Future of the training department

 

B896gce8I’ve written before about the changes I see coming for organizations (e.g. here), and they’re driven by the changes I am seeing in business and in society.  Things are moving faster, and this has all sorts of consequences: it means that change is occurring more frequently, information is doubling, our competition is more aggressive, and more.  Really, we’re unmasking the chaos that we’ve been able to cover with observed patterns, and explain away the excepti0ns. Well, now the patterns are changing fast enough that we can’t expect to be able to plan, prepare and execute to succeed. We have to be more nimble, more agile.  In short, we have to move away from depending on formal learning to be able to cope, and we need a new solution.

 

The solution is to empower individuals so that they’re pulling together.  No longer can a few do the thinking for everyone, as we see in a hierarchical organization. Instead, we need to make sure everyone understands what the overall goal is, and have them work together to achieve it.  We need to tap into the collective intelligence of the entire organization. This is a redefinition of learning as performance, incorporating problem-solving, innovation, creativity, design, research, and more.

 

That means a number of things: we need to be explicit about goals, transparent about processes, supportive about collaborative skills, and proactive in creating a culture that fosters and nurtures the necessary approaches.  This doesn’t come for free.  Who is responsible for ensuring this works?

 

In some organizations it’s the information services group, or the knowledge management group.  And they certainly should be on board; ideally you don’t want a hodgepodge of different systems to do the same thing, you want a coordinated environment that supports lessons learned in one area to be easily shareable elsewhere in the organization.  At core, however, I believe that folks who understand learning have to be part of the picture.  They may not own it, but they need to be actively facilitating across the organization.

 

And this, to me, defines the future of  the training department.  It can no longer be just about courses.  It’s got to include performance support, and informal learning. It’s got to be about culture, and learning together skills, and facilitating productive information interchange and productive interactions. We have technologies now to empower user-generated content, collaboration and more, but the associated skills are being assumed, which is a mistake.  The ability to use these tools will continually need updating and support.

 

This should not be threatening or anxiety-inducing!  Training used to be important, as skilled workers were critical.  As we’ve automated more work and started developing training for more knowledge work without adapting our methods (and, consequently, making generally dreadful learning experiences), the training role is less and less seen as worthwhile. The opportunity to reestablish a strategic role in the organization should be viewed with excitement, and taken up as the gift it is!

 

So, I see the future of the training department being as learning facilitators, and the path there to be to take on more and more of that role.  In the future, I reckon, learning facilitators will be partners with the technology infrastructure units in providing an innovation infrastructure, a performance ecosystem.  These facilitators will be (virtually) distributed across the enterprise just as the technology infrastructure is.  Yes, there’s likely some re-skilling involved, but it beats irrelevancy, or worse.  Here’s to redefinition !

 

 

Clark%20quinn%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

Clark Quinn earned a PhD in applied cognitive science at UCSD, and brings a deep understanding of learning as well as experience designing technology solutions to ensure that the learner, learning, and user experience are integrated into a successful performance solution.

http://blog.learnlets.com/

 

 

Social Business doesn’t mean what you think it does. And neither does E2.0

 

“Social Business” is not about technology, or about “corporate culture”. It is a sociopolitical historical shift that is bigger, broader and much more fascinating.

A new perspective is changing how we think about society, politics, interpersonal relationships, science, government and business. New approaches are emerging. Learning and self-expression are exploding. Values are changing. Leadership is changing. The economy is changing. Change itself is changing – it is accelerating and becoming the norm.

Business structures founded on command and control, automation and process are giving way to structures that are less hierarchical and more dynamic, designed to engage people’s hearts and minds to make a difference in the world. Business models of the past – some of which focused on exploiting resources – human, resource, financial or legal – are beginning to fail as we reach the limits of their sustainability (Umair Haque’s New Capitalist Manifesto is a very well written and brilliant description of these forces). The new successful businesses and governments are building, not destroying. Creating durable value that is greater than the cost (financial, societal, environmental and otherwise) of the resources they consume.

In the past most business value was derived from controlling land, resources or intellectual property (processes, technologies and patents). A “Social Business” is one that derives most of its value from the hearts and minds of people who work there and the people who buy from them. A social business’s first priority is not structure or process, but the aspiration and approach that engages those hearts and minds.

If the industrial revolution’s idea of a great business was one in which every role, process and activity was well defined and controlled by management, social business is one in which every employee and customer are aligned around a common purpose.

There are 2 shifts in thinking that are driving the move to “Social Business”

1. From Command and Control to Network Management.

We have maxed out what we can do with Command and Control organizations, and we’re learning to manage networks of capable people instead.
Social Businesses are beginning to recognize that we’ve fully milked the mechanistic, reductionist concepts that lead to command and control, and to go forward, we need a new model.

Let me put that into English – Since the dawn of civilization, most organizations – governments, military and businesses – have operated in a command and control fashion. Why? First, this was the only way to communicate at scale, and second, people lacked, or were thought to lack the competence and/or the will to operate independently toward the leaderships goals. The communication problem is rapidly disappearing (though it lingers), and higher levels of education generally have profoundly reduced the need for command and control, while the complexity of the world and need for speed have diminished its effectiveness.

