How to Achieve an Organizational Learning Goal

The Performance Improvement Blog

You can apply these same principles to organizational learning goals. For individuals, teams, and whole organizations to achieve their learning goals, they need to develop supportive processes and relationships. And it’s not enough to select a method for learning.

LearnTrends: Reinventing Organizational Learning

Experiencing eLearning

These are my live blogged notes from Jay Cross & Clark Quinn’s LearnTrends session on Reinventing Organizational Learning. Article they wrote for CLO mag: “Become a Chief Meta-Learning Officer&#. If you don’t know the solution & need to network/collaborate to find it, that’s learning. Internet Learning Alliance: They were all working independently, decided to work together and practice what they preach. improve learning process.

Why Management Needs to Change

The Performance Improvement Blog

Your primary responsibility is to lead people into a 21st-century knowledge economy that supports and sustains learning over everything else. Learning is the critical differentiator in the knowledge economy. How you manage that learning is the new competitive advantage. Hutton talks, people listen”—was replaced by several technology-based brokerage houses that understood that investors wanted to disintermediate from brokers and manage their own stock portfolios.

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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. Here''s a list of related posts on learning in a networked world. A PLN is an enabler of such learning.

Reprise: Do You Have a Learning Culture? (Part Two)

The Performance Improvement Blog

In "Part One" of this post, I presented some situations in which espoused values (not necessarily values in use) play a role and examples of instinctive reactions that indicate either the presence or absence of a learning culture. . What did you learn from trying to build the app?

Why Learn?

The Performance Improvement Blog

Why should you keep on learning? You get a regular paycheck, and, if you’re lucky, have a long-term contract and stock options. Other than your supplier’s new products and services, what is there left to learn? Learning and work have merged.

Sahana Chattopadhyay – Crystal Balling with Learnnovators

Learnnovators

ABOUT SAHANA CHATTOPADHYAY (Social Learning & Collaboration Strategist, Performance Consultant Exploring Emergent Learning, Blogger). Her passion is to help organizations become learning organizations through social and collaborative learning.

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Emergent Workplaces: Learning In The Networked World

Learnnovators

A recent, very brief conversation with @krishashok triggered a few thoughts related to emergent workplaces and what learning in the networked world will look like. It takes a relational stance in which learning takes place both in relation to others and in relation to learning resources.”

Do You Have a Learning Culture? (Part Two)

The Performance Improvement Blog

In "Part One" of this post, I presented some situations in which espoused values (not necessarily values in use) play a role and examples of instinctive reactions that indicate either the presence or absence of a learning culture. . What did you learn from trying to build the app?

The Next Big Thing: Big Data

The Performance Improvement Blog

But as with any fast moving bandwagon, it’s good to get off once in a while and take stock of the direction in which you are going. It continues with learning from the analysis (knowledge) followed by generating the insights and wisdom needed to sustain change.

Culture Eats Strategy

The Performance Improvement Blog

Ford signals willingness to change to boost stock price ( USA Today ). If these companies are making these changes to compete in today’s market, or cut costs now, or boost their stock price tomorrow, they are likely to be sadly disappointed in long-term results. Strategy is important, but given the kind of transformation that must happen in preparation for the future, creating an organization that fundamentally changes the way people are managed and learn must be the focus.

Measure what’s important

Jay Cross

Mechanically, intellectual capital is a company’s market capitalization (its value on the stock market) less its book value (the value reported on its balance sheet). Just Jay Metrics of organizational learning

Return on Intangibles

Jay Cross

This article appears in the October 2013 issue of Chief Learning Officer. Understanding learning’s value depends on measuring what can’t be touched. . Mechanically, intellectual capital is a company’s market capitalization (its value on the stock market) less its book value (the value reported on its balance sheet). Because they’ve learned a narrow view of Return on Investment, namely ROI as seen through the eyes of a bank loan officer.

How to Replace Top-Down Training with Collaborative Learning (4)

Jay Cross

How ready are you to tackle Big L Learning? Our people are learning and growing fast enough to keep up with the future. ? We learn something from every interaction with a customer. ? Hierarchical organizations micromanage: they tell people what to learn.

Intangibles matter

Jay Cross

This idea of increased autonomy is supported in an article by Rex Davenport where he highlights a recent interview with Jay Cross in Learning Executives Briefing. When learning is pushed on people—people resent it.”. In the past 40 years the value of the stock market has gone from 80 percent tangibles to almost the opposite, 80 percent intangibles. Tags: Metrics of organizational learning Leadership, Intangibles, and Talent Review.

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Tin Can API & the Future of E-Learning

Learnnovators

“One small step for e-learning technology, One giant leap for the e-learning industry.” Tin Can API (or ‘Experience API’) is one of the most extensively discussed technical topics amongst learning professionals all over the world today.

6 Ways to Use Micro-Learning in Your Organization

Origin Learning

Micro-Learning is a term gaining widespread popularity, especially in the world of corporate training. A lot of organizations are now looking at ways to replace or support instructor-led training with eLearning and mobile learning because of the huge flexibility that comes with them.

Scalable Learning in the 21C Workplace

ID Reflections

With the intention to write regularly again… Wicked problems and their role in organizational learning have always fascinated me…so here are some more thoughts on the same topic. I wrote about this almost three years back in my post Wicked Problems, Complexity and Learning. And to scale and survive, organizations must facilitate scalable learning. A set of fixed skills and a stock of knowledge no longer suffice in the workplace today. Back after a long break!

Guest Post: Three Learning Essentials In 2016

OpenSesame

Stock in S&P 500 companies which was held an average of 60 years in the 1960s in now held for less than 20 years. A new world of learning. Just click to register for Three Learning Essentials in 2016. He has been chairman of the Learning and Performance Institute since 2010.

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Free e-Learning books

eFront

> If you have read any of the following books I will highly appreciate if you share your opinion with the e-Learning community. => Here at CU Online, we believe in the power of online learning. Dunlap Learning 2.0 e-Learning Practices - Editor: Prof. Learning 2.0

Revamping 70-20-10

CLO Magazine

There is a core set of frameworks that support the way organizational learning and development is conducted. The world of mobile and social learning and Google, however, requires new measures. At its core, the model states that learning occurs primarily from on-the-job experiences (70 percent), followed by learning from others (20 percent) and, finally, from formal courses (10 percent). Development occurs in a learning zone, not a comfort zone.

The 70:20:10 Model – Today, Tomorrow & Beyond

Learnnovators

ABOUT CHARLES JENNINGS (Managing Director, Duntroon Associates): Charles Jennings is a leading thinker, practitioner and consultant in the areas of performance improvement, change management, and learning. From 2002 until the end of 2008, Charles was the Chief Learning Officer for Reuters and Thomson Reuters where he had responsibility for developing the global learning and performance strategy and leading the learning organisation for the firm’s 55,000 workforce.