Leading by Example: Social Technologies and ASTD Chapter Practices

Leading by Example:Social Technologies and ASTD Chapter Practices
David Wilkins
VP of Research
Session #S202

SHOUT OUT TIME!
What social media do you personally use?
Twitter? Blogs? Wikis? Microblogs?
Do you create?
Do you comment?
Do you consume?

SHOUT OUT TIME!
How do you define Social Learning?
What are you doing on this front?
In your L&D role?
In your Chapter?

Hubs and Spokes or Lots of HUBS?
YouTube
Facebook
Twitter
SlideShare
Blog
Content-centric

Hubs and Spokes or Lots of HUBS?
YouTube
Facebook
Twitter
SlideShare
Blog
People-centric

Step 1Understand your Needs

The changing nature of work
Jay Cross & Harold Jarche
http://www.togetherlearn.com/wordpress/2009/02/20/the-future-of-the-training-department/

A new model to describe Corp. Learning?
Emergent, Collaborative, Codified
Structured, planned, known
Organizational best practices
Regulatory, compliance, certifications
Policies, procedures, official knowledge
Management recognized experts
“How do we make widgets exactly the same way every time?”
Expertise in the field
Geographically distributed knowledge
Common job roles, problems, opptys
Team-driven best practices
Socially validated experts
“How do we streamline widget process?”
Unstructured, unplanned, unknown
Emerging best practices, ideas
Best practices from principles, theory
Ad-hoc assembled teams
Experts by reputation, outcomes
“Let’s make Widgets 2.0!”
The Social Enterprise Blog

Emergent Initiatives
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?
How much of your team’s intellectual effort will be expended in solving novel challenges or problems?
How much of your team’s intellectual effort will be spent creating new solutions to existing problems or new problems?
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)?
What percentage of your best practices will emerge “from the trenches”?
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?
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?
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?
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?
How often do coordination and issue resolution happen through the ad hoc assembly of networked teams or individuals (versus through formal hierarchies)?
Emergent Initiative or Community

Codified Initiatives
Codified Initiatives
To what extent will your business or initiative dependent on the efficient execution of known best practices or processes to drive key performance indicators?
How much of your team’s intellectual effort will be spent training on known best practices and processes?
How much of your team’s intellectual effort will be expended in ensuring adherence to known best practices or processes?
What percentage of your team’s best practices will need to be based on established steps and rote processes?
What percentage of your best practices will emerge “from on high” – SME’s, senior leaders, compliance officers etc…?
To what extent will you rely on efficient execution of homogenous, geographically co-located teams to drive key performance indicators?
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?
For the majority of your core initiatives, how important are a shared perspective and acceptance of authority in driving key performance indicators?
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?
How often does coordination and issue resolution happen through existing teams and formal hierarchies?
Codified Initiative or Community

Collaborative Initiatives
Collaborative Initiative or Community
To what extent will your business or initiative be dependent on collaboration to drive key performance indicators? (10%, 20% etc…)
How much of your team’s execution is dependent on specialized knowledge?
How much of your team’s execution is dependent on the sharing and coordination of distributed expertise?
How much of your team’s intellectual effort will be expended in collaborating to develop known best practices or processes?
What percentage your best practices and domain expertise are known in “pockets” organized by geography, shared interest, or network affiliations?
What percentage of your best practices will emerge “from group consensus”?
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.)
What percentage of the problems faced by your team members are likely faced by other team members in identical job roles?
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?
To what extent are key performance indicators driven by socially-validated domain knowledge?

Typing your learning needs
ECCO Needs Assessment
Emergent, Collaborative, Codified

“Real World” Learning

Evolving needs over time
Merger
Price Pressure
2011
2012
2013
2014
2015
2016
You can’t know what you will need in two years…
You need adaptive solution where you can tailor the mix.
Flexibility, configurability must be key considerations…

Exercise #1: Type Your CHAPTER Needs

Possible Interventions

Exercise #2: Consider Possible interventions
Why would you use discussion over a wiki?
Why a micro-sharing tool over a discussion?
Why a video sharing model over a blog?
Why comments instead of ratings and reviews?
When does anonymity matter?
Etc…

Step 2Understand your participants

Participants
Who are your participants ?
Employees? Consultants? Job seekers?
CLO or VPs or rank and file?
Who are their audiences: internal, external, both?
Fixed or mobile contributions? Consumption? Collaboration?
Which is more important to them?
Quality or timeliness? Quality or scale?
Experience with technology, social technology?
What problems are they trying to solve?
Industry?

SOME Scenarios

Exercise #3 (Group): Be a “social” Consultant
Scenario 1
Workers with specialized expertise on deep, complex and ever-changing subjects all around the country or even the world
Performance is not consistent; pockets of expertise lead to great outcomes in certain scenarios, but not others; weaknesses are strengths in different regions
How do you normalize and then accelerate group performance?
Example Industries
Franchises
Associations
Retail chains or hospitality chains
Any globally distributed manufacturing or mining company

Problem
Results
Background
Geographically dispersed expertise
Specialized products and product knowledge across a huge inventory
Common roles, common needs but no way to capture knowledge
Constant change and new info sometimes daily
Independent owners
500% ROI in under 6 months
Weekly and daily use of the system
Documentation of common issues at marginal cost
Documentation of specialized knowledge at marginal cost
Culture of sharing
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.
Hey wait a second! That sounds like ASTD. Yeah, crazy right?