Stuff is changing so fast that the rigid mechanistic structures are simply failing. It has actually become harder to be productive in a big organization – economies of scale are reversing themselves in command and control environments. And in these new organizations that are networks of capable individuals who have great communications tools, leadership emerges as more important than command structure. even if most people have never heard of John Holland and Complexity Theory (I’ve recently been reminded how obscure they still are).

Hierarchy, process and automation are returning to their proper place – as tools that support human efficiency and capability. Rather than the 20th century model of people existing to keep the processes running, we are now flipping it around so that processes exist to support us. Processes and automation amplify human capability. Importantly, there is another profound amplifier of human capability – and that is other humans! The focus on collaboration fueled by radically improved communication and the internet that William Gibson deliciously described as our “increasingly efficient, communal, prosthetic memory” is dramatically changing how we think about organizational structure, efficiency, learning and innovation – even if most people have never heard of Complexity Theory.

2. Business needs people and people need respect.

To do good work, people must constantly be scanning their environment, understanding and inventing solutions to problems. Command and control is not the best way to encourage or benefit from this – particularly as the organization grows large. Consumers (constituents, clients etc), similarly, are tired of being taken for granted, and also wish to be respected as the ultimate judges of your organization’s value. The same increase in talent, education and capability that makes networked organizations possible, means that the people themselves have thought beyond their occupation as a means to survival. They want more from it, and want to offer more to it.

Hence, your organization is now in the business of earning and maintaining the respect of your market and your team. Your team is useless to you if it is not well respected, and your market will simply walk away if it thinks you are trying to trick, cajole or manipulate it. Daniel Pink’s research shows that people, in order to be truly motivated in their work, require autonomy, mastery and purpose. Simon Sinek goes on to show how purpose is also key to market success. The common thread here is respect. Respect the purpose of your organization, respect the capabilities of your workforce, respect the attention and value of your customers.

Command and Control doesn’t allow for that kind of engagement. A strictly hierarchical organization struggles to engage and consider each of its employees. Executives miss many, many opportunities for insight and problem solving because they don’t know how or don’t value the contribution of their corps. Similarly, a company that is not maximizing the amount of engagement between its employees and the people they serve are walking away from the real value potential they have – which is to understand an audience, and share their perspective with it.

Social Business is one that recognizes that their mission is engaging hearts and minds to achieve excellence. Social Business is about respecting people.

Geeking out on the riff, or what E2.0 really stands for

Social Business is a reflection of a larger societal shift. Its tempting to draw analogies between what is happening now and the Enlightenment, which began transforming Europe in the mid 17th century and ran straight into the the 18th. The Enlightenment changed how we westerners thought. We went from norms of feudalism and mythology to democracy, rationalism and reductionism.
It brought us both democracy and the industrial revolution. Woah. It took a century or so, but it was a radical rewrite of how we think about who we are and how we live.
It was hastened on its way by the invention of the printing press, Newtonian math and science, Liberalism, and a number of philosopher scientists who were later excommunicated.

The enlightenment was characterized by an intellectual elite that saw the opportunity for a better world. It gave us the tools to re-explore the world from a rational, reductionist perspective using scientific principles – predictable consequences of any action – to transform everything from navigation to technology and society itself. It was hastened on its way by the invention of the printing press, Newtonian math and science, Liberalism, and the work of philosopher scientists who were frequently excommunicated.

Rationalism lead to a massive diffusion and expansion of scientific knowledge, math and technology. in this mindset, the perfect system, the perfect business structure, was one where every variable was known, every detail calculated. Whether consciously or un, we tried to model our organizations after these ideals. When every variable was known, we would have complete control. Henry Ford capitalized (so to speak) on this principle with his famous assembly lines. Things became fast and consistent – a fundamental enabler of the industrial revolution and mass production which allowed for the creation of an educated middle class. [This TED talk which looks at how the invention of the washing machine lead to the modern concept of parenting, seems at first blush silly and then absolutely profound. Imagine if women in developing countries didn't have to carry water - but I digress (and you should too - the TED talk and water stats are worth seeing).]

Enlightenment 2.0, which we could argue is what’s happening now, has been catalyzed by quantum mechanics (you really can’t know it all, sister), complexity theory, and social media technologies, is leading us from the age of reason to the age of – emergence (?!?) – where we will start to understand that while we cannot predict or control what will happen, we can surf it. It is enriched by humanist thinking and a general increase in the global standard of living that allows people to care about determining their lives, rather than simply surviving. We are again seeing the rise of the polyglot polymath- the person who knows some science, some philosophy, some business, some politics and is taking control of producing their ideas. (Ben Franklin and Thomas Jefferson are as well known for their contributions to science and technology as to politics). This is a time when we are again inventing, acting, doing as well as learning. This will change the way we think and act as dramatically as the first Age of Enlightenment, though it may take as long to unfold. It takes a while to re-wire the human psyche.

Human behavior is one of the most non-deterministic, irreducible forces we deal with in day to day life. The Enlightenment respected that, at the same time as it created the paradoxes of command and control and mechanistic views of the world. We’re now able to come back and reevaluate the role of human complexity in society. Enlightenment 2.0 is causing Enterprise 2.0 to embrace complexity and human behavior.

A Social Business is a business that respects and profits from the complexity and unlimited potential of people.

The best is yet to come.

