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Leading by Example:Social Technologies and ASTD Chapter Practices <br />David Wilkins<br />VP of Research<br />Session #S2...
SHOUT OUT TIME!<br />What social media do you personally use?<br />Twitter?  Blogs?  Wikis?  Microblogs?  <br />Do you cre...
SHOUT OUT TIME!<br />How do you define Social Learning?<br />What are you doing on this front?<br />In your L&D role?<br /...
Hubs and Spokes or Lots of HUBS?<br />YouTube<br />Facebook<br />Twitter<br />SlideShare<br />Blog<br />Content-centric<br />
Hubs and Spokes or Lots of HUBS?<br />YouTube<br />Facebook<br />Twitter<br />SlideShare<br />Blog<br />People-centric<br />
Step 1Understand your Needs<br />
The changing nature of work<br />Jay Cross & Harold Jarche<br />http://www.togetherlearn.com/wordpress/2009/02/20/the-futu...
A new model to describe Corp. Learning?<br />Emergent, Collaborative, Codified<br />Structured, planned, known<br />Organi...
Emergent Initiatives<br />To what extent will your business or initiative be dependent on the creation of new ideas, new p...
Codified Initiatives<br />Codified Initiatives<br />To what extent will your business or initiative dependent on the effic...
Collaborative Initiatives<br />Collaborative Initiative or Community<br />To what extent will your business or initiative ...
Typing your learning needs<br />ECCO Needs Assessment<br />Emergent, Collaborative, Codified<br />
“Real World” Learning<br />
Evolving needs over time<br />Merger<br />Price Pressure<br />2011<br />2012<br />2013<br />2014<br />2015<br />2016<br />...
Exercise #1:  Type Your CHAPTER Needs<br />
Possible Interventions<br />
Exercise #2:  Consider Possible interventions<br />Why would you use discussion over a wiki?<br />Why a micro-sharing tool...
Step 2Understand your participants<br />
Participants<br />Who are your participants ?<br />Employees?  Consultants?  Job seekers?<br />CLO or VPs or rank and file...
SOME Scenarios<br />
Exercise #3 (Group):  Be a “social” Consultant<br />Scenario 1<br /><ul><li>Workers with specialized expertise on deep, co...
Performance is not consistent; pockets of expertise lead to great outcomes in certain scenarios, but not others; weaknesse...
How do you normalize and then accelerate group performance?</li></ul>Example Industries<br />Franchises<br />Associations<...
Problem<br />Results<br />Background<br />Geographically dispersed expertise<br />Specialized products and product knowled...
Exercise #2 (Group):  Be a “social” Consultant<br />Scenario 2<br /><ul><li>You are in charge of sales training and educat...
Your sales team needs more information about competitors: how they pitch, how they price, weaknesses, strengths…
Organization doesn’t have the resources to do a deep dive on all of these competitors either initially or on an on-going b...
How do you meet the sales team’s needs?</li></ul>Example Industries<br />Any of them – who doesn’t have competitors?<br />
Problem<br />Results<br />Background<br />Huge growth mode – 200+ branches in under two years<br />Needed to capture knowl...
Things to think about...<br /><ul><li>Is this different than the Ace Hardware example?
Is this knowledge management?
If a trainer compiled this same information and delivered it in a course each month with a quiz at the end, does that chan...
What if the training group mentored the sales folks on how best to present what they know?
What if the training group did a weekly lunch and learn summarizing the latest updates?
How many of the silos between training, knowledge management, document management etc… arepurely in our heads?</li></li></...
You need folks to be productive and competent with the new whatever on day 1, and over time you need them to develop profi...
One generic example:  software rollout<br />Corp Comm<br />Instructor-ledWBT training<br />Go Live<br />…and “the end”<br ...
One generic example:  software rollout<br />Corp Comm<br />Instructor-ledWBT training<br />New Best Practices<br />Go Live...
One generic example:  software rollout<br />Corp Comm<br />Instructor-ledWBT training<br />New Best Practices<br />Instruc...
One generic example:  software rollout<br />Blog Posts<br />Twitter<br />Video<br />Advertorials<br />Brown Bags<br />Cont...
Chapter Version of This scenario<br />Blog Posts<br />Twitter<br />Video<br />Advertorials<br />Brown Bags<br />Contests<b...
Training never linear; always a Loop<br />
Events = Community of Practice<br />Questions are:<br />How do you tailor the mix of activities to meet needs of your part...
