Download - 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

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


Focus of most schooling & training

Jimmy Swaggart Syndrome


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 the five categories of distinctively human potential.

Empathy: an emotional understanding of the sentiments, dreams, desires, and ambitions of their employees and customers.

Culture: communities are based on trust and like-mindedness, that is, familiar mores, traditions, and customs as well as shared values.

Morality: no longer tolerate a gap between idealism and pragmatism, between principles and practical reasons

Creativity: perpetual beta, space for solitude and time for the individual to be alone with their thoughts -- time and space to be themselves

Aspiration: the quest to work toward a unique mission, whether it is individual advancement, spiritual enlightenment, or social progress. The prerequisite of aspiration is imagination, and its immediate product is hope.

TeamSprintDecide

Net-workMotivate/happy

Converse

LeaderTake stockTake charge

CoachConduct De-stress

BusinessDelight customers

Rapid cyclesEmbrace changeMake mistakes

Reflect

Collaborative BLT

Take stock, take chargeDelight customers Collaborate, team-workDe-stress, smileInspire performanceTake the pulseSprintDecide wiselyCoachNurture serendipityNet-workConduct, dont control

Unmanagement

The Principles of Radical Management

Delight customers

Managers enableself-organizing teams

Dynamic linking

From valueto values

Communications:conversations

Stocks Flows

Access

Attract

Achieve

The Big Shift

Push Pull

CreationSpaces

Customers

Corporation Customers

Corporation

PULL Learning

from try and force people to learn to allow people to engage in meaningful social interactions about how to do their job.by building a trusted personal learning network, acquiring new collaboration skills, filtering and sifting through information overload

Peeragogy

Work and learningare converging.

20th Century

21st Century

Work Learning

Cohesive Organization

Work = Learning

Pull LearningActive learner

Learner defines content

Conversation & discovery

Compete

nce

Indepen

dence

Learn in

Group

Web 2.0

Push LearningPassive student

Others set curriculum

Courses, workshops

Grades

Obedien

ce

Learn on

your ow

n

Unchang

ing

knowledg

e

Pull LearningActive learner

Learner defines content

Conversation & discovery

Compete

nce

Indepen

dence

Learn in

Group

Web 2.0

Push LearningPassive student

Others set curriculum

Courses, workshops

Grades

Obedien

ce

Learn on

your ow

n

Unchang

ing

knowledg

e

Grades

Obedien

ce

Learn on

your ow

n

Unchang

ing

knowledg

e

INFORMAL LEARNING

Jane Hart

Clark Quinn, mapping Jane Hart

70/20/10experiential

fromothers

formal

Charles Jennings

Workers are taking matters into their own hands

Jane Hart

Learning

How Novices Learn Novices Learning Mix

Informal

Formal

PUSH Curriculum Many at once Event, ends

High-performers Learning Mix

Informal

Formal

How Experienced People Learn

PULL Self-directed Unscheduled Continuous

LearningFormal Informal

Inform

Form

80%+ of Workplace Learning is Informal

Form

Inform

80%+ of Spending on Workplace Learning Goes to Formal

Informal

Formal

80/20 Research largelypredates the internet

Pre GooglePre online helpPre pervasive emailPre webPre social networking

Workplace Learning As One Gains Experience

Formal

Informal

Novice Practitioner

Workplace Learning Over Ones Career

Formal

Informal

Novice

Training departments Comfort Zone

Workplace Learning Over Ones Career

Formal

Informal

Practitioner

Where most learning takes place

The Spending/Learning Paradox

Formal InformalInstructor-led classWorkshopVideo ILTSchoolingCurriculum

MentoringLunch n learnConferencesSimulationsInteractive webinarsPerformance supportYouTubePodcastsBooksStorytelling

Hallway conversationProfiles/locatorSocial networkingTrial & errorSearchObservationAsking questionsJob shadowing/rotationCollaborationCommunityStudy groupWeb jamFeedsWikis, blogs, tweetsSocial bookmarkingUnconferences

POSTER

Workscape

FORMAL LEARNING

INFORMAL LEARNING

Learning Spectrum

Formal Informal

Doing

/Push /PullControlled

RigidAutonomous

Flexible

159

Free range learnersFree-range learners choose how and what they learn. Self-service is less expensive and more timely than the alternative. Informal learning has no need for the busywork, chrome, and bureaucracy that accompany typical corporate training. Less is more.

Degrees of formality

Formal Informal

CurriculumChosen by outside

authoritySelected by individual

Recognition Explicit Intrinsic

TopicFramework, overview

How-to

Community of practice?