 

Deb%20lavoy%20 %20entreprise%20collaborative%20 %20ecollab%20contributeurDeb Lavoy is Director of Product Marketing for Social Products at OpenText. She believes that an organizations sense of purpose is the key to unlocking collaborative, collective intelligence as well as enduring relationships with customers and markets. In other words, a sense of purpose is your most valuable asset. She blogs at productfour.wordpress.com.

 

What is social learning? Part One: the personal experience

 

In this series of three articles, i want to explore social learning from the perspective of the individual and the organisation in today’s workplace and then take a look to the future, to where social may take us.

Social learning takes place in the grey space between the formal worlds of work and the informal social spaces that we inhabit outside. It is typified by rapid dialogue, by semi evolved ideas and opinions and by an ease of engagement, irrespective of technology, time or place. Social learning may sit within a curriculum but as an activity it rarely has formal structure. That’s not to say that it is without purpose, rather that it tends to look for emergent knowledge rather than the discovery of pre formed ideas.

The emergence of social learning has followed a fairly simple path: first we saw the purely social applications of new technology with the development of community sites based around specialist activities and interests, often involving common functionality such as the collection of ‘friends’ and the ability to express ‘likes’. Be it music, gardening or looking up old school friends, social spaces generated high levels of engagement, far higher than we were seeing in any formal workplace learning environments.

At the heart of social learning is a new dynamic, that the proletariat are in charge of the messaging. Whilst we have always been able to allow discussion and debate within classroom based training, there is something fundamentally formal about how we learn at work. The physical space as well as the messaging is owned by the organisation. Behaviours are, or should be, ‘work’ behaviours, there is a hierarchy of organisation and power and all conversations and interactions take place within that formal structure.

In social spaces however, we rely more on our social capital, our ability to shape and broadcast messages, take part in debate and listen. Our position is less formal, more fluid, with leadership emerging as a more contextual behaviour, changing between conversations and people as we move into and out of our areas of expertise.

As learning moves further away from abstract, codified experiences, discrete chunks of ‘learning’ time and more towards an activity that is continuous and integrated more firmly into our everyday working lives, as we become more agile learners in this new economy of knowledge and opportunity, so the skills to be successful in social environments take a new pre-eminence.

Social learning is all about user generated content, less about the study of textbooks, although we shouldn’t underestimate the importance of well designed social learning experiences. Whilst at the moment much use is being made of the forums and freeform debate that is possible in social, i believe that as we see greater uptake and utilisation we will see more formally defined experiences, still retaining the unstructured and inclusive features of social spaces, but with more closely defined learning outcomes and probably greater demands on the learner. Social will become more of an approach that is applied to a subject than an end in it’s own right.

Right now, the challenge for individuals is to build their social capital, to become experienced social learners. Most of the challenges around the uptake of social relate to trust, integrity and the need to understand the ground rules in spaces that are familiar and yet strangely different from what we are used to. For experienced online denizens, this may be easy, for people less accustomed to the occasional rough and tumble and hazardous pitfalls, it’s daunting.

The purpose of social is to engage with learners more deeply, to allow a closer symbiosis between groups, between subject and learner and between organisation and team. We need to ensure that we don’t just create a new, disenfranchised group of disengaged learners, lost because of a lack of understanding or confidence in the new space.

At it’s best, social learning is fun, it’s challenging and it’s vibrant. At it’s worst, it’s threatening, abusive or disenfranchising. The ownership of this challenge falls to the individual, to learn new skills and to the organisation, to adopt the correct stance to these spaces, which is what we will explore tomorrow.

 

Julian Stodd Entreprise Collaborative Ecollab ContributeurJulian Stodd is E-Learning Director for GP Strategies and a prolific author in the fields of social learning, e-learning and mobile learning, writing daily on his Learning  blog.

His current book 'Exploring the world of social learning' looks at how both organisations and individuals need to adapt to the changing nature of formal work environments and informal social ones, as the gap between the two disappears. Julian runs an active research community through LinkedIn and Twitter and collaborates widely, running a series of popup learning sessions each year, as well as consulting and delivering innovative e-learning solutions.

Based primarily in the UK but working globally, Julian is a strong believer that technology only facilitates learning, it doesn't guarantee it. Creating high levels of engagement through great storytelling and understanding the everyday reality of the learner is the way forward.

 

Barriers to Learning in Organizations

 

Continuous acquisition and application of knowledge, skills, and beliefs by individuals, teams, and the whole enterprise is an essential aspect of high performance organizations. However, barriers to this learning are common in organizations. These barriers must be overcome in order for organizations to have long term success.

Twelve of these common barriers are:

