Social Learning is NOT a new training trend

 

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 in how businesses are operating, require a fundamental change in how the L&D function needs to view workplace learning. I suggested this means a move from a "Command and Control" approach to an "Encourage and Engage" approach to Workplace Learning.

Although in my earlier posting I pointed out some of the features of these two approaches, in this posting I first want to summarize the two approaches again. This time I am going to refer to the first approach as Traditional Workplace Learning and the second as New Workplace Learning.

 

  Traditional workplace learning New workplace learning
Focus

FORMAL TRAINING/E-LEARNING

Only what can be learnt in a formal context (and can be tracked) is of value.
Informal learning is irrelevant;
Learning is seen as separate activity from work in different offsite/online space

PERFORMING
Helping people to do their jobs (better) in the most appropriate ways (performance support/aids, training, productivity tools)
Support provided as close to the workflow as possible (ie not in a separate place or online space).
Online learning/solutions not more than one-click away

 

Emphasis CONTENT
Only expert-generated content is valid
Comprehensive knowledge-dumps

SOCIAL: Open conversations, collaboration, sharing, co-creation of content
CONTENT: Short, performance aids (in relevant formats - video, PDF, ... rather than courses)

 

Skill

INSTRUCTIONAL DESIGN
Creating and producing formal courses and workshops using formal ISD/ADDIE methodologies

 

PERFORMANCE CONSULTING
Identifying root cause of problems and finding the right solution to the problem. Workflow audits.
Management Mandating course use and completion
Tracking of learners' activity on courses

Open access to content - lite-tracking of use
Encouraging social activity and participation (you can't force (en)social)

 

Success Measurement

Tests taken, courses completion, bums on seats

 

Performance objectives: how well people do their jobs
Systems

Course authoring tools
Learning Management Systems

 

Social and collaboration tools and platforms
Autonomy L&D decides what is learned and how/when it is learned

Self-reliant learners/workers are encouraged (and developed)

 

Mindset

COMMAND & CONTROL

Learning is the end goal

ENCOURAGE & ENGAGE

Learning is the means to the end, the end goal is (improved) performance

 

Although these two approaches are clearly quite different, what I am hearing is that some are advising (and others are believing) that it is enough for L&D departments to simply add "social" onto their traditional approach to learning - as follows:

 

Focus

BLENDING
Informal and social learning is just part of the blend which has been developed for the solutions. (Other learning outside that is irrelevant)
Learning delivered in a LMS considered to be in the workflow
Emphasis CONTENT (+ MANAGED SOCIAL)
Expert content-driven solutions (don’t trust learners to co-create content)
Moderated commenting on expert content supported (need to check all comments made are correct and valid)
All activity in online learning communities subject to scrutiny
Skill BLENDED DESIGN
Instructional design
(Performance consulting = carrying out a Training Needs Analysis)
Management Mandating course use and completion
Mandating social activity and tracking of course and social activity
Measurement Tests taken, courses completion, bums on seats
Social activity seen as a measure of learning
Systems Course authoring tools
Some social tools
Social Learning Management Systems
Autonomy L&D decides what is learned and how/when it is learned

 

This is clearly perpetuating the old model of training.

 

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

Jane Hart is the Founder of the Centre for Learning & Performance Technologies (C4LPT), one of the world's most visited learning sites on the Web. She is an independent consultant, writer and public speaker.

Jane is also a Principal of the Internet Time Alliance (ITA), a think tank of leading learning and business performance practitioners that help organizations exploit emerging practices in work smarter. The ITA has connections to thousands of different organisations within its different networks, so is able to share the practices of many forward thinking organisations.

Jane has been blogging for many years, she writes articles for international magazines; and is also an established author. Her most recent publication is the Social Learning Handbook and she is now working on a follow-up book: The Non-Training Approach to Workplace Learning.

