4 reasons why social learning will fail at work


Yes, I know that Facebook has 23 million users. Yes, I see people on Facebook everywhere I look – on the trains, at traffic lights and when at work. Personally I spend more time than I should on LinkedIn and Facebook, much to chagrin of my family. Yes I am believer  a believer of social media and social learning. Who  wouldn’t be ? Have a look at some the statistics:

  • Facebook. - More than 800 million active users, each with an average of 130 friends. More than 50% of active users log on to Facebook in any given day.
  • LinkedIn - 100 million professionals worldwide.(March 2011). Impressively there are 17.8 million members in LinkedIn Groups who post 1.2 million posts and comments per week .

In terms of the social learning flavour, what better example than Wikipedia, where people generously give their time and expertise to build this impressive knowledge base. Check out the discussion forums at www.whirlpool.net.au. I have benefited numerous times from the in depth knowledge shared by that community about IT hardware and software issues (highly recommended that you check the forums before a hardware or software purchase).

An easy assumption to make in light of these success stories is that social learning at work will work. Certainly this is what social learning technology vendors will have you believe from their marketing efforts. Case studies of success of social learning at organisations such as IBM are compelling.

However beyond these few but well publicised success stories, I have struggled to hear about other social learning initiatives have been sustained beyond the initial launch.  I have been involved in setting up social learning for customers and this first-hand experience has led to a healthy scepticism about the predicted success of social learning at work. Four reasons for this healthy scepticism are:

1. The ingredients for successful of social learning go against the grain of traditional organisations.

Working at IBM and Google is very different from working at, let us say a bank or a mining company. People and their intellectual outputs is the lifeline of businesses (technology and professional services). The culture, processes and the reward systems reflect this and tend to be more “employee centric”, open and based on shorter power distance (Geert Hofstede’s model).

Organisatons in more traditional industries tend to less open and more hierarchical. They are characterized by the need to manage risk and the predominance of top down communication. Social learning which is based on more democratic principles struggles to establish itself and grow in this environment. Many social learning initiatives in such organisations begin with a flourish and usually end up being another channel for top down communication with very little participation from the employees.

Another barrier to social learning in organisations is the low tolerance for risk. While social media in general tends to be self-regulating, the possibility of a post being inappropriate is real and too risky for many organisations. Some organisations approve comments before they can be published to remove the risk but it takes way the spontaneity and authenticity of the participation. I hasten to clarify the difference between the approval and moderation. Moderation adds value to the discussion and increases the rate and quality of participation

2. The employment social contract has changed

In world of increasing retrenchments and outsourcing the message sent to employees is “fend for yourself”. Employees have less motivation to contribute to the success to the organisation beyond what is mandatory or what is incentivised. The success of social learning depends on employees taking the time to participate and contribute their insights, knowledge and expertise without any extrinsic rewards. As mentioned people contributing to wikipedia or whirlpool.net.au don’t have any monetary incentives but they are generous with their participation but when it comes to contributing to social learning in the organisation, the state of mind is likely to switch to a “mercenary” or “what is it in for me” mode.

3. Underestimating ingredients for success

Many organisations see the deployment of technology to enable social learning as the “silver bullet” and the “end game”. Some of this misconception is created by technology vendors but mostly it is due to organisations failing to understand that selecting and deploying technology to enable social learning is probably the easiest part of the process.  One thing makes social learning a different beast – it is not mandatory for employees to participate but its success entirely depends on their participation.

Lack of “business purpose” is another common reason for failure. Many social learning initiatives are commenced for the sake of trying “social learning”. The success of social learning depends on the ability of the community and its contribution to provide value add. At its best it acts as a performance support system for employees trying to solve a business problem.

Another grossly underestimated aspect is the effort and skill required to nurture and sustain a community. Initially communities may need a dedicated community manager or a moderator (part time or full time) who provides the necessary energy and structure in the forming stage. This is rarely catered for.

4. Where is the time?

Ok let me ask you a question. In between your growing workload and the need to maintain work life balance do you have time to participate in social learning? Would you rather spend time on Facebook with your social community (friends and family) in an environment you can express yourself with very few rules or would you sacrifice some of that time to participate in social learning at work. For many employees the choice is not very difficult.The acceleration of pace of work compounded by information overload means that employees have very little down time to participate in “non-essential” work  activities and social learning.