No Maybe

Objective Knowledge Activity

Common characteristics

Formal Informal

Control Top-down Laissez-faire

Delivery Push Pull

Duration Hours, days, weeks Minutes

Locus Apart from work Imbedded in work

AuthorInstructional designer, SME

Individual

Time to develop Months, weeks Minutes

When? In advance At time of need

What? Know Become

Skills

learning how to learn critical thinking & conceptualizationpattern recognitiondesign thinkingworking with one another, co-creationnavigating complex environments software literacy

Beliefs

optimism confidence curiosity resiliencepurposeautonomy

What pull learners need to do and believe

Peeragogy

DIY Learning Tools

Jane Hart

to solve learning/performance problems quickly and easily (ain't no one checking for the LMS or looking for their CLO's take on the problem); they use Wikihow, YouTube, Google.

to keep up to date with their industry and profession (blogs, podcasts - they may look for it, but they also use RSS to make stuff come to them)

to build a Personal Learning Network (Google+, Facebook, etc, to brainstorm, ask questions, learn without knowing it - serendipitous learning!)

to keep up to date w/what is happening inside their orgs (Chatter, Yammer, Dropbox, etc)

to share what they know and learn with their colleagues (creating content - Jing, screenr, Prezi, YouTube, etc)

to reflect on what they are doing and learning - and to share their thoughts and experiences (see the ITA groups individual blogs)

Using these tools:

Jane Hart

1. Take responsibility and controlTake responsibility for their own learning personal/professional development in the organisation

2. Reflect and reviewContinuously review their strategies in the light of a changing world as Harold says life is in perpetual beta.

3. Seek-Sense-ShareUse Personal Knowledge Management (PKM) techniques as a continuous process of seeking, sense-making and sharing

4. Contribute and shareBecome a valued contributing node in the networks to which they belong

5. Get organizedUse a variety of personal and organisational tools including social media tools and networks to organise and manage their own personal learning but this certainly doesnt mean being forced to record everything in an organizational LMS or learning platform

6. Get things donePerformance is key; its not about the learning per se but what they can do as a result of all their learning activities. Success of learning is therefore measured in terms of their new or improved performance

7. Narrate and converseNarrating their learning is an integral part of narrating their work i e. regularly recording activity, achievements and reflections (in a personal blog or in an activity stream) in the workflow for others to read and learn from.

http://www.c4lpt.co.uk/blog/2012/04/20/is-it-time-for-a-byol-bring-your-own-learning-strategy-in-your-organization-byol/Jane Hart

LQ

http://www.jarche.com/2012/05/its-time-to-focus-on-your-lq/

Learning is everywhere in the connected workplace. Networked professionals need more than advice (training); they need ongoing, real-time, constantly-changing, collaborative, support. However, many of us have relegated our own learning to the specialists over the years teachers, instructors, professors. Were not used to handling all of this learning on our own. But if we want to thrive in complexity and if we want our work teams to be effective, we have to integrate our learning into the workflow.

PKM is the foundation of connected work. Its up to each of us to develop, and continuously revise, our sense-making frameworks as we work inside and outside the increasingly permeable walls of our organizations. Unlimited information, distributed work, self-publishing, and ridiculously easy group-forming all point in one direction the organization will no longer address all your learning needs in the network era.

Additional skills are needed to help groups and teams learn as they work.Narration is a base skill for the networked workplace. Other skills include network weaving, curation, and network analysis. We also have workshops on how to use social media for professional development, as well as setting up and sustaining an online community. These workshops are not just for learning professionals but for any role; from sales to marketing to production, and especially for management. More workshops are in development and we are always interested in getting suggestions. Custom workshops and skills coaching can also be arranged.

To improve our own and our organizationslearning quotient, we need to look at ways to be more self-directed, social, and agile learners. Life in perpetual Beta requires a high LQ.

personal

Harold Jarche

Jays Learning EcosystemInputsSkype chat with ITAWorking Smarter DailyDipping into TwitterA few email subscriptionsGoogle+Janes Social

books, NYT, Wired

Capture, review & storageDiigo bookmarksFlickrGoogle DocsDropBoxEvernote

ProcessingWorkflowyBlog: Internet Time, Berkeley DietPrivate blog (Moi)JournalTweetsjaycross.comComments2012 filesoccasional article

Publicity, rebroadcastBlogTwitterFacebookLinkedInGoogle+Tumblr

Vital practice: Working out loud

John Stepper

Its not a YACC(Yet Another Communications Channel)

