Detailing the Coherent Organization

Clark Quinn

I had, as Harold’s original model provided the basis for, separate groups for Work Teams, Communities of Practice, and Social Networks. In Work Teams, I had included: share problems, co-coach, assist, brainstorm effectively, continuous feedback, welcome contributions, learn from mistakes, align with mission, narrate work, champion diversity, and measure improvement. I ended up with the following diagram, which is very much a work in progress.

What does change(d) look like?

Clark Quinn

Employees would be tightly coupled to their work teams, and more loosely coupled to their communities of practice. Teams would be diverse and flexible, and group work would be the norm. Much curation would happen by individual in communities monitoring the larger network, individuals in teams bringing in relevant elements from their communities, and sharing back reflections and outcomes that inform the community while communities would share back to the larger network.

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The Role of the "New" Training Professional

OpenSesame

We also encounter employees who readily and actively participate in learning as part of collaborative efforts with team members. People are overwhelmed, or so it seems, with data and information; hundreds of TV channels, overflowing email inboxes, and updates via social networks competing for attention. People in all workplaces must work with others, collaborate effectively, and share knowledge and information.

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Role of L&D in the 21C Workplace

ID Reflections

The impact of technology, globalization, ubiquitous connectivity, remote work and distributed work teams, and economy of individuals to name a few drivers have changed the face of workplace learning and performance dramatically. Refer to Ross Dawson’s The Future of Work for a detailed overview. This is the world of work that L&D must support today. It is essential that the L&D team members develop the skills of building their own PLNs.

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Your next employee training techniques are on this list!(Part 2)

eFront

Hands-on learning (which can also be called as on-the-job-training), exposes the learner to real-life work scenarios. Employee training techniques like these make sure that learning is not limited to inside the classroom, but is also demonstrated (and assimilated) during work itself. Experiential learning applies the theories discussed and the competencies developed in the classroom to the actual work environment.

Do You Know How to Create an Actionable Learning Strategy?

CLO Magazine

Open social networks: Most learning takes place socially, through daily interactions with peers and others, outside of formal learning events. Work teams are the primary source of learning about norms, values and expectations. Leaders also can be valuable mentors and coaches. They need to know how profits are generated, how front-line employees interact with customers, how teams function in various parts of the organization and more.

Determinism, Best Practice, and the ‘Training Solution’

Charles Jennings

If we’re to learn from others we should be looking at good practice and novel practices that we can adopt and adapt and massage to work in our own specific context. The point I am making is that we certainly need to learn from others on a continual basis, but don’t assume that if we find something working well elsewhere all we need to do is to follow the same ‘recipe’ to get the same results. Best practice exists only in simple working environments.