In conclusion, social learning is unlike anything organisations have experienced. It is a double edge sword. If you can make it work it produces results like nothing else can by harnessing knowledge and insights of your employees. If you can’t it will die a quick death or may even be counter-productive.

When you commence on the social learning journey, go there with your eyes open and your expectations tempered. Be prepared for that 99% perspiration.


Jeevan Joshi   Entreprise Collaborative   Ecollab Contributeur

Jeevan Joshi is one of the most experienced practitioners of technology based learning and collaboration in Australia. For over 18 years he has combined a strategic and “hands on” approach to assist organisations understand, design, deliver and improve technology enabled solutions and processes. 

His expertise is fuelled by his passion for learning, anticipation of technology trends, and a focus on costs effective solutions. Jeevan developed his consulting skills while working for PricewaterHouseCoopers, Ernst & Young, IBM and Deloitte. He has worked in a variety of roles across various industries.as a senior manager, vendor, project manager and consultant, developing strategy and driving implementation.

Jeevan has a passion for technology based learning and its ability to achieve bottom line results and social change. He is a regular speaker on the conference circuit on emerging trends and the smarter execution of learning and collaboration for business results. 

Jeevan is the founder of learning Cafe, a blog magazine for senior learning professionals.



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


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 of practice can be viewed as a social learning system. Arising out of learning, it exhibits many characteristics of systems more generally: emergent structure, complex relationships, self-organization, dynamic boundaries, ongoing negotiation of identity and cultural meaning, to mention a few. In a sense it is the simplest social unit that has the characteristics of a social learning system.

It is useful to start by looking at the assumptions about learning in communities of practice that give the concept such a "systems flavor."

Learning as the production of social structure

Engagement in social contexts involves a dual process of meaning making.1 On the one hand, we engage directly in activities, conversations, reflections, and other forms of personalparticipation in social life. On the other hand, we produce physical and conceptual artifacts - words, tools, concepts, methods, stories, documents, links to resources, and other forms of reification - that reflect our shared experience and around which we organize our participation. (Literally, reification means "making into an object."). Meaningful learning in social contexts requires both participation and reification to be in interplay. Artifacts without participation do not carry their own meaning; and participation without artifacts is fleeting, unanchored, and uncoordinated. But participation and reification are not locked into each other. At each moment of engagement in the world, we bring them together anew to negotiate and renegotiate the meaning of our experience. The process is dynamic and active. It is alive.

Participation and reification represent two intertwined but distinct lines of memory. Over time, their interplay creates a social history of learning, which combines individual and collective aspects. This history gives rise to a community as participants define a "regime of competence" a set of criteria and expectations by which they recognize membership. This competence includes

  • Understanding what matters, what the enterprise of the community is, and how it gives rise to a perspective on the world
  • Being able (and allowed) to engage productively with others in the community
  • Using appropriately the repertoire of resources that the community has accumulated through its history of learning.

Over time, a history of learning becomes an informal and dynamic social structure among the participants, and this is what a community of practice is.

Through active and dynamic negotiation of meaning, practice is something that is produced over time by those who engage in it. In an inalienable sense, it is their production. Assuming that practice is an active production is not romanticizing it. It is not to deny, for instance, that there are all sorts of constraints, impositions, and demands on the production of practice - external factors over which participants have little control. Nor is it to assume that the production of practice is always a positive process. Practitioners can be deluded or myopic. Subconscious forces can undermine the best intentions. A community of practice can be dysfunctional, counterproductive, even harmful. Still there is a local logic to practice, an improvisational logic that reflects engagement and sense-making in action. Even if a practitioner follows a procedure, it is not the procedure that does the following. No matter how much external effort is made to shape, dictate, or mandate practice, in the end it reflects the meanings arrived at by those engaged in it. Even when they comply with external mandates, they produce a practice that reflects their own engagement with their situation. A practice has a life of its own. It cannot be subsumed by a design, an institution, or another practice such as management or research. When these structuring elements are present, practice is never simply their output or implementation: it is a response to them - based on active negotiation of meaning. It is in this sense that learning produces a social system and that a practice can be said to be the property of a community.

Learning as the production of identity

The focus on the social aspect of learning is not a displacement of the person. On the contrary, it is an emphasis on the person as a social participant, as a meaning-making entity for whom the social world is a resource for constituting an identity. This meaning-making person is not just a cognitive entity. It is a whole person, with a body, a heart, a brain, relationships, aspirations, all the aspects of human experience, all involved in the negotiation of meaning. The experience of the person in all these aspects is actively constituted, shaped, and interpreted through learning. Learning is not just acquiring skills and information; it is becoming a certain person - a knower in a context where what it means to know is negotiated with respect to the regime of competence of a community.