Working out loud = Narrating your work + Observable work --Bruce Williams

Andy McAfees Dos and Donts

Managing the Transition to a Social Business

http://www.cmswire.com/cms/social-business/managing-the-transition-to-a-social-business-015911.php

Transparencyculture is exposed, good or badinterconnected people bypass old structures

Narrationmodel new behaviorsrequires trustrely on communities of practice

Adoptiontakes time for reflection and sharing storiessupport sharing, dont just talk about itintegrate into daily workflowHarold Jarche

PULL Infrastructure

(WORKSCAPE)

Workshops

Workshops

Workscape

Traditional L&D

L&D in Social Business

& eLearning

& eLearning

Employees

Temps

Ad hoc teams

Specialists

Contractors

Outsource providers

Professionalcommunities

Advisors

Customers

ChannelsSuppliers

Partners

Media

Prospects

The industry

Community

Government

Business Workscape: 21st Century

Know-who (profiles)Know-how (knowledge store)Know-now (feeds & streams)Know-not (unlearning)Know when (project management)Know-why (aspirations, motivation) Know what-if? (sims, probes)Know where (indexes, rankings)

Workscape Functions

Bet

a

Conversing at HP, MIT, Merck, Sun

Who knows? Expertise? Background? Instant connections. Their current location, status, availability.

Project coordinationCollaboration

Staying currentMonitoring situationLocating references

Individual expressionIdea sharing

Professional developmentProcess innovation

Bet

a

Conversing at HP, MIT, Merck, Sun

Facebook

Wiki

Del.icio.usBlogger

Ning

Open Source

!Collaborative Workscape

Classroom Workscapeapart from work embedded in work

training, push learning, pullprograms platformpiecemeal holistic

events processesstatic fluid

know things work smarter

Harold Jarche

Workflow

Learning principles

Enterprise Circuitry

WorkersFeeds & streams

Partners

1 Think learning spaces/places not training rooms2 Think social technologies not training/learning technologies3 Think activities not courses4 Think lite design not instructional design for organized activities5 Think continuous flow of activities not just response to need

Supporting the Social Workplace Learning Continuum

http://www.c4lpt.co.uk/blog/2012/06/04/supporting-the-social-workplace-learning-continuum/

Jane Hart

the five pillars of social intranets: Information. To be social, an intranet must allow information to easily flowverticallyand horizontally, and allow employees to express

themselves in various ways (articles, status updates, comments, content sharing). Knowledge. Content repositories are way too statics, they must evolve to a more democratic and flexible way tocapitalizeon

knowledge (enterprise wikis) and to spread it (social learning). Communities. I assume you are already convinced of the importance of enterprise social networks. But simply providing a ESN to your

employees will not allow communities to emerge, you will have to enable themthroughstimulation and moderations. Collaboration. I also assume you are aware of the benefits of online collaborative workspaces, but one can do much more with

socialized project management solutions, ideagoras or social serious games. Business processes and data. Last but not least, software allowing employees to produce, collect, structure, analyze and publish data

is key to wider adoption. You will easily find pockets of users willing to participate in social experiments, but torallyEVERY employee, you will have to include businessapplicationsand processes in your internal social platform.

http://www.forbes.com/sites/fredcavazza/2011/11/30/from-social-intranets-to-collaboration-ecosystems/

Relative Importance of Ways of Learning in Corporations

http://www.c4lpt.co.uk/blog/2012/04/16/only-12-think-that-company-training-is-an-essential-way-for-them-to-learn-in-the-workplace/

How managers learn

http://goodpractice.com/white-papers/The-Learning-and-Performance-Link--How-managers-learn--in-their-own-words.pdf

Embedded learningVisualChunksReflection

PsychologyEngagementAmbiguityFun

InfrastructureLightweightOpen sourceReady to go

Organizational cultureNurturingOpennessFlattening

Business visionContinuous improvementStrategic flexibilityCustomer learning

Change managementStakeholder supportRole re-definitionBuy-in

AccessMobileGames24/7

FormsCommunitiesLearnscapesSocial nets

Learning sciencesMeta-learningExperience designInformal learning

Workscape

Bet

a

While designing their own workspace Stanford Universitys Design School tested the best practices accumulated over the last few decades and put the best techniques into a cookbook for others to use.

Sit in circles and gather around square tables. The symmetry implies that all positions are equal. If a room naturally has a "place of honor" (such as the head of a table), let a lower-status individual sit there.