  1. Program focus : “ new programs and services are evaluated in isolation rather than as interdependent parts of the whole organization, e.g., a diversity workshop is evaluated by the participants at the end of the workshop, not by everyone in the organization weeks and months after the workshop
  2. Limited resources : “ learning is not given adequate funding and support, e.g., staff are not given resources to experiment with new ideas before risking large scale implementation
  3. Work-learning dichotomy : “ producing and selling things is valued whereas learning is merely tolerated, e.g., little involvement of supervisors in the training of their direct-reports
  4. Passive leadership : “ leaders don't ask themselves the hard questions and their boards and co-workers don't question their actions, e.g., a hospital CEO continues to push for hospital expansion while nobody asks, "Is expansion in the best interests of patients, employees, doctors, and the community?"
  5. Non-learning culture : “ organizational values, assumptions, beliefs, behaviors, and norms do not support learning, e.g., recognizing (praise, reward, promotion, etc.) individual success but not recognizing team success
  6. Resistance to change : “ trying new ways of doing things is not encouraged, e.g., individuals are told to be creative and innovative but not allowed to implement their ideas
  7. Not discussing the un-discussable : “ everyone has a shared but un-spoken understanding that certain issues are not to be confronted and resolved, e.g., one employee's negative attitudes are bringing down morale of the organization but nobody will talk about this problem for fear of retribution
  8. Need for control : managers intentionally and unintentionally use organization charts, policy manuals, rules and regulations, performance evaluation, compensation, budget and expense monitoring, security systems, and work-space arrangements to constrain and limit sharing and applying knowledge, e.g., lines of communication are enforced within an organization to the point that a manager in one department may not talk to a manager in another department
  9. Focus on short-term, simple solutions : managers taking the most expedient course of action without solving the long term problems within their organizations, e.g., doing multi-person layoffs to reduce costs when the real problem is not offering products and services that customers want
  10. Skilled incompetence : the tendency of managers to avoid embarrassing or threatening interactions, place blame on others, and not accept responsibility for problems, e.g., the leader of a team that failed to complete an assignment avoids asking himself, "What is it about what I am doing or saying that contributes to other people behaving in ineffective and destructive ways?"
  11. Blame, not gain language : employees tend to use mostly language that is judgmental and punitive rather than language that facilitates learning, e.g., when something goes wrong, the first words out of a manager's mouth are, "Who is responsible for this problem?"
  12. Selective attention : not seeing (literally) and, therefore, not learning from unexpected events, e.g., two employees attend the same presentation by their CEO but understand the new organizational direction in very different ways

What additional barriers to learning have you observed in organizations?

 

Stephen J Gill   Entreprise Collaborative   Ecollab Contributeur

Stephen J. Gill is an independent consultant working with businesses, nonprofits, and government agencies on learning and performance improvement. He writes www.ThePerformanceImprovementBlog.com. His latest book is Communication in High Performance Organizations: Principles and Best Practices, available as an ebook from Amazon Kindle.

 

 

 

Why Organizations Need Social Learning

 

The world has changed — people now live and work in a world where Google gives the answers, where a mobile phone is the lifeline to the Web and to your GPS location, and where Facebook, LinkedIn, and Twitter link people to each other in their own way. By leveraging these tools and putting them into meaningful parts of the learning experience, social learning tools enable organizations and their people to make sense of this radically changed day-to-day world and achieve their business and learning objectives.

How to leverage social learning

Enterprise social networking provides organizations with an unprecedented level of knowledge about its talent. Management can look at who are the most valuable contributors and where knowledge lies. It provides the organization greater agility in responding to a changing business environment.

Onboard new hires: how long does it take for people to get up to speed? 

Onboarding via social learning provides a getting-started experience tailored to the need and role of the individual. Supplemented by search, social learning enables new employees to discover and succeed almost immediately.

Cultivate knowhow through sharing informal knowledge: why wait for people to figure out what is trusted information and what is most important to learn? 

What it takes to succeed in a job is more than a job description. After all, why don’t people just read the instructions and then immediately know what to do? The reason is that knowhow is transferred through insight, behavior, and trade knowledge not necessarily reflected in a formal training document.

Accelerate effectiveness and increase performance: what can be done to create additional levels of success for high performers? 

High performers produce 10x or more the business results of average employees. They have learned that the law of success includes knowing what to ask and of whom, rather than ―knowing it all‖ themselves. Connecting people of deep knowledge on specific areas of interest makes the strategies and efforts of high-performing employees multiply in the business outcome. If a high performer can produce more effectively by networking with just a handful of key connections, imagine what can be accomplished through access to groups of hundreds of other high performers.

Harness informal learning: why spend money to create content when the highest-quality and most trusted content can be incorporated into learning for free? 

The industry is aware that 70 to 80 percent of training budgets are spent on formal learning, but as many studies indicate, nearly 80 percent of what people actually learn within a job role is achieved informally. Learning is ultimately a change in behavior — and people learn through a triangulation of people, context, and need. Social learning funnels trusted content to the fore of learning’s view and can even be used to transition key informal learning objects into formal processes.

In other circumstances, a community’s knowledge need flares up and is a hot topic for but a few short days, weeks, or months, and then burns out. Formal objects will never meet the needs of these flares. But informal schemes of user-generated content, wikis, blogs, threaded conversations, and ad hoc virtual connections via meetings and conversations can meet the demands of these transitory learning experiences.

Transform your workforce: Do hierarchies really reflect the “wirearchy” of your business? 

Identify key nodes in your organization by analyzing your social networks using dynamic network analysis. Who used what resources with what frequency, and with whom did they share? In the maps of teams, see what competencies and skills map to those teams and networks. Get beyond the skill level of individuals and start to identify team, group, and organizational competencies. Identify which collections of people are most skilled at solving the problems of the day. The hierarchy can’t reveal the difference between two regional groups of identical solutions consultants, but network analysis can reveal that one group excels at user interface customization while the other group excels at CRM integrations.

Prepare for succession: Why can’t organizations figure out who will succeed when they are advanced in the organization? 