Participants have their own experience of practice. It may or may not reflect the regime of competence. Learning entails realignment. When a newcomer is entering a community, it is mostly the competence that is pulling the experience along, until the learner's experience reflects the competence of the community. Conversely, however, a new experience can also pull a community's competence along as when a member brings in some new element into the practice and has to negotiate whether the community will embrace this contribution as a new element of competence - or reject it. Have you ever come back from a conference with a great new insight or perspective? It can take quite a bit of work to convince your community to adopt it. Learning can be viewed as a process of realignment between socially defined competence and personal experience - whichever is leading the other. In both cases, each moment of learning is a claim to competence, which may or may not be embraced by the community.

This process can cause identification as well as dis-identification with the community. In this sense, identification involves modulation: one can identify more or less with a community, the need to belong to it, and therefore the need to be accountable to its regime of competence. Creating an experience of knowledgeability (or lack of knowledgeability) involves a lot of identity work. Through this process of identification and the modulation of it, the practice, the community, and one's relationship with it become part of one's identity. Thus identity reflects a complex relationship between the social and the personal. Learning is a social becoming. The concept of identity is a central element of the theory, just as fundamental and essential as community of practice. It acts as a counterpart to the concept of community of practice. Without a central place for the concept of identity, the community would become "over determinant" of what learning is possible or what learning takes place. The focus on identity creates a tension between competence and experience. It adds a dimension of dynamism and unpredictability to the production of practice as each member struggles to find a place in the community.

The focus on identity also adds a human dimension to the notion of practice. It is not just about techniques. When learning is becoming, when knowledge and knower are not separated, then the practice is also about enabling such becoming. Being able to interact with our manager is asmuch part of your practice as technical know-how. Gaining a competence entails becoming someone for whom the competence is a meaningful way of living in the world. It all happens together. The history of practice, the significance of what drives the community, the relationships that shape it, and the identities of members all provide resources for learning - for newcomers and oldtimers alike.

Of course, by the same token, these resources can become obstacles to learning. Learning, once successful, is prone to turning into its own enemy. The long beak that made a species successful can be its downfall if circumstances change. Communities of practice are not immune to such paradoxes. Remaining on a learning edge takes a delicate balancing act between honoring the history of the practice and shaking free from it. This is often only possible when communities interact with and explore other perspectives beyond their boundaries.

1 Note For more in-depth discussion of this polarity, see Chapter 1 in: Etienne Wenger, Communities of Practice; Learning, Meaning and Identity (New York: Cambridge University Press, 1998).

Already Published: Introduction: Communities of Practice and Social Learning Systems: the Career of a Concept.
Next Part:

Part 2 - A learning view on social systems: communities of practice in social learning systems

- Learning as the structuring of systems: landscapes of practice

- Modes of identification

- Identity in a landscape of practices

- Knowledgeability as the modulation of accountability


Reproduced from http://wenger-trayner.com/resources/publications/cops-and-learning-systems


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

Etienne Wenger-Trayner is a globally recognized thought leader in the field of social learning and communities of practice.

He has authored and co-authored seminal articles and books on the topic, including Situated Learning, where the term "community of practice" was coined; Communities of Practice: learning, meaning, and identity, where he lays out a theory of learning based on the concept; Cultivating Communities of Practice, addressed to practitioners in organizations who want to base their knowledge strategy on communities of practice; and Digital Habitats, which tackles issues of technology.

His work is influencing a growing number of organizations in the private and public sectors. He helps these organizations apply these ideas through consulting, public speaking, and workshops.


Précédemment: Introduction: Les communautés de pratique et les systèmes de social learning: L’histoire d'un concept
Partie suivante:

Deuxième partie : Les systèmes sociaux du point de vue de l’apprentissage : Les communautés de pratiques dans les systèmes de social learning

- L’apprentissage comme structuration de systèmes : des espaces de pratique

- Les processus d’identification

- L’identité dans un espace de pratiques


Formalizing the informal


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 now becomes formal learning.   It means that somebody has put thought and effort into creating conditions that help informal learning thrive.  Here are a few examples of formalizing informal learning:

  • Providing tools (e.g., wiki, blog, microblog) for people to share knowledge
  • Provide learning for how to use these tools for sharing
  • Creating an OJT guide that describes events that someone must experience as part of their learning (e.g., going on a sales call with a sales representative)
  • Developing a mentoring program
  • Facilitating a working session on helping customers solve a real business problem

So, we can formalize informal…but should we?  If there is a skill or knowledge gap that is deemed critical to your business goals and formalizing informal learning will help meet these goals, then yes.