This change in orientation applies to learning as well as product/service design.

You cant run a service the way you run a factory. Customers interrupt. Learners as customers.

Dave Gray, Connected Company

Training Services

packaging/organising learning events

(the 10 segment of the 70:20:10 framework)

Solutionscourses, workshops

programmes, webinarscurricula, learning paths

blended learningsocial add-ons

Organising trainingdesigning, delivering managing training

measuring completions

Activities and solutionsassisting creation of personal knowledge networks

guiding information and knowledge management capabilitiesfacilitating experience sharing

supporting a culture of coaching and mentoringbuilding and helping sustain professional communities

facilitating co-creation and sharing of content supporting development of Social Web skills

Working Smarter Servicessupporting continuous learning and performance improvement in the

workflow (the 70:20 segments of the 70:20:10 framework)

Identifying performance problems and designing workplace solutions

performance consulting, workflow and performance auditsidentifying bottlenecks and process issues

supporting managers in team development strategyhelping managers develop people development skills

co-designing and supporting workplace development activitiesagreeing performance success metrics

SkillsInstructional design skills

| Project management skills |

Learning administration skills

Mindset / Culturefocus on learning |

command and control | plan and manage

Mindset / Culturefocus on performance | encourage and engage | connect and collaborate |

partner and guide

SkillsBusiness skills | Social media skills | Adult Learning skills

Coaching skills | Performance consulting skills | Community skills

Tools & SystemsAuthoring tools | LMS

Tools & SystemsFrameworks and guidelines |Social media tools | Social platforms and

intranets

Traditional L&D vs Working Smarter

Traditional L&D Modus Operandi

Working Smarter Modus Operandi

continuous improvement loop

2012 Internet Time Alliance, all rights reserved

Push Pull

Jane Hart

Courses are dead.Learning ecosystems are the future.

COMMUNITY

Practitioners need a community to:

help each other solve problems (this is a very fundamental reason to participate, much better than the usual knowledge sharing imperative)

hear each others stories and avoid local blindness

reflect on their practice and improve it

build shared understanding keep up with change cooperate on innovation find synergy across structures find a voice and gain strategic

influence

http://blog.hansdezwart.info/2012/03/29/working-smarter-in-online-communities-etienne-wenger-at-tulser/

Community

Etienne Wenger

Bet

a

Truffle

METRICS

Metrics

Your sponsor is god.Coordinate throughout.Agree on measures up front.Only valid metrics are business metrics.

If numbers squishy, interview sample and extropolate.

You must manage what you cannot measure

Cost : benefit

Promoting and assessing value creation in communities and networks: a conceptual framework

http://wenger-trayner.com/documents/Wenger_Trayner_DeLaat_Value_creation.pdf

Mark Brian

Reference: http://bit.ly/e59bxe and http://bit.ly/e5Pr5o

Benefits from in-house useBenefits from in-house use

Reduce time to market 29%

Increase number of successful innovations 28%

Increase speed of access to knowledge 77%

Faster access to in-house experts 52%

Reduce operating costs 40%

Increase employee satisfaction 44%

Benefits from customer useBenefits from customer use

Reduce time to market 26%

Increase revenue 24%

Reduce marketing costs 45%

Reduce customer support costs 35%

Reduce travel costs 63%

Increase customer satisfaction 50%

Business & Web 2.0

TRENDS

trendsweb: pages to streamssearch to socialpush to pullreactive becomes proactiveFLIP

messages documentsAH HA

S

PRACTICES

Spectrum of activities

Formal InformalInstructor-led classWorkshopVideo ILTSchoolingCurriculum

MentoringLunch n learnConferencesSimulationsInteractive webinarsPerformance supportYouTubePodcastsBooksStorytelling

Hallway conversationProfiles/locatorSocial networkingTrial & errorSearchObservationAsking questionsJob shadowing/rotationCollaborationCommunityStudy groupWeb jamFeedsWikis, blogs, tweetsSocial bookmarkingUnconferences

Autonomy: People want to have control over their work.

Mastery: People want to get better at what they do.

Purpose: People want to be part of something that is bigger than they are.

Trust

http:workingsmarterdaily.com

Hallmarks

Lean, not big.Conversations, not chains.Sharing, not telling.

Performance Support & Learning:Separated at Birth?

Key ideas about learning have emerged from research in the cognitive sciences.