The formal measures of slating people for advancement miss the key textures of why people succeed at the next level. Creating a social fingerprint of the type of person that succeeds at the next level and then matching that pattern against those that meet your formal criteria is a start. In addition, social learning fast tracks people to connect to the networks and sources of learning that will accelerate the right people. For example, in nominations for leadership development, people can learn these skills from mentors with matching learning histories. Internal recruiting can match social learning experiences with transcript and profile information to meet internal need for talent.

Nurture employee networks: Why don’t people connect inside their current organization with people formerly in their role? In the learning they are undertaking? With people who went to the same school they did? With those who want to achieve the same career goals? 

From the unified profile made visible as the hub of interaction in social learning, the workplace opens up because now instead of people seeing their world as a job role with colleagues and a manager, they see their workplace as a world of connections to people who share their experiences. For example: 

  • If I am a new hire, then I may want to connect to recent new hires. 
  • If am taking on a new role, I can access people across the organization who currently or previously held my role. 
  • Through “alumni” of different types, I can pursue the learning that was most effective for those before me and I can discover learning experiences that interest me most.

People and social learning

No aspect of people’s careers is untouched by the social learning experience. In today’s world, the shelf life of knowledge is short. People understand that what they learn, the knowledge they harvest, is perishable. People seek modern working environments where they are encouraged to stay current and connected. Business outcomes depend on the speed of such knowledge transfer and sharing of knowhow. Social learning tools keep employees engaged and empowered through the most powerful learning tool in the marketplace—each other.

 

Laurent Pacalin   Entreprise Collaborative   Ecollab ContributeurLaurent Pacalin is senior vice president and general manager of People Learning at Saba.

As SVP and GM of People Learning, Laurent is responsible for driving the strategy and global execution of Saba's Learning offerings, including Saba Social Learning solutions that leverage Saba Centra web conferencing and Saba Live business enterprise networking platforms for a social and collaborative learning experience.

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  I’ve written before about the changes I see coming for organizations (e.g. here), and they’re driven by the changes I am seeing in business and...

Social Business doesn’t mean what you think it does. And neither does E2.0

Deb%20lavoy%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  “Social Business” is not about technology, or about “corporate culture”. It is a sociopolitical historical shift that is bigger, broader and much more fascinating. A new...

What is social learning? Part One: the personal experience

Stories.Julian Stodd Entreprise Collaborative Ecollab Contributeurnsp 350

  In this series of three articles, i want to explore social learning from the perspective of the individual and the organisation in today’s workplace and...

Barriers to Learning in Organizations

Stories.stephen J Gill   Entreprise Collaborative   Ecollab Contributeurnsp 350

  Continuous acquisition and application of knowledge, skills, and beliefs by individuals, teams, and the whole enterprise is an essential aspect of high performance organizations. However, barriers...

Why Organizations Need Social Learning

Stories.laurent Pacalin   Entreprise Collaborative   Ecollab Contributeurnsp 350

  The world has changed — people now live and work in a world where Google gives the answers, where a mobile phone is the lifeline...

4 reasons why social learning will fail at work

Stories.jeevan Joshi   Entreprise Collaborative   Ecollab Contributeurnsp 350

  Yes, I know that Facebook has 23 million users. Yes, I see people on Facebook everywhere I look – on the trains, at traffic lights...

Communities of practice and social learning systems: the Career of a concept (part 1)

Etienne%20wenger%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  Previously: Introduction: Communities of Practice and Social Learning Systems: the Career of a Concept.   A social systems view on learning: communities of practice as social learning systems A community...

Formalizing the informal

Stories.articles.entreprise Collaborative   Dennis Callahannsp 350

  I’m responding to the Ecollab’s question – “can we formalize the informal?”Yes, you can formalize informal learning. Formalizing informal learning doesn’t mean that informal learning...

The Five Failures of Workplace Learning Professionals

Stories.will Thalheimer   Entreprise Collaborative   Ecollab Contributeurnsp 350

  To improve, we must know our biggest failings. In the training and development field, our five biggest failures are as follows: We forget to minimize forgetting and...

Why People Don't Engage With Learning

Stories.nic Laycock   Entreprise Collaborative   Ecollab Contributeurnsp 350

  Jonathan Miles post “A group of would be friends”, reports a Twitter discussion last week that hinged around reasons why people do not engage with learning.  Jane Hart...

The Learning Age

Stories.articles.entreprise Collaborative Age Apprentissagensp 350

          "This isn't the Information Age, it's the Learning Age; and the quicker people get their heads around that, the better"    Professeur Stephen Heppell's remarks appear...

Performance, strategies, and social learning

Dianne%20rees%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  Performance in the workplace is shaped by individual capabilities, defined roles, knowledge and skills, feedback, and a motivation loop that includes the confidence that performing...

Social Learning for a Social Workplace

Michael%20rose%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  There is little doubt that the emergence of Web 2.0 and social networking tools have radically changed the way organizations do business... so much so...

How can Social Learning scale massively? Lesson from World of Warcraft

Ben%20betts%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  Much fuss is made of class-size effects in schools, but I often get blank stares when I talk about the dangers of putting 10,000 people together in...

Blue collar collaboration

Stories.articles.blue.collar.webnsp 350

  People on the front lines, doing nitty-gritty manual work, can teach us plenty about real collaboration. Two men walk into a bar... Even if they both wear...

