From Learning Management to Personal Knowledge Management

Jane Hart

But in fact it has been clear for some time that many individuals are already taking responsibility for not only acquiring new knowledge and skills but for a wide range of activities for their continuous learning and professional development. Acquiring new knowledge and skills – e.g. in webinars, online workshops, MOOCs, and through videos and screencasts, etc. Here’s a short presentation by Harold Jarche that explains PKM and his Seek-Sense-Share PKM framework.

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. This includes areas of her expertise from the effectiveness of MOOCs in corporate learning to informal learning, collaboration, community management and organizational culture.

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Performance & Development

Clark Quinn

In thinking about L&D needs to shift to accommodate this new day and age, I started thinking from the perspective of why the term Learning & Development (let alone Training & Development) bothered me, and it’s because I believe we need to shift from thinking about learning to think about performance. Even learning & development isn’t enough; we need to focus on developing individual and team skills and contributions, but where does performance support fit?

Supporting workplace learning in the network era is more than delivering courses through a LMS

Jane Hart

Harold Jarche, in his recent post, Supporting workplace learning , uses a great little diagram to show that -. “It takes much more than courses delivered through a learning management system to support workplace learning in the network era.” ” Harold goes on to explain: “The basic building block, in my experience, is personal knowledge management. Reduce these barriers, and support PKM practices, and the organization will benefit.”

12 features of supporting social collaboration in the workplace

Jane Hart

I am often asked how to support social collaboration in the workplace. 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. 3 – helping people work and learn effectively in this networked era (and within a social business), by developing their own Personal Knowledge Management (PKM) skills.

Workplace Learning in a World “Beyond Automation”

Learnnovators

In another related HBR article with an interesting title, We Should Want Robots to Take Some Jobs , the writer makes a valid point: “ In the task-centered economy humans have no value beyond the tasks they perform. The key question we (as L&D/HR) need to think of is how are we going to support workplace learning to build such skills in the workforce? Communities foster collaboration and cooperation, exchange of diverse perspectives and creation of entirely new knowledge.

Social Learning Cannot Be A Bolt-On Strategy

Learnnovators

A truly social business encapsulates the necessary preconditions for social learning — transparent, supportive and collaborative. It’s a strategic approach to shaping a business culture, highly dependent upon executive leadership and corporate strategy, including business process design, risk management, leadership development, financial controls and use of business analytics.

Demystifying Working Out Loud

Learnnovators

It has helped me to develop my personal learning network (PLN) and enabled my PKM. A process to be mandated by management/supervisors/organizations with defined rules. The 9:00 am to 5:00 pm notion of work is all but vanishing, at least for the knowledge workers. The baby boomers are retiring taking their tacit knowledge and experience with them.

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

Charles Jennings

If you acknowledge that high performers usually build their capabilities through experience, through practice and through utilising a rich network of support rather than exclusively (or even mainly) through structured training and development away from the workplace, then you will immediately grasp the 70:20:10 concept. This vital part of any high performer’s arsenal sits firmly in the ‘20’ part of the framework They have on-the-job performance support at fingertips.

SOCIAL LEARNING CANNOT BE A BOLT-ON STRATEGY

Learnnovators

A truly social business encapsulates the necessary preconditions for social learning — transparent, supportive and collaborative. It’s a strategic approach to shaping a business culture, highly dependent upon executive leadership and corporate strategy, including business process design, risk management, leadership development, financial controls and use of business analytics.

Working Out Loud: Using the Tools We Already Have

Learnnovators

It might encompass the entire process one followed when managing client expectation or the approach one took to learn about sketch-noting and implement the learning. I have tried to combine a couple of blog posts into these presentations: L&D Re-imagined – 21st Century Workplace Learning and Community Management – Towards a Learning Organization.

Is it time for a BYOL (Bring Your Own Learning) strategy in your organization? #BYOL

Jane Hart

An increasing number of the workforce – smart, social, autonomous workers – are already doing their own thing and solving their own learning and performance problems much more quickly and more easily by using their own tools and devices. (In It will not be about designing personalised training nor managing people’s learning for them , but rather supporting their own personal learning strategies. So how can WE help you support a BYOL Strategy in the organisation?

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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.

What Makes a MOOC a MOOC?

ID Reflections

As a learning designer in the workplace learning and “performance” space, I encounter this query quite often —“how can we design learning/training programs for employees that are cheaper and yet more effective”—often enough to realize that corporates are desperately looking for a learning model / methodology / format that will enable new skill acquisition, just-in-time learning, and provide employees with the skills required to perform better. a focus on community management.