People learn by:

constructing their own understanding based on their prior knowledge, experiences, skills, attitudes, and beliefs. following a learning cycle of exploration, concept formation,

and application. connecting and visualizing concepts and multiple

representations. discussing and interacting with others. reflecting on progress and assessing performance.

Howard Rheingold

Do we need customer-driven learning?

Overall, how was your experience with Enterprise?

Apple has calculated that every hour of time spent calling detractors results in an incremental $1000 in revenue.

CREDO We are open and transparent. We narrate our work. Need to share. Continuous learning, not events. We value conversation as a learning vehicle. We are a vanguard of change within the Company. We drink our own champagne (or mimosas). Business success is our bottom line. Learning is work; work is learning. We are not a training organization. We value time for self-development and reflection. We recognize that reflection is a key to learning. We establish business metrics for every engagement

and report back publicly on outcomes.

Speaking UpCommunicating honestly and directly with others by asking questions, acknowledging errors, raising issues, and explaining ideasExperimentingTaking an iterative approach to action that recognizes the novelty and uncertainty inherent in interactions between individual and in the possibilities and plans they developReflectingObserving, questioning, and discussing processes and outcomes on a consistent basisdaily, weekly, monthlythat reflect the rhythm of the workListening IntentlyWorking hard to understand the knowledge, expertise, ideas, and opinions of othersIntegratingSynthesizing different facts and points of view to create new possibilities

The Behaviors of Successful Teaming

Too Big to Know...Too Much to Train?

Gary Woodill

Curator

Filter

Find it, dont memorize it Hire at least one organizational curator Cherry pick from external curators Take part in an advice network Set up alerts, feeds, aggregators

Knowledge workers spend a third of their timelooking for stuff and scheduling meetings. They spend 14% of their day duplicating information and managing spam.

1986 1997 2006

75%

20%10%

What percentage of the knowledge you need to do your job is stored in your own mind?

Robert Kelly, CMU

Know What

Conversation

Arnold Lakhovsky, The Conversation

DoingLearningNaturalSocialSpontaneousInformalUnboundedAdaptiveFun

Conversation

Top tools

#lrnchat

http://bit.ly/kRE12Z

http://c4lpt.co.uk/140Learning/twitter.html

During a presentation, its like note taking on steroids. A key point captured can take on a life of its own. A notebook is closed channeled, twitter is open channeled.Content is king. You become privy to the intellectual capital of your network. Learning extends beyond the presenter.Distance becomes a myth. The classroom extends beyond the four walls.Feedback is instant. Inhibition is often less present in the virtual world versus the real worldEngagement is standard. The learner is engaged the entire presentation (and even after) due to the abundance of information.Learners become more connected to the community in the room and out.The presenter receives real-time level one and two evaluations.The learner will exist simultaneously in both the synchronous and asynchronous learning environment. As necessary, theyll be engaged by both the presenter and a catalogue of other resources provided by their network.Collaboration is as present as oxygen. Learners are joining together to enhance their learning experience as a community.Learners and presenters experience, Presentation Ping. An idea is presented live, spreads via the backchannel and returns back to the classroom changed into a bigger or more complete idea.Control is not conducive to learning. In the modern classroom, Learners are released from Presenter ego. When the presenters ego is active, the learner can explore a more relevant use of their time.Informal becomes a partner of formal learning

How I use TwitterWhile I am high volume twitter publisher, I try to add value, heres how:

1) As a shared feed reader. Ill post up links of what Im reading that I find is interesting in near real time, and give some commentary. I try to add value here, rather than adding to noise. So use me as a news filter.

2) As a chat room. We collectively work out problems, issues, and I gain insight to other peoples viewpoints. Often when conversations are just between a few folks, I shift to direct messages or email sparing my community from hearing my minutia.

3) Event capture: Lately, when I attend an event (like Mark Cubans presentation at BlogWorldExpo, or Teresas webinar on Facebook yesterday) Ill fire off the top nuggets I learn.

4) Listening tool: Its interesting to find out what others are sharing and talking about, from very personal to big concepts. I frequently use the search tools around different topics to keep on top of whats happening.

5) Traffic driving tool: I use it to direct people to this blog, sometimes (Ill admit) a bit too enthusiastically. Google Analytics indicates this is one of the largest referrers of folks to my blog.

6) For work: When Im conducting interviews or briefings that arent confidential, Ill state who Im speaking to and what I find interesting, if you listen closely, youll hear me tweet about other interesting findings from my job as a social media analyst. Also, I will announce new research, request interviews, and promote workshops, conferences and other services.