Entreprise Collaborative   Dennis CallahanDenis Callahan works with organizations in achieving their business goals by helping people improve their performance through learning. He is an award winning learning professional with over 17 years experience in Training and Development and has held training leadership positions with multiple Fortune 100 companies.

The Five Failures of Workplace Learning Professionals


To improve, we must know our biggest failings.

In the training and development field, our five biggest failures are as follows:

  1. We forget to minimize forgetting and improve remembering.
  2. We don't provide training follow-through.
  3. We don't fully utilize the power of prompting mechanisms.
  4. We don't fully leverage on-the-job learning.
  5. We measure so poorly that we don't get good feedback to enable improvement.

1. Minimizing Forgetting, Improving Remembering

It is not enough to help people understand new concepts or even to motivate them to utilize those concepts. If they don't remember concepts when they encounter situations in which those concepts would be useful, then previous understanding and motivation is for naught.

There are three powerful mechanisms that support long-term remembering, (a) aligning the learning and performance contexts, (b) providing retrieval practice, and (c) utilizing spaced repetitions. Most of our learning interventions do a poor job of providing these mechanisms resulting in training that may create awareness but doesn't support remembering or performance improvement.

We need to give our learners more realistic practice using scenarios and simulations. We also need to space repetitions of learning over time - much more than we do now. Instead of trying to teach everything at a basic awareness level, we need to cover less content - but not just present it - instead giving our learners opportunities for deliberate practice.

2. Training Follow-Through

Providing training but no effort to ensure that learners will apply what they've learned is the height of professional malpractice. If we assume that learners remember what they've learned (which as we just saw is not a given), learners still must (a) remain motivated to apply what they've learned, (b) feel that there is some benefit to applying the learning, (c) have the resources and time to put their learning into practice, (d) get feedback and guidance to improve their performance, and (e) be prepared to overcome obstacles and frustrations in applying the learning.

Note how the first two failures create an additive effect - both significantly lessen the likelihood of on-the-job application of the learning. If learners don't remember, they're not going to apply what they've learned. If learners don't receive after -training follow - through support, they are unlikely to provide the continuous and persistent focus needed to apply the learning in a way that creates sustainable success.

To reach a credible level of training follow-through we need to (a) engage our learners managers to enlist their support, (b) provide reminders to apply the learning, (c) provide relearning opportunities for that which has been forgotten, (d) enable additional learning to improve and elaborate on the performance, (e) ensure our learners have the resources and time they need to apply the learning and integrate it into their behavioral repertoire, (f) provide coaching support to guide the learning-and-performance process, (g) ensure the learners are incentivized either tangibly with money or perks or intrinsically by aligning efforts with personal values and sense-of-identity, and (h) encourage persistence even in the face of obstacles and frustration.

3. Prompting Mechanisms

Prompting mechanisms rely on one particularly powerful foible of the human cognitive architecture - that our working memories are triggered easily by environmental stimuli. Prompting mechanisms include things like job aids, performance support tools, signage, intuitive cues in our tools and equipment, and some forms of management oversight. They work because they prompt certain strands of thinking, and thus performance. For example, a job aid that lists 5 key interview goals, 10 key interview questions and their rationales automatically triggers in the interviewer a certain way of thinking about interviewing. For example, an interview template might remind its user that interviews are more telling if interviewees are asked to perform a work task or describe how they would perform a work task. Without such a prompt, the interviewer might focus only on how well they think the person would fit into the work culture, etc.

While we are aware of these prompting mechanisms, we are not aggressive enough in their use. If we utilized prompting mechanisms more often with our training and more often as a replacement for training, we'd create better outcomes. If we went looking for grassroots prompting mechanisms already being used and helped spread their use, we'd be more effective. If we evaluated learning facilitators on their use of prompting mechanisms, we'd be more likely to encourage the use of prompting mechanisms. If we asked learners in training to practice with prompting mechanisms, we'd see more being used on the job - and our learners would remember more of what they learned.

