new term that according to me has come to stand for – disruption, innovation, lean operating model, harnessing of the affordances of the sharing economy, and a hyper-connected world driven by imagination and creativity where everything is a mobile-click away – including learning. Learning is no exception.

Organizational Learning Is A Social Act

CLO Magazine

We make many assumptions about organizational learning. On the surface we seem to know what organizational learning is: People attend programs or complete e-learning modules, they learn something new and they somehow become better. But this approach doesn’t represent how people in organizations actually learn. Hence we see massive failures across the board in the effectiveness of organizational learning.

Keep Growing Your Organizational Learning Pyramid

CLO Magazine

An Inclusive Learning Growth Pyramid. Some organizations provide myriad opportunities for learning at different levels of the organizational pyramid. An inclusive learning pyramid would help employees at every level to learn the relevant skills and grow to the next level. Careers are no longer narrowly defined by jobs and skills but through experiences and learning agility.”. Onboarding forms the base of the inclusive learning growth pyramid.

Manager's Role in Learning and Performance Improvement

The Performance Improvement Blog

What should be a manager’s role in employee learning? In answering this question, the first thing managers have to understand is that continuous learning is the modus operandi for all high performance organizations. Individual, team, and enterprise performance can’t improve without learning. Learning isn’t in addition to a manager’s job; it IS a manager’s job. An engineer in a prototype department of a manufacturer learns how to operate a 3D printer.

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Essentials of Developing an Organizational Learning Culture

The Performance Improvement Blog

Are employees constantly looking for more opportunities to learn and grow both in your company and in other organizations? Are you not getting the impact on organizational performance that you would like from current training programs? Are project teams as effective as they need to be at planning, decision-making, problem-solving, collaborating, and getting results?

Why Continued Organizational Learning is Critical to your Performance and Culture

WalkMe Training Station

The first article was “ How ‘Learning Organizations’ Beat Natural Selection” . Organizational learning allows for teams to learn exactly what is relevant to their specific tasks and specialties while other information they do not need is given to the individuals and teams that need it, with some Venn overlap between for cooperation. In other words, how can organizations create a business culture that encourages learning and development?

Performance Reviews Are Bad for Learning

The Performance Improvement Blog

A survey of SHRM members conducted in August indicates that although most organizations say that a performance management system is important to them, few think that their companies are doing a good job managing performance. Given that having annual and semi-annual formal performance reviews is a key aspect of performance management in nearly all of these organizations, it’s no wonder that HR leaders don’t rate their organizations highly in this regard.

Learning and Performance Improvement in 2013

The Performance Improvement Blog

Charles Jennings offers this picture for the year: A confluence of technology and improved connectivity, increasing pressures for rapid solutions and better customer service, and demands for higher performance, will force the hands of many HRDs and CLOs to refocus from models of ‘extended formal training’ to place technology-enabled, workplace-focused and leader-led development approaches at the core of their provision. Increasingly, workers will learn their jobs by doing their jobs.”

Re-thinking Learning and Performance from a Business Standpoint

ID Reflections

Yesterday, I wrote a post on Learning vs. Performance – the Dichotomy. It was more of a theoretical exposition on why learning doesn’t necessarily translate into performance, and delved into some of the psychological and behavioral aspects of the same. Why is it that learning and training don’t translate into performance? Why are employees still not performing as expected? What does matter – critically – is performance and the impact on business.

Rapid Performance Improvement: The Two-Minute Drill

The Performance Improvement Blog

Most organization change efforts fail because they lack clarity of focus, leadership, a sense of urgency, a solid plan, preparation, the right people, the right resources, execution and follow-through, measurement and feedback, and organizational learning. Longenecker in a workshop on “rapid performance improvement.” When effective, the goal is clear and everyone knows their roles.

Improving Communication in High Performance Organizations

The Performance Improvement Blog

My colleagues, Leslie Stambaugh and Jim Stilwell, and I have published an ebook to illustrate principles and best practices of effective communication in organizations. The communication problem bucket is very large, making it quite easy to pour most organizational concerns into it. Planning for Organizational Change. Building Support for Organizational Change. Organizational Transparency.

Workplace Learning: Developing Effective Teams

The E-Learning Curve

One of the key functions of the corporate learning environment must be to support the development of individual expertise to create effective team performance. Continue Reading → The post Workplace Learning: Developing Effective Teams appeared first on E-Learning Curve Blog.

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MOOCs and Performance Support

Your Training Edge

And when you start to actually look at the numbers, it becomes apparent that many traditional forms of instructor-led training are frankly not worth it: people forget 90 percent of what they learn sitting in a classroom, often by the time they walk out the door. A combination of knowledge transfer and performance support. Effective performance support is embedded (i.e., Let’s flip the whole dynamic learning and support ecosystem, not just the classroom. ”.

Laura Overton – Crystal Balling with Learnnovators

Learnnovators

Laura Overton is the Founder and Managing Director of Towards Maturity – a not for profit benchmark practice that provides independent research to help organisations deliver improved performance through learning innovation. Her work is based on 25+ years of practical experience in implementing technology enabled learning strategies for business advantage and is backed by her independent research. What are the completion rates of a typical online learning program?

No Time to Learn

The Performance Improvement Blog

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. Maybe there was a time when you could learn a set of skills in your youth and then build a career around those abilities. The only way to keep pace and maybe even get ahead of the curve is to keep learning.

Demystifying Working Out Loud

Learnnovators

In this post, I want to demystify working out loud and highlight the organizational as well as personal growth that accrues from the practice. I am a huge believer of the practice because I have experienced the effect first hand. It has helped me to develop my personal learning network (PLN) and enabled my PKM. Given this VUCA world, it is imperative for and incumbent on all of us to remain learning agile and relevant.