Social Learning is NOT a new training trend

Jane%20hart %20entreprise%20collaborative%20 %20ecollab%20contributeur

  I've written a few postings recently (notably Social Learning doesn't mean what you think it does) where I have tried to show how the fundamental changes...

3 Practical Considerations for Implementing Social Learning

Michael%20rose%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  In Tony’s previous post, “Tearing Down Cubicle Walls – The Rise of Social Learning In Business”, he mentioned some of the business issues driving the...

HR Failing To Lead The Social Revolution At Work

Stories.hr Dir Mdnsp 350

  Is this your HR leader? Do companies need social media? Ever notice HR leaders shying away from this question, typically being led by the Marketing or IT...

What Agile Means To Me

Stories.sahana Chattopadhyay   Entreprise Collaborative   Ecollab Contributeurnsp 350

  I complete exactly 3 months at ThoughtWorks today. While this has been a momentous career shift for me, I may not have written a blog post on...

Tearing Down Cubicle Walls: The Rise of Social Learning In Business

Tony%20yang%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  Learning professionals have long recognized that the majority of learning takes place outside the classroom, primarily because effective learning takes place contextually. An employee will...

Learning Content Is Not Your Job Any More: The Effect of Convergence

Stories.rick Wilson   Entreprise Collaborative   Ecollab Contributeurnsp 350

  There are two new rules for professionals with responsibilities in the generation and production of content for knowledge acquisition: Rule One: You are no longer in...

The Non Formality of How Work Gets Done in Organizations

Stories.sweet Spotimagensp 350

  How does work really get accomplished in organizations? Work usually doesn’t get accomplished the way management sees it formally. The problem with formality is the fact...

Holistic Approach to Learning

Stories.luciana Annunziata   Entreprise Collaborative   Ecollab Contributeurnsp 350

  I've recently read the post by Frédéric Domon at the Socialearning blog site. He describes in a very precise manner the origin and the consequences of the 70-20-10 approach...

Enterprise Social Networks: contribution, trust and loyalty

Stories.claude Super   Entreprise Collaborative   Ecollab Contributeurnsp 350

  The latest feedback shows that the contribution remains the question mark as to the implementation and success of an enterprise social network! Today, a rate of 20-25% of...

Informalizing Formal Learning

Stories.jason Green   Entreprise Collaborative   Ecollab Contributeurnsp 350

  Our relationship with technology is changing the ways we live and work. We connect digitally with our mobile devices, social networking tools, and various computer...

The knowledge-bubble trap worsens

Stories.nick Milton   Entreprise Collaborative   Ecollab Contributeurnsp 350

  I posted a while back about the way we tend to create knowledge silos in social media, giving the example below of knowledge related to BP during...

Who needs training again ?

Stories.charles Jennings   Entreprise Collaborative   Ecollab Contributeurnsp 350

  At some point in time I am sure we’ve all found ourselves with an answer staring us in the face, but we just haven’t managed...

Find Where Social Learning Will Work at Your Company

Stories.entreprise Collaborative   Ecollab   Find Where Social Learning Will Work F1nsp 350

  If you haven't been hiding under a rock on the edge of Antarctica for the past few years, you've probably heard of social learning. If you've...

Learning vs Development

Entreprisecollaborative%20 %20rooke%20%20torberts%20framework

  Is there a difference between learning and development? I ruminated over this question for a number of years as a Learning & Development professional, but without...

Social CRM and business transformation

Mark%20tamis%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  Forget all this talk about “Social Business”, “Social Enterprise”, “Social Organization”, “Social XYZ” – your business already is “Social” because by its very nature it...

Is Collaboration a Crock ?

Stories.articles.thierry De Baillon   Entreprise Collaborative   Ecollab Contributeurnsp 350

  Let us face it; we, as humans, are selfish, individualists, and undoubtedly clinging to any privileges associated with power. Goodwill and sharing among peers follow Nielsen’s...

Enterprise 2.0 - French Touch (white paper)

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  When we think of about "Enterprise 2.0" since 2006, the year that Andrew McAfee coined the term, we see that there has been considerable experience...

Moving from the Learning to the Teaching Enterprise

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    In a recent post published on the Harvard blog, Bill Taylor notices the rise of the Teaching Organization, as an evolutionary step of the Learning...

Formaliser l’apprentissage informel : Consulting et Bene Gesserit

Stories.articles.benegesseritnsp 350

No translation available    Pouvons nous formaliser l’apprentissage informel ?  Je vais donner mon point de vue en faisant un petit détour par le cycle de Dune...

Collaborative training departments

Tom%20haskins%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  It's likely that new start-ups in the coming decade will be intensely collaborative, but initially small and without training departments. Established organizations, large enough to...

Social Networking: Bridging Formal and Informal Learning

Ecollab%20 %20construire%20un%20pont%20entre%20la%20formation%20formelle%20et%20informelle

  There’s been much justifiable excitement about social media recently; are you on top of it?  The recognition that learning is 80% informal suggests that we...

Joining Is Important to Social Learning

Enterprise%20collaborative%20 %20joining%20in%20social%20learning

  Ever sign up for a gym membership and not really use it that much?  I know… I know this probably hasn’t happened to you.  But,...

In order to join, you need a social identity, and you need a space

Dennis%20callahan%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur%20copie

  I’m still thinking about the concept of joining since I wrote my post last week Joining is Important to Social Learning. Other people have been thinking...