Step 3Think Through the Big Picture<br />
Social Stuff that doesn’t get enough attention<br />Moderation<br />Pre-seeding information<br />Facilitating / Party host...
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Leading by Example: Social Technologies and ASTD Chapter Practices

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Transcript of "Leading by Example: Social Technologies and ASTD Chapter Practices"

  1. 1. Leading by Example:Social Technologies and ASTD Chapter Practices <br />David Wilkins<br />VP of Research<br />Session #S202<br />
  2. 2. SHOUT OUT TIME!<br />What social media do you personally use?<br />Twitter? Blogs? Wikis? Microblogs? <br />Do you create?<br />Do you comment?<br />Do you consume?<br />
  3. 3. SHOUT OUT TIME!<br />How do you define Social Learning?<br />What are you doing on this front?<br />In your L&D role?<br />In your Chapter?<br />
  4. 4. Hubs and Spokes or Lots of HUBS?<br />YouTube<br />Facebook<br />Twitter<br />SlideShare<br />Blog<br />Content-centric<br />
  5. 5. Hubs and Spokes or Lots of HUBS?<br />YouTube<br />Facebook<br />Twitter<br />SlideShare<br />Blog<br />People-centric<br />
  6. 6. Step 1Understand your Needs<br />
  7. 7. The changing nature of work<br />Jay Cross & Harold Jarche<br />http://www.togetherlearn.com/wordpress/2009/02/20/the-future-of-the-training-department/<br />
  8. 8. A new model to describe Corp. Learning?<br />Emergent, Collaborative, Codified<br />Structured, planned, known<br />Organizational best practices<br />Regulatory, compliance, certifications<br />Policies, procedures, official knowledge<br />Management recognized experts<br />“How do we make widgets exactly the same way every time?”<br />Expertise in the field<br />Geographically distributed knowledge<br />Common job roles, problems, opptys<br />Team-driven best practices<br />Socially validated experts<br />“How do we streamline widget process?” <br />Unstructured, unplanned, unknown<br />Emerging best practices, ideas<br />Best practices from principles, theory<br />Ad-hoc assembled teams <br />Experts by reputation, outcomes<br />“Let’s make Widgets 2.0!”<br />The Social Enterprise Blog<br />
  9. 9. Emergent Initiatives<br />To what extent will your business or initiative be dependent on the creation of new ideas, new processes, new products, or new services to drive key performance indicators?<br />How much of your team’s intellectual effort will be expended in solving novel challenges or problems? <br />How much of your team’s intellectual effort will be spent creating new solutions to existing problems or new problems? <br />What percentage of your team’s best practices will need to be based on principles and theory (as opposed to concrete steps and rote processes)? <br />What percentage of your best practices will emerge “from the trenches”? <br />To what extent will you need to rely on knowledge sharing among diverse groups either within or outside the company walls to drive key performance indicators?<br />When you think about a core contributor on your team, how much of his or her expertise is a result of superior synthesis, invention, or sense-making sorts of skills? <br />For the majority of your core initiatives, how important is a diversity of perspective or expertise in achieving your project goals or key performance indicators?<br />In terms of succession planning and talent identification, what percentage of your existing “experts” and leaders were identified because of the admiration and esteem of peers? <br />How often do coordination and issue resolution happen through the ad hoc assembly of networked teams or individuals (versus through formal hierarchies)?<br />Emergent Initiative or Community<br />
  10. 10. Codified Initiatives<br />Codified Initiatives<br />To what extent will your business or initiative dependent on the efficient execution of known best practices or processes to drive key performance indicators?<br />How much of your team’s intellectual effort will be spent training on known best practices and processes? <br />How much of your team’s intellectual effort will be expended in ensuring adherence to known best practices or processes? <br />What percentage of your team’s best practices will need to be based on established steps and rote processes? <br />What percentage of your best practices will emerge “from on high” – SME’s, senior leaders, compliance officers etc…? <br />To what extent will you rely on efficient execution of homogenous, geographically co-located teams to drive key performance indicators? <br />When you think about a core contributor on your team, how much of his or her value is a result of the correct application of accepted processes, rules, or physically repetitive actions? <br />For the majority of your core initiatives, how important are a shared perspective and acceptance of authority in driving key performance indicators? <br />In terms of succession planning and talent identification, what percentage of your existing “experts” and leaders were identified through longevity, established metrics, or manager opinion? <br />How often does coordination and issue resolution happen through existing teams and formal hierarchies? <br />Codified Initiative or Community<br />