 

3 Practical Considerations for Implementing Social Learning

 

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 adoption of social learning, namely the need for speed and collaboration. In that post, he also touched on the fact that learners (employees) want to engage with their peers at their time of need, no matter where those colleagues are physically located. Now, let's roll up our sleeves and dig a little deeper into some of the practical considerations for adopting social learning in your organization:

#1. Culture

Before you embark upon any social learning initiative make sure you have a solid understanding of your organization's culture and how it supports collaboration. Most corporate 'portal' initiatives usually launch with a bang! - meaning everyone logs in to check out the new site and then it quickly turns into a virtual ghost town. This is often a reflection of the all too common "what's in it for me?" corporate culture. For social learning to be successful, you need to really understand and perhaps change how you motivate and recognize the organizational contributions made by your employees. For some excellent reading on the subject of highly effective teams, check out Keith Ferrazzi's "Who's Got Your Back"Stephen Covey's "The Speed of Trust" and Patrick Lencioni's "The Five Dysfunctions of a Team". Also, take a look at this great article by Marcia Conner and Steve LeBlanc on how culture and technology provides the foundation for social learning to thrive.

#2. Governance

Otherwise known as "who gets to do what?", governance is the model that you put in place which ultimately dictates who gets to publish, review and rate or comment on content. The traditional governance approach in corporate training is that a relatively small group of people define and create learning content, usually with the help of one or two SMEs (Subject Matter Experts). The broader learner audience consumes this content, usually based upon compliance needs and job role requirements. For social learning to be effective, you need to figure out how to fit informal, peer-based learning into your model and to recognize that on a micro-level, SMEs exist throughout your organization. Susan may bring into the organization a skill or best-practice that is highly developed but may not be core to their existing job role. Long term employees often have invaluable tips garnered from years of experience serving in various roles and departments in the company. The beauty of social learning is that it creates a level playing field, where everyone has the opportunity to contribute a unique perspective or nugget of wisdom. When designing your social learning governance model, don't throw the baby out with the bath water. There are clear reasons why governance exists around your formal learning processes. These do not necessarily change with the introduction of social learning. You are simply adding a layer to the model. 

#3. Keep it Simple

When choosing a social learning platform, appeal to the lowest common denominator. In other words, keep it simple. The tools/platforms that you choose should be fast enough, and easy enough to use that people will embrace the technology and start using it. Creating content, uploading content, sharing content, making it searchable, adding assessments and comments, viewing reports and bundling content together should all be easy to do.
 

If you've planned this properly, you may choose to have everyone established as "content creators" and commentators, but only certain individuals able to create and edit assessments and review reports. You may choose to incent and reward participation in the social learning platform. For your 'keener' types, perhaps the creation of a monthly learning nugget could be a formal metric on their SMART employee objectives. You could reward frequent contributors with a gift card or other incentive. Your culture and corporate policy will dictate what you can and can't do with incentives but you may need to consider something like this to drive early adoption and continued participation.
 

There may be more considerations for effectively implementing social learning in an organization. What are your thoughts or additional considerations that you have found to be crucial to building a social learning enterprise?

 

 

Michael%20rose%20 %20entreprise%20collaborative%20 %20ecollab%20contributeurMichael Rose is knoodle's general manager. He brings over 20 years of domestic and international management experience successfully leading, growing, and advising companies in the technology and services sectors.

 

He was formerly the CEO and Director of Everyone.net, a market leader in providing Software as a Service (SaaS) messaging for small business and service provider customers worldwide. Previously, Michael co-founded SAVID LLC, a media and communications strategy consulting firm, was VP of corporate and business development and VP of International at video-on-demand pioneer DIVA Systems, and was General Manager at Fresh Western Foods. He is currently a tech partner at El Dorado Ventures and business advisor at Pacific Community Ventures.

 

Michael holds a BA from UC Berkeley and an MBA from The Wharton School, University of Pennsylvania.

 

 

HR Failing To Lead The Social Revolution At Work

 

Hr Dir Md

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 group? Why is that? Why do our HR leaders focus more on the risks vs. the potential rewards of implementing this technology within the enterprise? And when HR leaders DO chime in, the conversation is shifted to the organization’s social media policy or lack thereof, the HR handbook, or some other compliance topic of little strategic benefit to the company. It’s almost like HR dumbs down the conversation or ignores it altogether.

It seems every day there is a new article, blog post, tweet, and other commentary questioningwhether companies “need” social media. It’s akin to asking, do companies “need” a website, email, PC’s, or mobile phones? The answer is obvious. Of course no company “needs” social media, although many will likely turn to Facebook’s Marketplace when looking for a buyer for their failing business.