Le département de la formation survivra-t-il à l’entreprise collaborative ou 2.0 ?

Stories.articles.formationnsp 350

 No translation available   La formation est importante pour le fonctionnement et le développement d’une entreprise car sa mission est de développer les compétences qui lui sont...

7 objections to social media in learning (and answers)

Stories.social Media Worldnsp 350

  Social media, I’m a fan. I blog, facebook and tweet daily, and love all of the additional resources and tools. But when an important social...

Where Social Learning Thrives

Entreprise%20collaborative%20 %20where%20social%20learning%20thrives

  To benefit from social learning, build a culture that makes learning fun, productive and commonplace, a culture where learning is part of everyday work. Marcia Conner and Steve...

Social media learning principles

Entreprise%20collaborative%20 %20social%20media%20learning%20principles

    At the LAMS European conference I gave a talk in which I explored what we know about learning, and what I've deduced about social media. My conclusion...

Stupendous bronze and the man who didn’t win the National

Dave%20ferguson%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

    Collaborative Enterprise’s blog carnival this month looks at formalizing the informal – are there ways to deliberately harness social media to foster learning without losing the...

L'avenir de la formation dans l'Entreprise Collaborative

Anthony%20poncier%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

 No translation available   Pour ce premier thème sur la formation dans l’entreprise, je vais aborder deux points qui me semblent importants, notamment pour les grandes entreprises...

Knowledge: Cheshire or Schrödinger’s cat ?

Ecollab%20 %20modern%20definition%20of%20knowledge

  Much has been told and written about the capital importance of knowledge in organizations, and the rise of networks-enabled enterprise emphasizes even more the role...

Knowledge, From Productivity Source to Critical Component

Thierry%20de%20baillon%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  Productivity: The amount of output per unit of input (labor, equipment, and capital). Enterprise has for long understood, and applied, that training and education are an important part of its hunt for competitive advantages. ...

Examples of Facilitating Collaborative Work and Learning

Stories.articles.michael Glazer   Entreprise Collaborative   Ecollab Contributeurnsp 350

  The nature of my work has changed significantly over the past few years. Some of the change is due to advances in technology while others...

The Future of the Training Department

Mark%20tamis%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  In my previous role at BEA Systems/Oracle, I created and managed a Professional Services business unit for training clients on the implementation of Enterprise Portals...

social learning: learning never ends

  a video from LAB SSJ    

The future of the training department in the Collaborative Enterprise

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      The latter 20th Century was the golden era of the training department. Before the 20th Century, training per se did not exist outside the special...

LMS is no longer the centre of the universe

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  OK, so here’s the deal – if learning is work and work is learning, why is organizational learning controlled by a learning management systems (LMS)...

Formalizing the informal

Stories.articles.ecollab2   Social Learning Blog Carnivalnsp 350

  Ecollab will discuss Informal Learning. Can we formalize it? Can we Should we? How much? How?   This is our own response, originally written by Harold Jarche and Jane Hart:   If informal...

The Evolving Social Organization

Stories.articles.thierry De Baillon   Entreprise Collaborative   Ecollab Contributeurnsp 350

    Simplicity and the Enterprise Most companies start simple, with a few people gathering together around an idea. For small companies, decision-making, task assignments and direct interaction...

Informal Learning: mission critical

Harold%20jarche%20 %20entreprise%20collaborative%20 %20ecollab%20administrator

    When Canadian soldiers in Afghanistan return from patrol, they spend time relaxing together in small, tightly-knit groups and tell stories about the mission. There is...

The Community Manager: enabling knowledge flows

Stories.articles.entreprise Collaborative   Le Community Manager Activer Les Flux De Savoirnsp 350

  With digital media becoming embedded in our lives, many of us will be connected to several online communities at any given time.  The Web enables...

Formalized informal learning: a blend we don’t need

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    Telling people that we can “formalize informal learning” is a not so subtle way of saying, “it’s OK, you don’t have to make any fundamental...

Innovation through network learning

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  Innovation I’ve really appreciated the many posts where Tim Kastelle and I have connected by sharing ideas. Tim says that innovation is the process of idea management, which makes...

Resetting learning and work

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  A large portion of the workforce face significant barriers to being autonomous learners on the job. From early on we are told to look to...

Social learning: the freedom to act and cooperate with others

Stories.me 394 Statusquonsp 350

  “Hyperlinks subvert hierarchy“ - Article #7 of The Cluetrain Manifesto, 1999. The Net, especially working and learning in networks, subverts many of the hierarchies we have developed...

Social Learning is real

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    Once again, I’m learning from my colleagues, as yesterday I realized how important self-direction is in enabling social learning. Now I’m picking up on Jay’s post on Social...

An interview with Jay Cross, the author of Informal Learning

Stories.articles.51rlu5xokl. Ss500 Nsp 350

  Jay Cross, Chief Scientist at the Internet Time Group, is the author of Informal Learning: Rediscovering the natural pathways that inspire innovation and performance, which was...

Social Learning and Customer Engagement

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      One of the approaches to improving Customer Engagement and Experiences I’d like to explore is the potential to include customers, partners and suppliers in the Social...

LearnTrends 2009: The corporate learning trends and innovations conférence

Stories.learntrends2nsp 350

        From 17 to 19 November 2009 will take place one of the most important conferences devoted to trends and innovation in corporate learning. The theme of...