  11. 11. Collaborative Initiatives<br />Collaborative Initiative or Community<br />To what extent will your business or initiative be dependent on collaboration to drive key performance indicators? (10%, 20% etc…) <br />How much of your team’s execution is dependent on specialized knowledge? <br />How much of your team’s execution is dependent on the sharing and coordination of distributed expertise? <br />How much of your team’s intellectual effort will be expended in collaborating to develop known best practices or processes? <br />What percentage your best practices and domain expertise are known in “pockets” organized by geography, shared interest, or network affiliations?<br />What percentage of your best practices will emerge “from group consensus”? <br />To what extent is your team organized around common job roles and functions? (Retail or early childhood education would be 90% or more - identical job roles in multiple physical locations.)<br />What percentage of the problems faced by your team members are likely faced by other team members in identical job roles? <br />When you think about a core contributor on your team, how much of his or her value and influence is a result socially recognized expertise? <br />To what extent are key performance indicators driven by socially-validated domain knowledge? <br />
  12. 12. Typing your learning needs<br />ECCO Needs Assessment<br />Emergent, Collaborative, Codified<br />
  13. 13. “Real World” Learning<br />
  14. 14. Evolving needs over time<br />Merger<br />Price Pressure<br />2011<br />2012<br />2013<br />2014<br />2015<br />2016<br />You can’t know what you will need in two years…<br />You need adaptive solution where you can tailor the mix.<br />Flexibility, configurability must be key considerations…<br />
  15. 15. Exercise #1: Type Your CHAPTER Needs<br />
  16. 16. Possible Interventions<br />
  17. 17. Exercise #2: Consider Possible interventions<br />Why would you use discussion over a wiki?<br />Why a micro-sharing tool over a discussion?<br />Why a video sharing model over a blog?<br />Why comments instead of ratings and reviews?<br />When does anonymity matter?<br />Etc…<br />
  18. 18. Step 2Understand your participants<br />
  19. 19. Participants<br />Who are your participants ?<br />Employees? Consultants? Job seekers?<br />CLO or VPs or rank and file?<br />Who are their audiences: internal, external, both?<br />Fixed or mobile contributions? Consumption? Collaboration?<br />Which is more important to them?<br /> Quality or timeliness? Quality or scale?<br />Experience with technology, social technology?<br />What problems are they trying to solve?<br />Industry? <br />
  20. 20. SOME Scenarios<br />
  21. 21. Exercise #3 (Group): Be a “social” Consultant<br />Scenario 1<br /><ul><li>Workers with specialized expertise on deep, complex and ever-changing subjects all around the country or even the world
  22. 22. Performance is not consistent; pockets of expertise lead to great outcomes in certain scenarios, but not others; weaknesses are strengths in different regions
  23. 23. How do you normalize and then accelerate group performance?</li></ul>Example Industries<br />Franchises<br />Associations<br />Retail chains or hospitality chains<br />Any globally distributed manufacturing or mining company<br />
  24. 24. Problem<br />Results<br />Background<br />Geographically dispersed expertise<br />Specialized products and product knowledge across a huge inventory<br />Common roles, common needs but no way to capture knowledge<br />Constant change and new info sometimes daily<br />Independent owners<br />500% ROI in under 6 months<br />Weekly and daily use of the system<br />Documentation of common issues at marginal cost<br />Documentation of specialized knowledge at marginal cost<br />Culture of sharing<br />All 4400 Ace stores are independently owned and operated by local entrepreneurs, hard-working, passionate business owners who are involved with and, many times, reside in the communities where their stores are. There's a good chance you'll see your local Ace store owner at the grocery store or Little League game.<br />Hey wait a second! That sounds like ASTD. Yeah, crazy right?<br />
  25. 25. Exercise #2 (Group): Be a “social” Consultant<br />Scenario 2<br /><ul><li>You are in charge of sales training and education.
