Remove Effectiveness Remove Performance Remove PKM Remove Social Learning
article thumbnail

70:20:10 - A Framework for High Performance Development Practices

Performance Learning Productivity

They simply remind us of the facts above – that the majority of learning and development comes through experiential and social learning in the workplace (the ‘70’ and ‘20’) rather than through formal classes and courses (the ‘10’). Performance support comes in many forms.

article thumbnail

12 features of supporting social collaboration in the workplace

Jane Hart

1 – moving from a focus on organising and managing training (which includes e-learning and blended learning) FOR others, to helping individuals and teams address their OWN performance problems. Want to find out more about PKM, then the Personal Knowledge Management workshop runs through September.

Insiders

Sign Up for our Newsletter

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

article thumbnail

From Learning Management to Personal Knowledge Management

Jane Hart

Finding solutions to their own personal performance problems and/or improving their own productivity – through quick and easy access to on-demand resources and by constantly reviewing the tools in their personal toolkit. Here’s a short presentation by Harold Jarche that explains PKM and his Seek-Sense-Share PKM framework.

article thumbnail

The Future of Work and Learning 1: The Professional Ecosystem

Jane Hart

solve performance problems. A PES, therefore, lies at the very heart of Harold Jarche’s Personal Knowledge Mastery (PKM) process. a Personal Performance Support system – to help an individual find answers to learning and performance problems. do their job. communicate and collaborate with others.

PKM 100
article thumbnail

What Makes a MOOC a MOOC?

ID Reflections

Most organizations (hopefully) have accepted that learning is crucial to their strategy for growth and performance, and if done right, has a direct impact on the bottom line. However, the flipside is that training and other forms of structured, top down learning—the pillars of organizational learning so far—are tottering.

PKM 157
article thumbnail

Re-imagining Work & Learning in a Networked World

ID Reflections

Will we still continue to speak about learning as an activity to be undertaken in order to be effective at work? Or will work itself subsume learning enabled by a transformed L&D / facilitators / coaches / mentors and the "right" organizational culture? How do we as L&D tackle this?

Network 202
article thumbnail

The key to informal learning is autonomy

Jane Hart

Jay Cross, the author of the 2007 seminal book, Informal Learning, Rediscovering the Natural Pathways that Inspire Innovation and Performance , recently wrote a blog post in which he explained that although there has been a lot of talk about “informal learning” in the last five years, there has been very little action.