Field Service

Learning in the Workplace

Harold Jarchehttp://www.jarche.com/2012/05/learning-in-the-workplace/

Workplace Activity

Emailkeeping up to date inside the organization a world without email

Conversation nooks, photos, conference rooms

Read blogs & articleskeeping up to date outside the organization

aggregate, share, social bookmarks

Search the social web solve problems put together resources for search

Connect with communitieskeeping up to date outside the organization

participate in private and public social networks

Social business is a journey, not a project. Social business is about culture change, process change, and creating an transformational strategy that will get there. Yes, it should focus on specific business problems too. But a linear project it really isnt.

1. Transactional engagement is just as important as open-ended engagement. Some social business eorts deliberately encourage only general purpose collaboration, instead of focusing on specific aspects of how the business work and improving that with social. This would be missing a major part of the value.

2. The adoption process is not sequential, nor will it look much like anything youve done until now. Tight feedback loops, deliberately cultivating unexpected value creation, and other means of becoming true digital businesses is key to unlocking both the short and long term value.

3. Feedback loops powered by measurement and optimization = success. Social analytics and social business intelligence will let us close the feedback loop and at last gives us a potent tool to tune and optimize our social business solutions. Big data tools in particular to support this lifecycle should be a major focus.

4. Put social into the flow of work, dont overly compartmentalize or silo it. One of the biggest lessons weve learned the last couple of years is connect our systems of record with systems of engagement or significant value wont be realized.

5. Aim social squarely at existing business problems. If your social business eort isnt directed at your organizations top problems, then maybe its not a surprise it isnt perceived as delivering major value.

6. You mostly wont get credit for emergent outcomes, dont even try. But that doesnt mean you shouldnt do as much as reasonably possible to encourage them.

7. Whatever you do, baseline before and after. This alone will typically validate your eort. Many practitioners dont do nearly enough to measure their social business eorts nor do they baseline the performance of the business show they can demonstrate results. A smaller group of practitioners spends too much time trying to measure everything. All you generally need to do is measure direct outcomes, thats usually enough to justify the whole social business eort.

Social Business

Dion Hinchcliffe

Bringing new members up to speed with the communitys technology. Identifying and spreading good technology practices. Supporting community experimentation. Assuring continuity across technology disruptions. Keeping the lights on (including backups, permissions, vendor payments and domain registrations).

Learnscape architect

Producers, moderators, reporters, bloggers

connectors, wiki gardeners, internal publicists, news anchors and performance consultants.

writer,presenter,tech,designer

performance consultant and coachbusinesspersonemerging tech & fit with learningunderstand adult & organizational learning

community builder

Instructional Design

DRAFT

Robert Scobles advice to startups applies to scaling enterprise learning:

Have a story.Have everyone on board with that story.If anyone goes off of that story, make sure they get on board immediately or fire them.Make sure people are judged by the revenues they bring in. Those that bring in revenues should get to run the place. People who don't bring in revenues should get fewer and fewer responsibilities, not more and more.Work ONLY for a leader who will make the tough decisions.Build a place where excellence is expected, allowed, and is enabled.Fire idiots quickly.If your engineering team can't give a media team good measurements, the entire company is in trouble. Only things that are measured ever get improved.When your stars aren't listened to the company is in trouble.Getting rid of the CEO, even if it's all his fault, won't help unless you replace him/her with someone who is visionary and who can fix the other problems.

Rules for Successfully Scaling Startups

Impact Increased by Reinforcement

258

Retention

Novice

WorkshopOn the job

Time

Retention

10 minutes 3 minutes5 minutesReview time

---------------maybe----------------

Social Infrastructure

Leaping the Chasm

without limits

WRONG!

Corporate Social Media Policies

Whats wrong with this approach to informal learning?

Intrepid

Wrong-headed approach to informal learning

Best Practices look backward. Create Next Practices instead.

This is top-down, the bus instead of the bike.

Figure out how to use the social infrastructure youve got.

Ready or not, workers are learning informally. Make it better.

Informal Learning self-organizes.

Cant quarrel with need to measure but be sure to focus on business outcomes.

Whats wrong with this picture?

The development of the knowledge society and of active citizenship have posed individuals and institutions face to the need for remediation of roles and methodologies in teaching and learning to allow the individual to become the protagonist and the aware author of his/her lifelong learning (LLL).

E-learning, enhanced by social networking tools of web 2.0, supports the collaborative construction of knowledge, success key factor in a networked and distributed environment.