  26. 26. Your sales team needs more information about competitors: how they pitch, how they price, weaknesses, strengths…
  27. 27. Organization doesn’t have the resources to do a deep dive on all of these competitors either initially or on an on-going basis
  28. 28. How do you meet the sales team’s needs?</li></ul>Example Industries<br />Any of them – who doesn’t have competitors?<br />
  29. 29. Problem<br />Results<br />Background<br />Huge growth mode – 200+ branches in under two years<br />Needed to capture knowledge of competitors that was shared by clients<br />Need to capture & share best practices in a state of constant flux<br />Standard training & communication wouldn’t work<br />Weekly and daily use of the system<br />Documentation of common issues at marginal cost<br />Documentation of specialized knowledge at marginal cost<br />Faster distribution of key information<br />Culture of sharing & SN<br />For more than 25 years, Scottrade has been a leader in the stock brokerage industry. A leader in technology, a leader in customer service and a leader in value. Today at Scottrade, investors have the stock trading tools and services they need to take control of their investing needs. <br />Hey wait a second! That sounds like ASTD too. Weird, huh?<br />
  30. 30. Things to think about...<br /><ul><li>Is this different than the Ace Hardware example?
  31. 31. Is this knowledge management?
  32. 32. If a trainer compiled this same information and delivered it in a course each month with a quiz at the end, does that change who owns it?
  33. 33. What if the training group mentored the sales folks on how best to present what they know?
  34. 34. What if the training group did a weekly lunch and learn summarizing the latest updates?
  35. 35. How many of the silos between training, knowledge management, document management etc… arepurely in our heads?</li></li></ul><li>Exercise #2 (Group): Be a “social” Consultant<br />Scenario 3<br /><ul><li>You are about to roll out a new corp initiative – software, policy, procedure, product
  36. 36. You need folks to be productive and competent with the new whatever on day 1, and over time you need them to develop proficiency and efficiency</li></ul>Example Industries? All of them<br />
  37. 37. One generic example: software rollout<br />Corp Comm<br />Instructor-ledWBT training<br />Go Live<br />…and “the end”<br />Pre-work<br />
  38. 38. One generic example: software rollout<br />Corp Comm<br />Instructor-ledWBT training<br />New Best Practices<br />Go Live<br />Pre-work<br />DiscussionRatingsReviews<br />
  39. 39. One generic example: software rollout<br />Corp Comm<br />Instructor-ledWBT training<br />New Best Practices<br />Instructor-ledVirtual ClassroomWBT<br />Go Live<br />Pre-work<br />DiscussionRatingsReviews<br />Corp CommUpdatesNew informationFAQ’s<br />
  40. 40. One generic example: software rollout<br />Blog Posts<br />Twitter<br />Video<br />Advertorials<br />Brown Bags<br />Contests<br />Ask an Expert<br />…<br />Courses<br />Simulations<br />Blogs<br />Surveys<br />Assessments<br />Links<br />Games<br />…<br />Simulations<br />Games<br />Courses<br />ILT<br />VILT<br />Curriculum<br />Assessment<br />Certification<br />…<br />Discussion<br />Ratings<br />Reviews<br />Ask an Expert<br />FAQ<br />Blogs<br />Comments<br />CoP<br />Chat<br />Microblogging<br />…<br />Idea sharing<br />Discussions<br />Wikis<br />Blogs<br />Comments<br />Brown Bags<br />…<br />Blogs<br />FAQ’s<br />Discussions<br />Email (Gasp!)<br />Microblogging<br />…<br />Simulations<br />Games<br />Courses<br />ILT<br />VILT<br />Curriculum<br />Assessment<br />Certification<br />…<br />Corp Comm<br />Instructor-ledWBT training<br />New Best Practices<br />Instructor-ledVirtual ClassroomWBT<br />Go Live<br />Pre-work<br />DiscussionRatingsReviews<br />Corp CommUpdatesNew informationFAQ’s<br />
  41. 41. Chapter Version of This scenario<br />Blog Posts<br />Twitter<br />Video<br />Advertorials<br />Brown Bags<br />Contests<br />Ask an Expert<br />…<br />Courses<br />Simulations<br />Blogs<br />Surveys<br />Assessments<br />Links<br />Games<br />…<br />ILT<br />VILT<br />Discussion<br />Ratings<br />Reviews<br />Ask an Expert<br />FAQ<br />Blogs<br />Comments<br />CoP<br />Chat<br />Microblogging<br />…<br />Idea sharing<br />Discussions<br />Wikis<br />Blogs<br />Comments<br />Brown Bags<br />…<br />Blogs<br />FAQ’s<br />Discussions<br />Email (Gasp!)<br />Microblogging<br />…<br />ILTVILT<br />MarCom<br />ChapterEvent<br />New Best Practices<br />Chapter Event<br />Go Live<br />Pre-work<br />DiscussionRatingsReviews<br />MarCom<br />Updates<br />