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Re-imagining Work & Learning in a Networked World

ID Reflections

Over the next two decades we can expect the knowledge of the world to be digitalised, with an exponential rise in user-generated content, "wise-crowd" application and open innovation applications." Managers and leaders have to don the hats of coaches and mentors for organizations to become learning organizations that adapt and move with the tide. L&D will transform organizations to become “social” organizations by facilitating PKM and community management.

Managing Learning?

Charles Jennings

Learning can only be managed by the individual in whose head the learning is occurring. Of course external factors – such as other people (especially your manager and your team), technology, prevailing culture, general ‘environmental’ factors, and a range of different elements – can support, facilitate, encourage, and help your learning occur faster, better, with greater impact and so on. But they can’t manage the learning process for you.

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Mentoring Results

Clark Quinn

Eileen Clegg from the Future of Talent Institute (and colleague, we co-wrote the Extremophiles chapter for Creating a Learning Culture ) pinged me the other day and asked about my thoughts on the intersection of: The new role of managers in the results-oriented work environment ( ROWE ). Expressed by my colleague was a concern that there was a conflict between&# (a) supporting someone’s learning and (b) being invested in the success of their work product&#.

The Top Six Things Organizations Must Do to Enable Emergent Learning

Learnnovators

This is leading to a shift in the role of the L&D department – from managers and disseminators of formally designed programs to facilitators and enablers of collaboration and communities. When fully realized and supported, emergent learning provides autonomy, mastery and purpose to learners and agility, adaptability and resilience to organizations. It is in communities that knowledge is exchanged and challenges solved.

eLearning Innovation 2010 – Top 30

Tony Karrer

I tend to work on things that are a bit leading edge like Data Driven performance solutions or eLearning Startups or the next great idea that someone has. Google Buzz , Google Wave and PKM PKM stands for Personal Knowledge Management, which is a definite passion of mine (see Work Literacy and Social Media for Knowledge Workers ). Do you remember when you couldn’t do video because the network didn’t support it?

The differences between learning in an e-business and learning in a social business

Jane Hart

knowledge sharing. Management. Frequently misunderstood as “learning in informal ways”, eg by use of informational rather than instructional resources, or when formal/managed learning takes place outside a classroom. Understands that the natural, continuous learning that accounts for the majority of learning takes place in the workflow – and is to be encouraged, fostered, supported and shared. Supporting autonomy. Teams and groups encouraged and supported.

THE CHANGING FACE OF WORK AND WORKPLACE LEARNING

Learnnovators

On March 1, 2011, IBM announced the IBM SmartCloud framework to support Smarter Planet.” – Wikipedia. Each member will bring their expertise to bear and share their knowledge and experiences. What will emerge is a network of diverse and connected workers skilled at PKM learning together to develop skills they can apply to their work. L&D will have to don the hat of community managers and become learners. I am not the kind to crystal gaze.

IBM 100

Learning Resolutions: Promises Can't Take a Punch

OpenSesame

They can come from traffic jams, they can come from unresponsive software, but ultimately I think we invite them through our poor decisions in communication, time management, and task management to name a few. To support this effort, I am doing a better job of calendaring my commitments. Posting information about L&D is not going to help my project managers, but helping them to become better curators is.

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Top 68 eLearning Posts from April - Hot Topics iPad Google Buzz

eLearning Learning Posts

Community members should be able to perform one or more of the five roles described in the table that follows. Five Barriers to Effective Learning in Organisations - Performance Learning Productivity , April 7, 2010 Very few of us would argue with the proposition that a lot of organisational learning and development activity is sub-optimal to the extent that it provides little value to participants and their organisations. How do you get them to share their knowledge?

Hot Topics in eLearning for 2009

eLearning Learning Posts

Sense-making with PKM , March 12, 2009. While I still find it a bit clumsy, the potential is there for new kinds of interfaces that will support powerful new models for social learning. makes it more and more clear that there’s going to be an increasing opportunity to support learning and performance using these devices. Learning Management System (319). Rapid Learning Management Systems , October 20, 2009. The Community Manager , March 9, 2009.

2012?s Top articles on Working Smarter

Jay Cross

Emerging new roles for learning and performance professionals JANE HART | SUNDAY, NOVEMBER 18, 2012. From Learning Management to Personal Knowledge Management JANE HART | SATURDAY, AUGUST 11, 2012. PKM as pre-curation HAROLD JARCHE | THURSDAY, JULY 12, 2012. The Rise of Vendor Relationship Management JOHN HAGEL | FRIDAY, JUNE 29, 2012. Supporting the Social Workplace Learning Continuum JANE HART | MONDAY, JUNE 4, 2012.

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