4. On-the-Job Learning

We as learning professionals tend to focus almost exclusively on the creation and delivery of training interventions even when we know that our learners are doing a great deal of their learning on the job without any training. Employees learn through trial-and-practice, getting help from others, through social media, by reading task instructions, by using help systems, and so forth. While we have much less direct influence on on-the-job learning than on training, we do have some influence and we ought to use it if we are serious about getting results.

Often the biggest impact we can have is by accessing managers and encouraging them to actively promote learning. Managers can improve learning in their direct reports by (a) making it a point to monitor their employees competencies and guide them toward learning opportunities, (b) being approachable and available for questions and advice, (c) creating a culture of learning and information sharing, (d) encouraging data-driven decision-making instead of opinion-driven decision-making, (e) utilizing an experimental mindset, for example by encourage pilot-testing and rapid prototyping, and (f) giving direct reports time for learning and exploration.

We can also have an influence on on-the-job learning by creating and maintaining social-media mechanisms that can be tailored to particular needs. For example, wikis can be used by project teams to get input from various parties and blogs can be used by senior folks to lay out a compelling vision.

We can encourage better on-the-job learning by improving people's ability to coach their fellow employees. Too often people asked to coach others do a poor job because they just don't know what good coaching looks like.

We can utilize diagnostic tools to help people in the organization see things about themselves - or about the organization -that they might not otherwise see. For example, if the organization engages in an effort to improve coaching ability, those being coached can be asked to take a short diagnostic survey on how well their coach is doing in coaching them. If an organization wants to change its culture to one that is more flexible and creative, we can utilize a diagnostic to track progress. We can also use a diagnostic to get the organization talking about specifics - so that employees know what behaviors represent the past culture and which represent the new culture.

There are, of course, other things we can do to directly influence on-the-job learning. In addition, we can change our brand by stopping our tendency to be order takers for training. By changing the way we define our role, we can encourage the business side to be fuller partners in organizational learning.

5. Measurement and Feedback to Spur Improvement

We as learning professionals suck at measurement, creating a vacuum of information that pushes us to make poor decision after poor decision in our learning designs. By only seeking learner opinions about the learning, we encourage a bias toward entertainment and engagement and away from content validity, remembering, and application. By measuring only when the learners are in the training context, we don't learn whether the learning intervention would generate remembering in a work context that is not like the training situation. By measuring only during the learning event, we measure the learning intervention's ability to create understanding, but we do not measure the learning intervention's ability to support long-term remembering. We also fail to examine whether any training follow-through is utilized. By utilizing only low-level questions in our tests of learning, we fail to measure the ability of our learners to make decisions that relate to workplace performance. In short, we don't get the feedback we need to make good learning decisions.

Maintaining ourselves in a state of permanent darkness, we continue to make terrible decisions in regard to learning design, development, and deployment. We design primarily for engagement and understanding, while ignoring remembering, motivation, and application. We hire and promote trainers and training companies who get great ratings but who don't help learners remember or apply what they've learned. Because our measurement is focused only on training, we fail to engage our business partners to ensure that they are adequately supporting learning application - we also never learn what obstacles and leverage points face our learners when they go to apply the learning in their jobs. We build e-learning programs that encourage learners to focus on low-level trivia instead of focusing on the main points. By abstaining from diagnostics, we leave employees blind to conditions from which they might benefit. Poor measurement enables the first four failures.

The bottom line on measurement is that measurement should provide us with valid feedback. Unfortunately, because we haven't taken the human learning system into account in our measurement designs - and in our measurement models - we are getting biased information and drawing inappropriate conclusions from poor data.

The Five Failures are Fixable

We as learning professionals - as a whole - though working honorably and with good intentions, are too often failing to maximize our impact. Our job is work-performance improvement. We can start by improving our own work performance.

But instead of focusing on everything - which will certainly overwhelm us - we should focus on the things that really matter. We should focus on our five failures. Instead of following willy-nilly prescriptions that pop like fads from a popcorn popper- we should focus on five things that are fundamental - and inspired by the learning research. We should focus on the five failures.

In this brief article, I have provided strong hints about how to rethink and redirect each of the five failures. While such a brief synopsis is certainly not sufficient to enable you to completely redesign your learning efforts, it should, I hope, motivate you to get started.