  42. 42. Training never linear; always a Loop<br />
  43. 43. Events = Community of Practice<br />Questions are:<br />How do you tailor the mix of activities to meet needs of your participants?<br />How do you sustain dialog between events?<br />How do you energize your participants to be more involved?<br />How do you grow you membership over time?<br />Events = backbone for more engagement<br />Twitter chat after the event?<br />Blog carnival about the topic?<br />Wiki barn-building activities or equivalent<br />
  44. 44. Step 3Think Through the Big Picture<br />
  45. 45. Social Stuff that doesn’t get enough attention<br />Moderation<br />Pre-seeding information<br />Facilitating / Party hostess<br />Launch activities<br />Barn building<br />Self-efficacy and training<br />Community Management<br />Programming<br />Spokes and hubs<br />Reward, recognition, badges<br />
  46. 46. Exercise #5 - Social learning for social learning<br />The name of at least 10 personal contacts in China, India, Brazil, and Australia.<br />The name of the guy in the original Numa Numa video.<br />The mathematical formula for Acceleration.<br />The name of at least 10 people in the workshop with an advanced degree in something other than learning.<br />The names of at least 30 non-profit companies using Twitter.<br />The average number of IT systems in use in the average US company in 2009 vs 1999.<br />The Top 5 objections to Social Learning.<br />The number of US companies who have a Wiki in-house.<br />The average age of a Twitter user.<br />Three people in the room who has a unique and specialized qualification or achievement: licensed pilot or boat captain, black belt, Olympic medal…<br />An authoritative list of companies using Social Media as a learning tool.<br />The definitive cost of Obama’s health care plan on the average tax payer.<br />The Top 5 instructional design books of all time.<br />
  47. 47. Exercise #5 Debrief<br />Organization?<br />Coordination? Linear or parallel?<br />Ownership?<br />Self-efficacy?<br />Question types?<br />Source authority, reputation<br />Known and true vs. opinion and consensus<br />Gated, high value info vs. free info<br />Guidance vs. complete freedom<br />
  48. 48. SHOUT OUT TIME!<br />What is gamification?<br />What isn’t gamification?<br />How would begin with a gamification effort?<br />Anyone do anything like this yet?<br />
  49. 49. Elements of a GAME<br />Competition<br />Cooperation<br />Reward and progress<br />Instant feedback<br />Replay-ability<br />Control and mastery<br />Randomness<br />Rules and limiting conditions<br /><ul><li>Contests within a Chapter?
  50. 50. Contests between Chapters?
  51. 51. Contests related to
  52. 52. content creation?
  53. 53. quality of content shared?
  54. 54. # of members referred?</li></li></ul><li>What is your RoLe?<br />
  55. 55. New questions we need to ask…<br /><ul><li>When do we need to “get out of the way?”
  56. 56. When does scale trump accuracy?
  57. 57. When does speed trump accuracy?
  58. 58. When does “correct and verified” actually result in “inaccurate and no longer valid”?
  59. 59. When do connections and collective wisdom trump individual expertise?
  60. 60. Where, how, and when is learning happening in the org or within the extended enterprise?
  61. 61. What role do we play in all of this?
  62. 62. What role should we play?
  63. 63. What role do you want to play?</li></li></ul><li>What skills / competencies / Expertise do we need?<br /><ul><li>HPT Experience, Knowledge Management, EPSS, Help Systems
  64. 64. Information topologies, experience with taxonomy & folksonomy
  65. 65. Network theory – strong, weak and potential ties; network effects
  66. 66. Long tail search concepts; Wisdom of Crowds concepts
  67. 67. Experience or understanding of “new school” moderation practices
  68. 68. Facilitation, trust, self-efficacy, team-building, authenticity
  69. 69. Reward and recognition models, intrinsic vs extrinsic rewards and motivation
  70. 70. Community management and community building
  71. 71. Consensus building, ability to drive a vision and change management</li></li></ul><li>Are you the pipe or the plumber?<br />43<br />Be a plumber in your Chapter Leader role…<br />Infrastructure for group sharing trumps content delivery.<br />
  72. 72. Questions<br />Contact<br />dwilkins@taleo.com<br />@dwilkinsnh on Twitter<br />dwilkinsnh on LinkedIn<br />http://www.taleo.com/talent-management-blog/<br />
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