Jane Hart
APRIL 24, 2012
Whereas most people are concerning themselves with the new social and collaboration technologies, or how to get people to collaborate, for me the key to successful social learning is how the individual engages in his/her networks and contributes what s/he has learned or is learning along the way.
Jane Hart
APRIL 20, 2012
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 The PKM framework is based on eight years of practical research and use.
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Jane Hart
MAY 8, 2016
A PES, therefore, lies at the very heart of Harold Jarche’s Personal Knowledge Mastery (PKM) process. a Personal Learning Environment – a personally organised system of elements (both people and content) for learning) – after all it isn’t just about learning, but just as much about doing a job.
ID Reflections
DECEMBER 28, 2014
The latter talks about the impact that the changing nature of technology is having on us. As technological capability increases, the cloud becomes pervasive, and the power of social and mobile become progressively evident, these will transform the way we function. Social is NOT a set of tools.
Jay Cross's Informal Learning
AUGUST 14, 2010
George writes: Announcing: Open Course – Personal Learning Environments, Networks, and Knowledge. This should be fun… Stephen Downes , Dave Cormier , and I will be offering an open course on Personal Learning Environments, Networks, and Knowledge , starting September 13. If you’re interested, you can sign up here.
ID Reflections
JUNE 25, 2014
Many smart employees who have invested time and effort in building their own learning networks are turning to their PLNs (Personal Learning Networks) for help at the point of need. They are using various tools for PKM ( Personal Knowledge Management ) and taking onus of their own learning.
ID Reflections
NOVEMBER 3, 2014
This impacts the way they take responsibility for their personal learning as well. This in turn impedes their ability to take focused decisions with regard to something as critical as personal learning. Fearless employees are more likely to take ownership of their own learning and give their best to the organization.
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