The case for PKM

Clark Quinn

Apparently, an acquaintance challenged my colleague Harold Jarche’s Personal Knowledge Mastery (PKM) model. Well, I do argue people should be cautious about claims. So, I’ve talked about PKM before , but I want to elaborate. Here’s my take on the case for PKM.

PKM 152

Personal Learning Networks: For Ongoing Learning in a Connected World

ID Reflections

I have recently joined the open section of #MSLOC 430 - a graduate course in the Master''s Program in Learning and Organizational Change at Northwestern University. I would also like to emphasize that PLN is intricately linked to one''s personal knowledge management (PKM) capabilities.

Demystifying Working Out Loud

ID Reflections

In the post 5 Gifts for the HR Department , John Stepper describes working out loud as a “different kind of talent program” writing, “as more employees work out loud, more of their work is visible along with public feedback on it”.

PKM 216

Sahana Chattopadhyay – Crystal Balling with Learnnovators

Learnnovators

How successful do you think you have been in transforming your clients’ workplaces (including your present organization) to learning organizations? In the past, L&D‘s focus had been to design training programs based on defined learning needs, skill gaps and business goals.

PKM 206

Re-imagining Work & Learning in a Networked World

ID Reflections

Most of us do a retrospection of the year gone by, and a future-spection of the year to come. I thought I''d do the same from an L&D and workplace learning perspective. How do we as L&D tackle this? Will L&D as we know it continue to exist?

The Changing Nature of Workplace Learning

ID Reflections

So far, the role of L&D has been to identity existing skill gaps, design training programs to bridge the gaps, and get supervisors or the individuals concerned to nominate themselves for the training, attend the "requisite" training and get back to work and be efficient.

Change 234

The Changing Nature of Workplace Learning

Learnnovators

So far, the role of L&D has been to identity existing skill gaps, design training programs to bridge the gaps, and get supervisors or the individuals concerned to nominate themselves for the training, attend the “requisite” training and get back to work and be efficient.

Change 173

Demystifying Working Out Loud

Learnnovators

In the post “ 5 Gifts for the HR Department “, John Stepper describes working out loud as a “ different kind of talent program ” writing, “ as more employees work out loud, more of their work is visible along with public feedback on it ”.