Personal Learning Knowledge Work Environment

Tony Karrer

What sparks this post is the combination of a recent post by Stephen Downes that includes a brief exchange with Jay Cross in the comments and some interesting discussions in the Enterprise 2.0 world that included a post by Bill Ives - Managing Personal Knowledge: Setting a Foundation for Transformation? In it, he points out that a stepping stone to Enterprise 2.0 Learning-Knowledge-Work - they really are the same and I need to do them all at once.

LearnTrends 2009 – Free Online Conference

Tony Karrer

We will bring together people who look at different aspects of learning and knowledge work to understand better what's going on in those areas and how we should be thinking about this holistically. I'm particularly looking forward to discussions of how: Enterprise 2.0 Communities and Networks Knowledge Management Corporate Libraries Talent Management come together to form a cohesive picture. Send an email to your work colleagues to let them know.

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Free Online Conference: LearnTrends 2009

eLearning Weekly

We will bring together people who look at different aspects of learning and knowledge work to understand better what’s going on in those areas and how we should be thinking about this holistically. I’m particularly looking forward to discussions of how: Enterprise 2.0. Knowledge Management. Talent Management. What should L&D managers be doing relative to these related efforts?

Workplace Learning Professionals Next Job - Management Consultant

Tony Karrer

But there was another significant trend in the answers… Learning and Work Converge In a world where Knowledge Work and Learning is Inseparable , finding ways to support and improve work is the same as finding ways to support and improve learning. Jay Cross in Ten Years After puts it: In a knowledge society, learning is the work. Who in an organization is responsible for supporting and improving work? Isn't that the definition of management.

Working Smarter eFieldbook $12

Jay Cross

Working smarter is the key to sustainability and continuous improvement. Knowledge work and learning to work smarter are becoming indistinguishable. The accelerating rate of change in business forces everyone in every organization to make a choice: learn while you work or become obsolete. The infrastructure for working smarter is called a workscape. It’s not a separate function so much as another way of looking at how we organize work.

Lotus 54