6 Steps To Creating Learning Ecosystems (And Why You Should Bother)

Learnnovators

70:20:10 has shone a spotlight on the limits of formal learning. In contrast, social and experiential learning continue to be veritable goldmines of productivity, placing learners at the centre of their story and demanding a major shift from Learning & Development professionals. Central to this cultural shift is the understanding that learning happens by learners, not to them. That’s where learning ecosystems come in.

This Is What I Believe About Learning in Organizations

The Performance Improvement Blog

The Purpose of Business is Learning. But none of this is possible without learning. At its core, any high performing organization is about learning; continually using new information to become smarter, better, and more effective. To survive and thrive today, industries need innovation which is essentially about learning. Companies must learn more deeply about their customers and markets. Training Is Not Learning. Work is No Longer Work .

Growing From Knowledge-Based to Performance-Driven Learning

mLevel

Over the last 20 years, I’ve worked closely with hundreds of Learning and Development (L&D) organizations. A consistent observation I’ve made is that the majority of learning deployed to organizations is purely knowledge-based. In fact, many L&D professionals I’ve worked with report that 70% to 85% of the learning they provide their organizations is designed to only build knowledge. So why does most learning fall into this category?

Using Different Rapid Authoring Tools To Deliver An Effective Learning Experience

G-Cube

Gone are the days when e-learning projects would take several weeks or months to be delivered. Unlike the traditional classroom approach, the effective use of authoring tools helps to reduce costs and time associated with training, thereby leading to engaging content delivery. Various authoring tools are used to create, edit, review and test e-learning courses to deliver a comprehensive learning experience. Improve performance. e-Learning Rapid Authoring Tools

Active and Passive Learning in Organizations

The Performance Improvement Blog

Many of the typical methods of learning in the workplace make the learner a passive recipient of knowledge and skills. In this role, employees (as individuals, teams, or the organization as a whole) receive feedback about what they are doing and how they are doing it and, through individual and collective reflection, learn how to make themselves, their teams, and the enterprise more effective. She includes: Company training (face-to-face workshops and e-learning).

Workplace Learning: Developing Effective Teams

The E-Learning Curve

One of the key functions of the corporate learning environment must be to support the development of individual expertise to create effective team performance. Workplace Learning: Developing Effective Teams is a post from: E-Learning Curve Blog.

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Deeper eLearning Design: Part 1 – The Starting Point: Good Objectives

Learnnovators

The goal of this series is to build upon good implementations of instructional design, and go deeper into the nuances of what makes learning that really works. For a learning experience design to be truly effective, it has to have a focus. That focus is the outcome that the learning experience is designed to achieve. So, the starting point of a learning design has to be the objective that will achieve the outcome.

Learning to be Great Organizations

The Performance Improvement Blog

In a previous post , I wrote about the importance of democratizing organizational learning. I argued that organizations need to be continuously learning for the purpose of improving performance and achieving business goals. And in another post I wrote that for this to happen, organizational leaders need tools. That is, they need methods for learning from the organization and for learning how to learn from the organization.

The State of Instructional Design

Tom Spiglanin

The conversation erupted on social media, as it has before, about the state of affairs in the field of Learning and Development, or L&D. We shifted to blended learning, with Brent Schlenker making the point that blended solutions are simply good solutions; there’s no need to give that solution a name. Shannon Tipton added, “We want to make this whole learning thing so difficult but it’s not.”

A Framework For Content Curation

Learnnovators

Surely we can put more design into our curation efforts so that the fruits of our labour are more efficient, meaningful, and effective…? As learning in the workplace inevitably informalises, the motivation of employees to drive their own development becomes increasingly pivotal to their performance. Essentially this means putting the topic into context for them, clarifying how it relates to their role, and explaining why they should bother learning it.

What Is Performance Support And Why Should You Use Performance Support Tools?

Adobe Captivate

The 70:20:10 model for Learning and Development clearly establishes the need for L&D teams to focus on informal learning. In this article, I outline the significance of Performance Support Tools (PSTs) and how they can boost learning. Why You Should Use Performance Support Tools. According to the 70:20:10 model for Learning and Development, we learn: 70% from on the job experiences (experiential learning).

Deeper eLearning Design: Part 2 – Practice Makes Perfect

Learnnovators

The goal of this series is to build upon good implementations of instructional design, and go deeper into the nuances of what makes learning really work. We started with objectives and we’ll continue on through concepts, examples, emotional elements, and putting it together, but here we’re talking about good practice for learning. The formal goals for learning are twofold: 1. Retention over time until the learning is needed, and.

Sahana Chattopadhyay – Crystal Balling with Learnnovators

Learnnovators

ABOUT SAHANA CHATTOPADHYAY (Social Learning & Collaboration Strategist, Performance Consultant Exploring Emergent Learning, Blogger). Sahana Chattopadhyay is a performance consultant and an L&D professional with 15 years of experience in the field of academia and organizational learning. Her passion is to help organizations become learning organizations through social and collaborative learning.

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MOOCs In Workplace Learning – Part 1: Some Points To Consider

Learnnovators

Having taken the world of higher education by storm (though not everyone will agree), MOOCs are all set to disrupt/re-invent workplace learning. Just as the advent of e-learning created a shift in training paradigms a couple of decades back, MOOCs are set to create another shift today. With the rise of MOOCs, we are also likely to see social, collaborative learning take root in organizations. MOOCs in Performance Support.

Deeper eLearning Design: Part 5 – Emotion

Learnnovators

The goal of this series is to build upon good implementations of instructional design, and go deeper into the nuances of what makes learning really work. Here we’re talking about the role of emotion in learning, and we’ll close by finally putting it all together. We want to shift from creating content to designing learning experiences. To start, we need to understand the effects of emotions on learning. Confidence: Confidence is another factor in learning.

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