Will Thalheimer   Entreprise Collaborative   Ecollab ContributeurDr Will Thalheimer began work in the learning-and-performance field in 1985. He has worked as an instructional designer, simulation architect, project manager, product manager, trainer, consultant, and researcher; his clients have included organizations such as Rockwell, Raytheon, Boeing, Kodak, and the U.S. Postal Service.

He has published papers, research reports, and articles on instructional design and e-Learning; and spoken at national conferences and local industry meetings. Dr. Thalheimer founded Work-LearningResearch in 1998 to compile and disseminate research on learning and performance. He is a recipient of the 2002 International Society for Performance Improvement (ISPI) Research Grant.

Why People Don't Engage With Learning


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 believes it is to do with people not being interested in their jobs, so why should they be interested in learning?  Jonathan was asked to tell his story, which is what his post is about – a great example of a community beginning to thrive when it began to build on its humanity.  Jane is clearly right, but her response, quoted by Jonathan, is only part of the story.

I have discussed before on this blog that the activity of learning is fundamental to our humanity.  It is the core activity that equips us first for survival and eventually for whatever prosperity and fulfilment of our potential that comes our way.  We are, by nature, curious beings who experience, reflect and re-model our behaviour in a continuous and progressive loop. 

During my early career as Trainer in a high powered science research environment I was once involved in an experiment to try to determine how creativity gets lost in our make-up as we grow up.  At what stage in life and what was the cause for the natural inquisitiveness and creativity with which we are born becoming so muted? Why is it that many of the proud products of the education and training system and of our childhood and adolescent lives have lost the ability to notice what is going on around them, to analyse and reflect on it and to make plans to succeed in the environments in which they find themselves?

The shocking answer from that experiment was that the blockages begin to appear very early in life and are already well and truly evident by the age of about 7.  Parental behaviour, societal norms, schooling systems (thanks Roger Schank for crusading on this point!) and everything surrounding young lives seems to conspire to knock out of them the ability to think out of the box and conceive the extraordinary.  I remember a colleague of mine expressing huge indignation that her child’s teacher had forbidden the telling of fairy stories in infant school “How dare they” she screamed “deny my child the ability to fantasise and to dream?”

So what’s this got to do with non-engagement in learning in the workplace or in college and university?  If we have become used to not learning and our environment makes no distinction between those who learn and those who don’t, what incentive is there for people to re-awaken their fundamental and in-born skill?  If the person who learns gets the same reward as the person who “is just here for the beer” then what is the point, where is the stimulus. 

I want to combine the hypothesis that learning is part of our humanity, and couple that with the oft quoted premise that the successful organisation of the next decade is the one that can harness the knowledge and skills of the people who work within it. Surely then it is important for organisations, their business leaders, their HR and L&D functions to find ways of enticing, encouraging and supporting their people to learn and to perform better. 

Jane says quite correctly that if people don’t care, they won’t learn.  Jonathan says what many of us experience repeatedly – that even good programmes fall flat and people do not engage.  The story in his post then goes on to exemplify what I believe lies at the centre of this problem.  If the environment is not right, then however good the programme, however strong the incentive, however powerful the individual urge to learn, it will not happen. Get it right and remarkable progress is made. 

Dick Beckhard’s famous so-called Change Equation provides the clue.

D x V x F > R


Three factors must be present for meaningful organizational change to take place. These factors are: D = Dissatisfaction with how things are now; V = Vision of what is possible;F = First, concrete steps that can be taken towards the vision. If the product of these three factors is greater than R = Resistance, then change is possible. 
In a situation where people are not learning and don’t care about their jobs, something has to happen to alter the situation to prevent a slow and terminal decline in the individual’s capacity and that of the organisation to perform. Beckhard’s Change Equation says that change is dependent on three factors that must all be present for anything to happen – and that the combination of the three must be strong enough to overcome the emotional resistance to change that is a part of the nature of every human being.  Therein lies the paradox.  We are all programmed to learn, but at the same time our security needs make us resistant to take risk and to explore once we have a place of safety in our lives. 
A dissatisfaction with where we are now, a vision of a better place somewhere out there, and some idea of how to get from the unpleasant now to the better future are the components. 
How does this apply to L&D and to our learning communities? 
  • Complacency and too great a comfort with our current skills levels, our performance and a lack of ambition, if not challenged in an environment that is supportive but firm (tough love) lead to switch off and entrenchment – and rejection of anything to do with learning and trying to do things better.
  • A failure to describe, in ways that are easily understood and which excite, that a future that involves learning and change and that will offer more than the monotony and hopelessness of the current situation, is sure to prevent people even looking at the possibility that with a bit of effort there might be something better out there.
  • Presenting those who we seek to assist with methodologies, platforms and content that are alien to their lifestyles, are inconvenient, not timed to be relevant, and which lack support in applying new knowledge (whether from manager, coach, subject matter expert, mentor, or work colleagues) is not the way to re-kindle the desire for learning, difference, change and improvement. 