As Human Resources professionals (and learning coaches―a.k.a. instructional designers), one of the things we’ve learned is that the medium is not the message1. Just as we’ve been learning for years without all of the technology at our disposal today, companies have been conducting business for years without social media and will be conducting business for many years to come without it. So, stop fussing about whether your company needs social media- the answer is… it doesn’t need it.  As a profession, we should stop obsessing over hypotheticals and focus our energies on the needs of our companies we can meet―via social media or otherwise. This is where our greatest opportunity for impacting the bottom line lies.

Here’s a list of what companies do need, and by all means feel free to add more to list with your comments below:

  • a productive and engaged workforce able to compete and succeed in today’s global market,
  • a means with which to attract, recruit, communicate with, and provide challenging work to thedigital natives entering the workforce,
  • a dynamic intranet, where employees can connect and quickly locate information, expertise, and each other to collaborate and execute the organizations plans,
  • to stop mass marketing their products and services via mediums where their message is lost in a sea of useless noise, and to engage their customers in a very personal, authentic and focused manner,
  • a “new and improved” vision for their learning management system, one that can accommodate learning events and opportunities not conceived of in the HR department- but born in “the field”, informal learning, and enables employees to learn from one another up, down and across the organization―geographical boundaries be damned,
  • a means with which to capture some of the knowledge that’s about to walk out of their doors when baby boomers accelerate their retirement after this economic malaise we are currently in, and finally
  • a good dose of leadership from their head of Human Resources to collaborate with their IT department, and educate the c-suite on how social media can and should be considered as part of their talent management strategy―and not just their marketing mix, to meet some of these needs

Social media technology has the potential to transform the enterprise and how we work, but only when implemented as part of a larger human resources strategy, with clear goals and objectives, and when applied to needs it can effectively meet. When implemented in pursuit of one of these goals above, and tracked with appropriate metrics, HR leaders will be able to demonstrate the value of implementing these systems, and not simply the risks which are so prominently written about that make the news headlines every day.

1. Clark, R. (1983). Reconsidering research on learning from media. Review of Educational Research 53(4), 445-59.

 

Alex%20santos%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

In his role as Co-founder, Managing Director of Collabor8 Learning, Alex Santos is developing enterprise social networks and e-learning programs that serve the training and development needs of large and small organizations.

Alex's work in private industry over the past 15 years has focused heavily on the development of learning systems and courses that teach and transform performance. In this capacity, Alex has developed courses for use by the U.S. Navy, CSX Transportation, Visa International, Ocean Bank, Fontainebleau Resorts, and now the Ritter Academy.

He earned his Master of Science in Instructional Systems from The Florida State University, and his Master of Business Administration from The University of Miami. In addition, he holds the coveted Senior Professional in Human Resources certification from the Human Capital Institute.

 

What Agile Means To Me

 

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 it except for the learning. Needless to say, an understanding (albeit very rudimentary) of the Agile philosophy supersedes all other learning (and that has been plentiful too).

Coming from a very traditional, waterfall-driven background replete with all the drawbacks (what I perceive as drawbacks in comparison now), it took me quite a while to assimilate the philosophy - even the basics of Agile. A dictum like «Just deliver; don»™t document unless the document is going to add value» would throw me into a tizzy. Don’t we need to document so that in case a point comes when the blame-game starts (I assumed it would), we have our backs covered ? Apparently not because there is no blame game! There is no one to blame. Everyone is in this together - the team, the client, and all other remaining stakeholders.

As I mulled over these rather shocking, almost blasphemous, aspects of Agile, I thought it would be a good idea to pen down my thoughts and put them forth for inspection and feedback. And to track my understanding over time.

The original Agile Manifesto, which is my source of inspiration, can be found here.

My interpretation of the Agile philosophy

I am trying to acquire better ways of learning and building personal knowledge networks and helping others do it. Through this endeavor, I have come to value:

  • Adaptive over predictive
  • Collaboration over documentation
  • Continuous feedback over periodic reviews
  • Generalization over specialization

That is, while there is value in the items on the right, I value the items on the left more and have found them to be in synch with what is required today to build a learning organization, an organization of motivated, passionate individuals.

