Jay's informal learning research deck

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    19-Sep-2014
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When I make a presentation, I often draw from these slides. They are my master deck.

Transcript of Jay's informal learning research deck

  • Informal Learning Reference Deck

    These are my presentation slides. Take the ideas but credit the source. If you make money on them, you must share the wealth.

  • Topics

    Big PictureChallengesCommunityThree ThingsInformal LearningUnmanagementPullWorkscapeMetricsTrendsPracticesWrong!

    WorkChangeHistorySchoolingBullittJayNetwork EffectsElevator PitchCasesImplementationLearningNetflix Culture

  • personal professional

  • Processes for Informal Learning Project

    Problem/caseFAQDiigoBlog

    ProfilesSynchronous: G+

    SurveySite

    Poster Master deck

    RegistrationApplication

    AnnouncementProtected site space

  • personal professional

  • objectives foundation

    understand what informal learning is, how it works, why its important experience learning hands-on through collaborative work, community, search, social software, blogs and tweets find out how to integrate learning into workflow review models, cases, archetypes of successful informal learning gain metalearning perspective, think ecologically spot the fakes, e.g. managing informal learning

    apply to case study project performance consulting identify opportunities to improve performance by a minimum of $100,000 prepare a business case for informal estimate impact sell the concept internally implementation plan, change management, cost/benefit

    the morning after retain membership in persistent help network Just Do It.

    Learn Informally

  • World of PULLHumanism

    People first

  • Mechanical Complex

  • Industrial Organic

  • WORKPLACE

    1800-2010 2010+

    Mechanical, Taylorism,

    Push,Predictable

    Networked,Complex,

    Alive,Surprises ahead

  • Us.Me.

  • Faster, faster, faster

    Now

    1970

  • Prospering in a Topsy-turvy World

    Top-down becomes inside-out.

    Workscape/Network

    Customers

    Workers (Pull)

    Managers

    Organization/Machine

    Workers (Cogs)

  • IBM CEO Study by IBM Institute for Business Value

  • Shift from institutions to individuals

  • IBM Learning Solutions

  • Largest U.S. Employers

    1960 2010GM Walmart

    AT&T Kelly Services

    Ford IBM

    GE UPS

    U.S. Steel McDonalds

    Sears Yum!

    A&P Target

    Esso Kroger

    Bethlehem Steel HP

    IT&T Home Depot

    Westinghouse Sears

    General Dynamics PepsiCo

    Chrysler Bank of America

    Sperry Rand GE

    International Harvester CVS

    Manufacturing

    Service

  • Social Business. Connecting and sharing.We are the boss. All the worlds a sage.Transparency, analytics, privacy. No secrets.Redefining employee. Core and the rest.Weaving together knowledge from data, people, and life. Modern apprenticeship. WorkLearn.

    Future WorkplacePeople as people

  • PUSH & PULL

  • IBM CEO Study by IBM Institute for Business Value

  • PULLPUSH

    Formal Informal

    Control

    Institution Individual

    Learning

  • Collaborative

    Push Pull

    Industrial

  • Everything human is part PUSH and part PULL.

    PULL

    PUSH

    80%

    60%

    40%

    20%

  • Two learning experiences

    1. Training class on new security procedures. Participants have to know this cold. They are tested. The class is primarily PUSH.

    2. Learning to pitch a new product by watching video of winning presentations and practicing on teammates. The learning is primarily PULL.

  • Two models of management

    1. Top-down. Command and control. Managers give orders.

    Mainly PUSH.

    2. Self-organizing team. Collaborate and share. Managers facilitate and coach.

    Mainly PULL.

  • Two types of motivation

    1. Extrinsic. Carrot and stick. Rewards based on loyalty and/or production.

    Mainly PUSH.

    2. Intrinsic. Beyond level of fairness, reward is satisfaction of making progress toward greater goal.

    Mainly PULL.

  • PULL InfrastructureWorkscape

    PULL WorkerKnowledgeMotivation

    PULL LeadershipCulture

  • http://www.slideshare.net/reed2001/culture-2009

  • THREE THINGS

  • There are always three things.