In L&D in-house trainers. vendors and educators have become extremely clever at devising content and packaging it in ways which from an academic perspective are ground breaking and worthy of great praise. Every day my mail is full of new offerings incorporating every new tool, application and gismo that can be imagined. But if they are not used in an environment in which the individual is comfortable and is motivated to try them out, embrace them and apply the learning they can undoubtedly generate, then it is like having a magnificent space satellite without a rocket to put it into orbit.  It is worthless. 

Our role in L&D must be to partner with our organisation leaders and managers to create that environment in which people will see a world of possibilities.  Then we have to show the skill and sensitivity to encourage people through the workplace networks and communities of which they are part, and through the learning communities we initiate, foster and invite them to join, to take some steps to try for themselves what might be out there for them.   

That’s hard enough on a face to face basis and requires the focussed efforts of everyone who influences the workplace environment.  For it to succeed with the online communities that are now part of our social world and are rapidly becoming our working world requires us to plan carefully for those communities and to show great skill in making them places that are personal, warm, welcoming and supportive.  Organisation culture, learning platforms, hardware and software accessibility, technical support, personal encouragement and forward thinking stimulation of the communities are all part of the job of the Learning Leader in our new and incredibly exciting world. 

There is every reason to be optimistic that the tools we now have at our disposal can make a real difference if we are able to ignite the spark that lights the desire to learn in those around us.  The good news is that the availability of the wirearchy, the social media and its empowerment of people to social learning and working smarter makes it a responsibility of everyone and a possibility for everyone – not just the L&D function. 

Jonathan’s story is an inspiring one of taking some small steps and seeing some unexpected and extraordinary results – thank you for sharing it!


Nic Laycock   Entreprise Collaborative   Ecollab Contributeur

Nic Laycock works to understand how the workplace aligns to the new connected world. He helps organisations with the transformation of learning.

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White Paper : Social Learning Introduction

Entreprise%20collaborative%20 %20social%20learning%20introduction

    This White Paper provides multiple perspectives on social learning, in two languages and from various business cultures. Here, Social Learning can be viewed as the development of...

Learning Formally or Informally...? Why not Both!

Socialearning%20 %20modele%2070 20 10%20us

  "The real genius of organizations is the informal, impromptu, often inspired ways that real people solve real problems in ways that formal processes can’t anticipate....

An Introduction to PKM

Stories.articles.entreprise Collaborative Intro Pkmnsp 350

    We are in the Learning Age. By using social tools, anyone can easily begin an active training course by developing its PKM. A first step in...

Podular organization: a business within the business

Ecollab%20 Business%20within%20the%20business%20 %20holy%20grail

  A lot of problems in business could be solved if we could align the interests of employees and managers with owners. Is there a way...

The war for talent is over – talent won

Leon%20jacob%20%20thomas%20schultz%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  Talent Management 2.0 These days, one ought to be a talent. Once declared as such, there‘s only one way: up – straight up the career ladder....

The End of a Job as We Know It

Stories.jobsnsp 350

  The concept of a job, as we know it, is starting to go away. Over the last year I've been speaking with many corporate business and...

Communities of Practice and Social Learning Systems: the Career of a Concept (Introduction)

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

  In this paper, I relate the conceptual framework of communities of practice to systems theory and I review the career of the concept of community...

70:20:10 - It’s not about the numbers, it’s all about change

Stories.702010 Frameworknsp 350

  Remembering Prof. Allan Tough (died 27 April 2012 aged 76 years) – a great man, a pioneer researcher into self-directed learning, a futurist, and author....

What is Wirearchy ?

Stories.ecollab Wirearchiensp 350

The Internet is connecting customers, employees and communities and empowering them with information in ways never before possible. Taking decisions and managing organized activities are...

The human-centric future of work

Esko%20kilpi%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  The big move we are in the midst of is towards an economy that is more centred on information products than physical products. Examples of...