Formal and non-formal learning, on one side, and informal learning, on the other, are more and more intersected; in fact, a growing use of informal networks is taking place in professional environments to acquire knowledge and competences.

Huh?

http://www.elearningplace.it/the-increasing-need-of-validation-of-non-formal-and-informal-learning-the-case-study-of-the-community-of-practice-webm-org/

Lots of people are hopping on the informal learning bandwagon with plenty of buzz words and muddled thinking.

Schooling

Das groe Wappen des Knigreichs Preuen im Deutschen Reichhttp://en.wikipedia.org/wiki/File:Wappen_Deutsches_Reich_-_K%C3%B6nigreich_Preussen_(Grosses).png

Education in Prussia

Goal = graduates will obey arbitrary orders

Conditioning, not learning Memorization, not thinking Isolation from first-hand information

http://www.sntp.net/education/school_state_3.htm

"We who are engaged in the sacred cause of education are entitled to look upon all parents as having given hostages to our cause."

"Men are cast-iron; but children are wax. Strength expended upon the latter may be effectual, which would make no impression upon the former."

Horace Mann

Image: Mathew Brady http://hdl.loc.gov/loc.pnp/cph.3g07396

One had to cram all this stuff into one's mind, whether one liked it or not. This coercion had such a deterring effect that, after I had passed the final examination, I found the consideration of any scientific problems distasteful to me for an entire year....

It is in fact nothing short of a miracle that the modem methods of instruction have not yet entirely strangled the holy curiosity of inquiry; for this delicate little plant, aside from stimulation, stands mainly in need of freedom; without this it goes to wrack and ruin without fail.

It is a very grave mistake to think that the enjoyment of seeing and searching can be promoted by means of coercion and a sense of duty.

Albert Einstein

The only thing spoon-feeding teaches is the shape of the spoon.

http://www.recombinantrecords.net/docs/2009-12-Challenged.html

HISTORY

10 years24,000 years 10 years

Evolution of Education

Change

Heidelberg, 1970

Honeymoon Trip

Time

Now

The rate of innovation isincreasing exponentially.

Bullitt

Chestnut Street, Marina District, San Francisco

Dont call it learning

201120062002

Informal Learning

eLearning WorkingSmarter

The Un-rules

Tell it like it isIts not about the technologyNothing is predictable; control is an illusionEverything flows; reality is in perpetual betaEverything is connected; context trumps logic

Network Effects

Network evolution

Collaboration Curve

Value

Number of participants

Social Network Analysis

Organizational Development

Connections

n = 353

Smiles

Frowns

Each additional friend increases odds of your being happy 9%.

When a Framingham resident became obese, his or her friends were 57

percent more likely to become obese, too. Even more astonishing to

Christakis and Fowler was the fact that the effect didnt stop there. In fact, it

appeared to skip links. A Framingham resident was roughly 20 percent more likely to become obese if the friend of a

friend became obese even if the connecting friend didnt put on a

single pound. Indeed, a persons risk of obesity went up about 10 percent even if a friend of a friend of a friend

gained weight.

Nicholas Christakis and James Fowler

September 10, 2009

Smoking, they discovered, also appeared to spread

socially in fact, a friend taking up smoking

increased your chance of lighting up by 36 percent,

and if you had a three-degrees-removed friend

who started smoking, you were 11 percent more likely

to do the same.

Social Contagion

Network Effects

ELEVATOR PITCH

Talk about business results

Putting a simple information sharing system on our repair staffs mobile phones could cut downtime and increase our revenues $3 million to $5 million a year. It could be in place in two weeks.

Can I drop by your office later to talk with you about this?

Tell a story

Weve come up with a simple network that could free up more than 10,000 billable hours a year among our systems engineers. Thats about $30 in incremental revenue. Our investment would be minimal.

Its something we might provide to customers down the road.

Can I get your support on fleshing out the concept?

Tell a story

internet inside

Tell a storyWhat if we could share what we learn in battle every day with every company commander? In our own words? Daily? Right after it happened?

How many lives might we save?