  • Rule of threes: Timing

    Beginning Middle Next

  • Rule of threes: Schooling

    Beginning Middle Next

    Focus of most schooling & training

  • Jimmy Swaggart Syndrome

    Beginning Middle Next

    Grit

  • Work

    Training as event

    WorkTrain

  • Beginning

    Learning as processMiddle

    Team meets in advance, get to know one another, and discuss their goals for the workshop

    Updates

    Alumni = support network

    Wiki Q&A

    Brief recall session

    End

  • CHALLENGES

  • People will say inappropriate things. People will post incorrect information. Our people need training, not socializing. These systems compromise classified information. Our information is unique. Theres no way to share that. Finished content is more valuable to works in progress. Our management team will never sign off on this. People will waste precious time. Employees will give away company secrets. People will post inappropriate videos. The value of media sharing cant be measured. Video isnt for serious businesses. Videos are for fun, not real knowledge transfer. (Re: Twitter) I have too much to say. I dont have time.

    Is this learning? Its overwhelming. Some people will just lurk. Answers are hit or miss. I dont know how to use it. Its risky to let anyone post anything. This is all too expensive. This doesnt create lasting change. Its not natural. In person is always best. This cant be governed. No one will be interested. People arent paying attention.

    Objection!

  • At work:

    At home:

  • Yes

    No

    Our people are growing fast enough to keep up with the needs of the business

    23%

    77%

    Business/learning integration

    (ITA) n = 200

  • Dont call it learning

    201120062002

    Informal Learning

    eLearning WorkingSmarter

  • Dirty Words

    George Carlin

    1. Learning2. Learner3. Social4. Informal5. KM6. Training7. eLearning8. ROI9. Web 3.0

    + Formalize

  • Hans Monderman 1945 - 2008

    Roads for drivers, not humans

  • Dont call them learners

  • Core company (employees)

    Outsource

    Freelance Team

    Contingent Team

    Consultant

    Contractor

    Temps

    Partner

    Alumni

    Customers

    Most work will not be performed by employees

  • Extended EnterpriseCompanyIndustrial Age Network Era

  • Core (employees)Temps

    Future Business Structure

    Outsource

    Freelance Team

    Contingent Team

    Consultant

    Contractor

    Alumni

    Jobs only exist here Partner

  • Access to information and people is intoxicating. Creating an online portrait of who we are or who we want others to see is equality alluring. But without direction, governance, and discipline, we are at risk of giving ourselves to the very networks we value rather than managing the platforms to our advantage. Our participation must be inspired by purpose and parameters. No, we are not obligated to connect with everyone who connects with us. We are obligated to maintain balance in who we are, what we value, and equally the value we invest in the communities in which we participate.

    As Clay Shirky once observed, Theres no such thing as information overload only filter failure. My take? Information overload is a symptom of our desire to not focus on whats important. Its a choice.

    Perhaps said another way, information overload is a symptom of our inability to focus on whats truly important or relevant to who we are as individuals, professionals, and as human beings. But then again, maybe thats the problem.The reality is that we are learning how to use these networks and what to expect in return. Were learning whats possible. However, we learn as we go. We discover where the proverbial line is only after weve crossed or are witnesses to those who do. Our teachers, parents, role models and peers, they to coming to grips with the evolution of social media and digital culture as it affects online and offline behavior along with us. Therefore, this is a time when we are all students. But at some point, we must also become teachers

  • The PULL Worker

  • Tangible Value

    Intangible Value

    (Nodes)

    (Connections)

  • Learning is social.

    So while people do indeed learn alone, even when they are not stranded on desert islands or in small cafes, they are nonetheless always enmeshed in society, which saturates our environment, however much we might wish to escape it at times.

  • The importance of people as creators and carriers of knowledge is forcing organizations to realize that knowledge lies less in its databases than in its people.

    Learning is not simply a matter of acquiring information; it requires developing the disposition, demeanor, and outlook of the practitioners.

    Learning is usually treated as a supply-side matter, thought to follow teaching, training, or information delivery. But learning is much more demand driven. People learn in response to need.

  • Us.Me.

  • 19801750-8000

    Fieldwork Clockwork Network

    Work

    Span of civilization

  • Collaborative Leadership

  • Collaborative Values

    Collaborative Organizations offer a community of sympathetic individuals a unique model to realize th