Thinking about critical thinking

Anne Marie McEwan Entreprise Collaborative Ecollab Contributeurnsp 350

  Critical thinking is a “complex process of deliberation, which involves a wide range of skills and attitudes”. I first became aware of critical thinking as a...

Interactive competence and flash communities

Esko%20kilpi%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  All of us have at some point in our lives experienced performance appraisals where we as individuals were evaluated. This approach to judgment was the...

Why E2.0 and Social Business Initiatives Are Likely to Remain Difficult ?

Stories.Jon Husband Entreprise Collaborative Ecollab Contributeurnsp 350

Horizontal networking often creates dissonance in the vertical enterprise The vertical structure of knowledge did not foresee the coming of horizontal networking tools now...

The Future of Learning – How should your company adapt and encourage constant learning?

Stories.articles.ecollab Learn To Learnnsp 350

  Learning Organizations: New ways of managing As companies grapple with the effects and opportunities of the Internet, social media and the smartphone, internal organizations are having...

What is social learning? Part Three: the future of social

Stories.Julian Stodd Entreprise Collaborative Ecollab Contributeurnsp 350

    In this series of three articles, we first explored the experience of the individual, looking at how social capital is increasingly important: the ability to survive...

Pieces of an Ecology of Workplace Learning

Stories.David Grainger Wedaman Entreprise Collaborative Ecollab Contributeurnsp 350

  Lately I’ve been saying that you should cultivate learning in your organization as you might manage an ecological resource, like a forest, or any other...

Leadership and Innovation: The new role of leader in network contexts

Stories.articles.leadership And Innovationnsp 350

  This post was written with some questions in mind: What does it mean to lead an innovation team in a network context? How can one...

Is all learning social?

Steve Wheeler Entreprise Collaborative Ecollab Contributeurnsp 350

  Just about every day I find myself embroiled in discussions about fundamentals of learning, the nature of knowledge and the processes of education. It comes...

The Brand University: How to make a sustainable, successful brand

Stories.ecollab The Brand University The 5 Ensp 350

  Executive Summary The world of branding has, over a very condensed period of time, undergone a virtual and very real revolution as far as both the...

The stupid company or the myth of collective intelligence ?

Augusto%20cuginotti%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  Here is my exploration with the eyes of hosting learning spaces to the Blog Carnival proposed by eCollab : In theory, everyone is for the learning organization or the mobilization...

The learning organization: an often described, but seldom observed phenomenon

Stories.articles.harold Jarche   Entreprise Collaborative   Ecollab Administratornsp 350

  The last #eCollab's Blog Carnival poses the question of the learning organization and the mobilization of collective intelligence: In theory, everyone is for the learning...

The #eCollab Blog Carnival: The Stupid Company or the Myth of Collective Intelligence ?

Ecollab New Pictonsp 350

  In theory, everyone is for the learning organization or the mobilization of collective intelligence.  How could you be against it? Would that make you in favour...

What is social learning? Part Two: the organisational 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...

Social Learning fills the empty barrels of Enterprise 2.0

Socialearning%20 %20matrice%204c%20en

  Learning is social by nature Without going all the way back to the theories of Vygotsky or Albert Bandura, the simplest way to explain social learning is perhaps to...

Social media and the change form information to formation

Esko%20kilpi%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  The change towards the creative economy has major implications for the nature of what we have called assets. In the industrial age, the assets were...

Future of the training department

Stories.articles.b896gce8nsp 350

  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)


  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

De%20lentreprise%20apprenante%20%20lentreprise%20enseignante%20 %20entreprise%20collaborative

    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

Ecollab%20 %20future%20of%20training%20department

      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


  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

Stories.dont Formalize 440x323nsp 350

    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

Stories.PKM Mar2010 293x440nsp 350

  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


  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

Ecollab%20 %20le%20social%20learning%20concretement

    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

Entreprise%20collaborative%20 %20social%20learning%20et%20engagement%20client

      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


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

Ecollab%20 %20barriers%20to%20social%20business

  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

Stories.ol1 2nsp 350

  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

Reseau%20apprenant%20formel Informel%20niveau%20ind

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

Stories.water Cooler Uidnsp 350

  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?

Socialearning%20 %20un%20social%20software%20quest Ce%20que%20cest%20jen%20ai%20dj%20plein%20les%20mains

  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

Ecollab%20 %20cooperative%20assertive%20matrix

  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...