Unpacking each claim

Adaptive over  predictive

Ruth Clark describes adaptive in relation to expertise in her book Building Expertise: Cognitive Methods for Training and Performance Improvement, and I think it reflects my understanding of Agile philosophy very well. Being adaptive means to be flexible, open to change, reacting to situations just as the situation demands. Adaptive expertise brings open-ended inquiry to the problem and not a pre-defined solution. Being adaptive is to be always ready. In this context, I am reminded of the phrase «a mind like water» by David Allen. Paraphrasing from Getting Things Done below:

Water neither flinches nor ignores the impact when a huge boulder hits its surface. It welcomes a boulder just like it would a pebble. The ripples it generates are in direct proportion to the size and impact - neither more nor less. Water neither underreacts nor overreacts. And very soon, water goes back to its natural state - open and clear - ready for the next impact.

This is the state of being truly adaptive and agile. With the unknown and the complex becoming the norm in knowledge work, adaptability is the key to dealing with challenges, to be comfortable with ambiguity, and to move to a state where we are constantly learning.

As Eric Hoffer very aptly says (the highlights are mine):

We can never really be prepared for that which is wholly new. We have to adjust ourselves, and every radical adjustment is a crisis in self-esteem: we undergo a test, we have to prove ourselves. It needs subordinate self-confidence to face drastic change without inner trembling.

Collaboration over  documentation

Going back to my roots in traditional organizations where documentations supersede communication, conversations and listening, I can appreciate the value of collaboration. Please note that I am not advocating doing away with documentation, but documenting only what adds value and when it adds value - to the project, to the team, to the stakeholders or to oneself. I am using the Minutes of Meetings (MOMs) as an example to make my case.

Coming from a culture where minutes of meetings were more important than the meeting participants, I can truly appreciate the need for collaboration. Unlike any of the methodologies that fall under the umbrella of Agile, in traditional orgs most meetings are conducted as rote and many of the crucial stakeholders are missing. Hence, a stringent documentation is required to capture what transpired and to keep everyone in the loop (so to speak). Needless to say, many of the subtleties of discussions are lost, and the minutes become more of a «save our backs in the future» documents with little of value coming out of them.

Let me take this a little further. When I claim that under the aegis of Agile philosophy, collaboration is more valued, this is what I imply. First of all, collaboration for me implies disciplined collaboration - a term popularized by Morten T. Hansen in his book Collaboration: How Leaders Avoid the Traps, Create Unity, and Reap Big Results. Disciplined collaboration is to collaborate for results. And this is precisely what the philosophy of Agile supports. Some of the quotes from the book that supports my understanding of effective collaboration are:

« The idea of disciplined collaboration can be summed up in one phrase: the leadership practice of properly assessing when to collaborate (and when not to) and instilling in people both the willingness and the ability to collaborate when required. »

« Disciplined collaboration requires that organizations be decentralized and yet coordinated. To build this model, leaders need to detect the barriers to collaboration and overcome them without reducing the benefits of a decentralized structure. »

« Collaborative companies run on networks, those informal working relationships among people that cut across formal lines of reporting. If the formal org chart shows how work is divided into pieces, networks reveal the informal organization-how people actually work together. »

Finally, a collaborative company can do away with unnecessary documentation, remain lightweight and agile because the concerned people are all in it together. Everyone is in the loop, always!

Continuous feedback over  periodic reviews

This is my biggest learning from Agile. The very environment and processes - pair programming, TDD, retrospectives, continuous integration, whatever else you will - support continuous feedback, one of the keys to learning. In this environment, a mistake becomes a stepping stone to excellence. A philosophy that centers on feedback also encourages mistakes by default. I think of these as bunkos where a «bunko» means - «to make a mistake from which the benefits of what you learned exceed the costs of the screw-up» as described in The Adventures of Johnny Bunko. Because one knows that feedback will be immediate, one is not scared to experiment, think big and explore. Imagine the reverse of this - where feedback comes in the form of yearly appraisals that tell you how many times you have screwed up far removed from the time and the context of the screw up itself. It leaves one mentally screaming, «Why didn’t you tell me earlier? How does it help now?»

Here’s one of my sources of understanding and clarity on the purpose of feedback and the way to deliver as well as receive it: Tightening the Feedback Loop by Patrick Kua.