Sales training: before

Before

Selling @ $5 million/year

One-weekworkshop

15 monthsHired MakingQuota

After

Sales training: after

Selling @$5 million/yearOne-week

case study

eLearning Coaching

6 months

335

Before

After

Time saved

15 months

6 months

9 months

Achieved quota in 6 months instead of 15

1440 x x $5 million = $3.5 billion

Incremental revenue

120 hires/month = 1440 hires/year

9 months = 3/4 year

quota attained = $5 million

Cut cycle time

Bet

a Web 2.0 & Informal Learning

Efficiency

Revenue: $35.4 billionNet income: $5.0 billion

Number of employees: 94,000

Intelpedia

Bet

a

SDN User Profile

Bet

a

SAP Community Network

Bet

a

Iraq war blogs

Knowledge Repository

Hires 1,500 temporary workers during tax season

Group blog and wiki capture rules of thumb

Savings = two minutes/call at $20/minute

Largely explicitLearning about. Focus = get something doneAcquire knowledge or skill

For example Annual $ benefit Category Users

Organizational wiki

Intelpedia $20,000,000+ Know-where 20,000 employees

Automated FAQ T. Rowe Price $3,000,000 Know-how 1,500 temps

Community network

SAP $50,000,000+ Know-whoKnow-how

1,000,000 customers

Professional updates

CGI Systems $10,000,000+ Know-what 4,000 professionals

Professional network

Company Command lives saved Know-how 15,000 military officers & NCOs

Blogs as KM Sun Microsystems $10,000,000+ Know-whoKnow-how

1,000 employees

IMPLEMENTATION

Working Smarter: Individual & Behavior Change

Collaborative Culture

InfrastructureMotivation

CollaborativeLearning

Getting Things Done in the Collaborative Organization

Maturity of your efforts

Just beginning Some progress made

Many successes

Why bother? Explore, experiment, solve immediate need

Proliferate applications

Leverage enterprise assets

Level Individual or team Group or department, community

Enterprise or major division

Focus Prototyping, small-scale

Application, unbounded

Infrastructure, workscape

Sample project Wikipedia inside the firewall

Online communities of practice

Comprehensive product knowledge system

Where you go depends on where youre coming from

How to begin

traditionalworkshops

some eLearningcourse delivery

e-collaboration &support of informal

tip-toe intoecosystem thinking

social learning

Current PerceptionProgress = progression thru steps

Years

social learning

Our visionProgress = leapfrog to end-state

Monthstraditionalworkshops

some eLearningcourse delivery

e-collaboration &support of informal

tip-toe intoecosystem thinking

DRAFT

Robert Scobles advice to startups applies to scaling enterprise learning:

Have a story.Have everyone on board with that story.If anyone goes off of that story, make sure they get on board immediately or fire them.Make sure people are judged by the revenues they bring in. Those that bring in revenues should get to run the place. People who don't bring in revenues should get fewer and fewer responsibilities, not more and more.Work ONLY for a leader who will make the tough decisions.Build a place where excellence is expected, allowed, and is enabled.Fire idiots quickly.If your engineering team can't give a media team good measurements, the entire company is in trouble. Only things that are measured ever get improved.When your stars aren't listened to the company is in trouble.Getting rid of the CEO, even if it's all his fault, won't help unless you replace him/her with someone who is visionary and who can fix the other problems.

Rules for Successfully Scaling Startups

EXERCISE | Rule #1: Exercise boosts brain power.

SURVIVAL | Rule #2: The human brain evolved, too.

WIRING | Rule #3: Every brain is wired differently.

ATTENTION | Rule #4: We don't pay attention to boring things.

SHORT-TERM MEMORY | Rule #5: Repeat to remember.

LONG-TERM MEMORY | Rule #6: Remember to repeat.

SLEEP | Rule #7: Sleep well, think well.

STRESS | Rule #8: Stressed brains don't learn the same way.

SENSORY INTEGRATION | Rule #9: Stimulate more of the senses.

VISION | Rule #10: Vision trumps all other senses.

GENDER | Rule #11: Male and female brains are different.

EXPLORATION | Rule #12: We are powerful and natural explorers.

Learning

Natural Learning

Self service

Comprehending

Trial & error

Mimicry

Conversation

Collaboration

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.

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 time.s.

1.Exercise. Exercise boosts brain power.2.Survival. The human brain evolved, too.3.Wiring. Every brain is wired differently.4.Attention. We dont pay attention to boring

things.5.Short-term memory. Repeat to remember.6.Long-term memory. Remember to repeat.7.Sleep. Sleep well, think well.8.Stress. Stressed brains dont learn the same

way.9.Sensory integration. Stimulate more of the

senses.10.Vision. Vision trumps all other senses.11.Gender. Male and female brains are different.12.Exploration. We are powerful and natural

explorers.

The Spending/Learning Paradox

SpendingLearning

How People Learn Their Jobs

Formal Learning

Informal Learning

Trust relationships