Clark Quinn
APRIL 18, 2011
If they’re not producing good output, they either need to develop the person or replace them, which indirectly affects the product. However, this isn’t new for mentors as well: they want their charges to do well, but the most they can do is influence the performer to the best of their ability.
Clark Quinn
NOVEMBER 5, 2013
For execution, we have training, performance support, performance coaching, assistance from others by cooperating, and self-designed or acquired support as part of personal knowledge management (PKM). Elements of those components fall variously under formal, performance focus, or eCommunity.
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ID Reflections
JANUARY 28, 2015
The four topics we are planning to deep dive into in the first two weeks are: a) Networked learning, b) Personal Learning Networks, c) MOOCs, and d) Communities of Inquiry. I would also like to emphasize that PLN is intricately linked to one''s personal knowledge management (PKM) capabilities.
Clark Quinn
NOVEMBER 13, 2018
Not just because it’s personally empowering, but because it can and should be organizationally empowering. Harold Jarche’s PKM is a good start, talking about seek > sense > share. But learning is, at core, about mentored practice. I’m an advocate of meta-learning, that is: learning to learn.
Jane Hart
APRIL 20, 2012
So just as some IT departments have realised the futility of banning personal devices in the workplace and are now beginning to adopt BYOD (Bring Your Own Device) strategies, L&D departments might also want to adopt a BYOL (Bring Your Own Learning) strategy and embrace all the learning that is taking place outside of training.
ID Reflections
DECEMBER 28, 2014
Or will work itself subsume learning enabled by a transformed L&D / facilitators / coaches / mentors and the "right" organizational culture? 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. Social is NOT a set of tools.
Performance Learning Productivity
JUNE 24, 2013
It’s also important because the 70:20:10 framework provides a way to integrate currently disparate development activities – such as leadership programmes, informal coaching and mentoring, and the extraction of learning from work through conversations, communities, sharing, reflective practice and other actions.
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