Generalization over  specialization

With the edges of our roles and jobs disintegrating, it is of utmost importance to be able to wear multiple hats. While we will definitely have our specializations (that after all is what we were hired for), this should not make us incapable of playing multiple roles. Generalization helps in a number of ways (I am referring to generalization around one’s core skills).

In a world and world economy where situations throw us into unpredictable circumstances and poses unknown problems, being a specialist with crystallized intelligence can be a bit of a hindrance. Ruth Clark in the aforementioned book talks about this at length. I have described it briefly here. To remain adaptive and responsive to changing situations, it is important to develop a fluid intelligence, one that enables us to take on the role of inquiring novices when required, which in turn helps to view a problem from different perspectives.

To quote Ruth Clark:

Fluid intelligence is the basis for reasoning on novel tasks or within unfamiliar contexts; in other words, it gives rise to adaptive expertise. In contrast, crystallized intelligence is predicated on learned skills» and is the basis for routine expertise.

It is clear that adaptive expertise is the basis of being a generalist. A generalist, according to me, is one who can explore, venture into unknown territories and domain, learn from new experiences and apply that in areas beyond one’s specialization. 

  

Sahana Chattopadhyay   Entreprise Collaborative   Ecollab Contributeur

An Enterprise Community Manager and Learning and Development Consultant at ThoughtWorks, Sahana Chattopadhyay works at the intersection of instructional design, knowledge management, enterprise collaboration and community development.

Passionate about the power of collaborative learning and social media in meeting the challenges of today’s complex work environment, she is helping to build communities to facilitate conversations, knowledge sharing and creation, and open communication in a distributed organization.

 

 

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

 

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 naturally seek a learning opportunity at his or her time of need, often seeking help from the 'expert employee' over the cubicle wall, or by reaching out to them over the phone, email or instant messaging. It goes like this: "I've never had a situation like this! What would Michael or Kelly do? I'll go ask!"

Much of this activity is a direct result of the fact that formal training tends to focus on policies and procedures, and doesn't often capture best practices which are constantly evolving through day-to-day business interactions. The people that are creating the best practices are usually not the people designing the training courses. This explains both the gap and the opportunity that can be addressed through social learning. And while it's almost cliché to speak of the "fast pace of today's business environment" and "the increased need for collaboration and knowledge sharing", it could not be more true. An organization’s ability to compete locally, nationally, or globally is very much tied to its ability to foster and enable collaboration and knowledge sharing.

Then along comes the explosive rise of social media which have led to many learning professionals and learning technology vendors looking to capitalize on the opportunity to support social learning in the workplace. As with any major paradigm shift, we have seen a number of different approaches - not all successful. Software vendors and corporations with entrenched, legacy systems typically either wait and do nothing, or create "bolt on" solutions. These approaches are often clunky and limited by the workflow and design goals of the "top down" systems upon which they are built. In many cases long term user adoption is a complete failure as the bolt on systems are by their nature limited by constrained governance models, firewall issues, and un-evolved corporate policy, which means that employees may not find the learning delivery to be fast enough, relevant enough, easily used and consumed, and available at the most opportune time. Thus, there is an increasing risk of leaving employees who are hip to today’s web 2.0 and mobile technologies disengaged and bored (more on this in a future post!).

Fortunately, social learning has evolved to the extent that some best practices are emerging. Learning technologies are now available that enable organizations to adopt powerful social learning solutions cost-effectively and quickly.

Stay tuned for our next post as we dig into some of the practical considerations for social learning.

 

 

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

Tony Yang leads marketing at Knoodle, which includes the company's go-to-market strategy, product marketing, lead generation, and content development.

Prior to joining Knoodle, Tony consulted for large tech companies, cloud-based enterprise 2.0 startups, and non-profit organizations including Microsoft, BillFLO, and California Against Slavery. He was previously the Director of Marketing at LeapFILE, a large file transfer and cloud storage company. He also spent several years overseas in China, where he contributed in marketing and business development roles for IBM Global Services.

Tony holds an MBA from the Marshall School of Business at University of Southern California, a Masters in Information Systems Management from Keller Graduate School of Management, and BA degrees in both Economics and Chinese Studies from the University of California, San Diego. He is fluent in both English and Chinese.

 

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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

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

Fusion%20de%20lapprentissage%20et%20du%20travail

  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

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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

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

Fr.slideshare

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

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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

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...