How to formalise Informal Learning

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In my last post, I asked some questions about formalising informal learning. And answered them. If: you understand that formalising informal learning will have organisation-wide consequences you use...

The Collaboration Cycle

Stories.collabcyclensp 350

  In a previous instalment entitled “The Collaboration Curve”, I discussed the basic premise that over a period of time and as the use of collaboration...

Can we formalise Informal Learning

Stories.ecollab Blooms Taxonomy Posternsp 350

  Ecollab ask the question for their blog carnival: Informal learning - can we formalise it? Should we? How much? How?   1. Can we? Is it practical? Any...

To Really Drive Enterprise 2.0 Forward We Need A Behaviour Change

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  At the beginning of the year, on January 2 in fact, I wrote about reciprocity. My hopes were that we’d begin using the behavior of reciprocity...

Informal Learning: Can we formalize it ?

Christiana%20houck%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  Formalizing informal learning is my research topic for writing class. It may very well be the foundation of my dissertation! Recently I posted the mind...

Impact of Informal Learning: Output learning

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  How do you assess whether your informal learning, social learning, continuous learning and performance support initiatives have the desired impact or if they achieve the...

Apprenance en réseau : Entre formel et informel

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No translation available Pour Thierry de Baillon, je cite «  il est de plus en plus illusoire de vouloir considérer le savoir comme étant soit informel, soit...

From the silo enterprise to the networked enterprise

Stories.cecil Dijoux   Entreprise Collaborative   Ecollab Contributeurnsp 350

  When an innovation emerges, there always are two steps. The first one consists in integrating the innovation in the way we work. The second one...

Creating Value from Social Learning

Stories.articles.entreprise Collaborative   Creating Value From Social Learningnsp 350

  Social learning — namely, the use of social media in the workplace to foster learning, collaboration, networking, knowledge sharing, and communications — has taken on...

L'avenir de la formation et Mars

Stories.articles.marsnsp 350

 No translation available   Depuis plusieurs années, Mars a suscité l'intérêt des chercheurs. Des robots sont envoyés sur cette planète pour détecter des signes de vie et...

Social Learning, Social Media: Brothers in Arms

Craig%20weiss%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

    Is it me or does it seem that most vendors in the LMS/LCMS market still believe that with some smoke and mirrors, you won’t realize...

Social Learning: Take Me To Your Experts

David%20mallon%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  Quick Question:  How easy is it to find another employee in your organization with a specific expertise?  Let me ask the question again another way:...

Social Learning, Collaboration, and Team Identity

Stories.articles.larry Irons   Entreprise Collaborative   Ecollab Contributeur Copiensp 350

  Harold Jarche recently offered a framework for social learning in the enterprise to outline how the concept of social learning relates to the large-scale changes facing organizations...

Learning to Learn in the modern Enterprise

Stories.articles.collaborative Enterprise Learning To Learn In The Modern Enterprisensp 350

  The last few days in Hong Kong have been incredible -- I saw some great sights, participated in some interesting activities and backed all of...

The Lean IT applied to the e-learning

Stories.niconsp 350

  The Social Learning is based on the sharing of knowledge between each individual people. Everyone can bring something into the knowledge pool of its colleagues. The fixed...

Gossip, Collaboration, and Performance in Distributed Teams

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  What do you think the typical manager might say if you told them their employees don't gossip and engage one another enough in social interaction...

What constitutes a Social Learning Culture?

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  I've often thought of social learning as a very culture dependent phenomenon. A few weeks back I read an interesting article by Thierry de Baillon, his...

At the Corner of Assertiveness & Cooperation: Collaboration

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  What do we meet at the corner of Assertiveness and Cooperation? The Thomas-Kilmann assessment suggests that it's Collaboration. Their assessment, which is the basis for many others, explores different...

From Competition to Cocreation - and Back Sometimes

Stories.michelle James   Entreprise Collaborative   Ecollabnsp 350

  How do you approach working with others? What is your resonant mode? Here's my two cents: Competition - "I win if you lose." Cooperation - "I will agree...

Why Best Practices Don't Work for Knowledge Work

Stories.luis Suarez   Entreprise Collaborative   Contributeurnsp 350

  I don’t recall having put together a blog post over here on the specific topic of capturing "Best Practices"; so after reading last Friday’s blog...

The Collaborative Curve

Stories.collabcurvensp 350

  Now that I’m on a mission to merge the terms Social Business and Enterprise 2.0 and rephrase asCollaboration, I thought it would be a good...

Formalizing the Informal: Been there, done that

Donald%20clark%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  @Ecollab asks, “Can we formalize informal learning ?” My answer, “We've been there, done that.” Except for perhaps compliance learning programs, formal learning processes are...

Learning to formalize informal learning

Tom%20haskins%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

    When we don't already know how to formalize informal learning, there's a lot to learn. We can welcome the challenge if the process of learning...

From Social Media to Social Business: The social learning as missing link

Thierry%20de%20baillon%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  I am often puzzled by the way organizations and agencies tackle social media, as if conversational marketing and Enterprise 2.0 were living in separate worlds,...

The Real Secret to Social Learning Success

Stories.entreprise Collaborative   The Real Secret Of Social Learning Succesnsp 350

      For years training and development departments have struggled to compile the data they need to show value to their organizations. However, we will find ourselves...