Scenario 2
You are in charge of sales training and education.
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 basis
How do you meet the sales team’s needs?
Example Industries
Any of them – who doesn’t have competitors?

Problem
Results
Background
Huge growth mode – 200+ branches in under two years
Needed to capture knowledge of competitors that was shared by clients
Need to capture & share best practices in a state of constant flux
Standard training & communication wouldn’t work
Weekly and daily use of the system
Documentation of common issues at marginal cost
Documentation of specialized knowledge at marginal cost
Faster distribution of key information
Culture of sharing & SN
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.
Hey wait a second! That sounds like ASTD too. Weird, huh?

Things to think about...
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 change who owns it?
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?

Scenario 3
You are about to roll out a new corp initiative – software, policy, procedure, product
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
Example Industries? All of them

One generic example: software rollout
Corp Comm
Instructor-ledWBT training
Go Live
…and “the end”
Pre-work

Corp Comm
New Best Practices
Go Live
Pre-work
DiscussionRatingsReviews

Corp Comm
New Best Practices
Instructor-ledVirtual ClassroomWBT
Go Live
Pre-work
Corp CommUpdatesNew informationFAQ’s

Blog Posts
Twitter
Video
Advertorials
Brown Bags
Contests
Ask an Expert
…
Courses
Simulations
Blogs
Surveys
Assessments
Links
Games
…
Simulations
Games
Courses
ILT
VILT
Curriculum
Assessment
Certification
…
Discussion
Ratings
Reviews
Ask an Expert
FAQ
Blogs
Comments
CoP
Chat
Microblogging
…
Idea sharing
Discussions
Wikis
Blogs
Comments
Brown Bags
…
Blogs
FAQ’s
Discussions
Email (Gasp!)
Microblogging
…
Simulations
Games
Courses
ILT
VILT
Curriculum
Assessment
Certification
…
Corp Comm
New Best Practices
Instructor-ledVirtual ClassroomWBT
Go Live
Pre-work
Corp CommUpdatesNew informationFAQ’s

Chapter Version of This scenario
Blog Posts
Twitter
Video
Advertorials
Brown Bags
Contests
Ask an Expert
…
Courses
Simulations
Blogs
Surveys
Assessments
Links
Games
…
ILT
VILT
Discussion
Ratings
Reviews
Ask an Expert
FAQ
Blogs
Comments
CoP
Chat
Microblogging
…
Idea sharing
Discussions
Wikis
Blogs
Comments
Brown Bags
…
Blogs
FAQ’s
Discussions
Email (Gasp!)
Microblogging
…
ILTVILT
MarCom
ChapterEvent
New Best Practices
Chapter Event
Go Live
Pre-work
MarCom
Updates

Training never linear; always a Loop

Events = Community of Practice
Questions are:
How do you tailor the mix of activities to meet needs of your participants?
How do you sustain dialog between events?
How do you energize your participants to be more involved?
How do you grow you membership over time?
Events = backbone for more engagement
Twitter chat after the event?
Blog carnival about the topic?
Wiki barn-building activities or equivalent

Step 3Think Through the Big Picture

Social Stuff that doesn’t get enough attention
Moderation
Pre-seeding information
Facilitating / Party hostess
Launch activities
Barn building
Self-efficacy and training
Community Management
Programming
Spokes and hubs
Reward, recognition, badges

Exercise #5 - Social learning for social learning
The name of at least 10 personal contacts in China, India, Brazil, and Australia.
The name of the guy in the original Numa Numa video.
The mathematical formula for Acceleration.
The name of at least 10 people in the workshop with an advanced degree in something other than learning.
The names of at least 30 non-profit companies using Twitter.
The average number of IT systems in use in the average US company in 2009 vs 1999.
The Top 5 objections to Social Learning.
The number of US companies who have a Wiki in-house.
The average age of a Twitter user.
Three people in the room who has a unique and specialized qualification or achievement: licensed pilot or boat captain, black belt, Olympic medal…
An authoritative list of companies using Social Media as a learning tool.
The definitive cost of Obama’s health care plan on the average tax payer.
The Top 5 instructional design books of all time.

Exercise #5 Debrief
Organization?
Coordination? Linear or parallel?
Ownership?
Self-efficacy?
Question types?
Source authority, reputation
Known and true vs. opinion and consensus
Gated, high value info vs. free info
Guidance vs. complete freedom

SHOUT OUT TIME!
What is gamification?
What isn’t gamification?
How would begin with a gamification effort?
Anyone do anything like this yet?

Elements of a GAME
Competition
Cooperation
Reward and progress
Instant feedback
Replay-ability
Control and mastery
Randomness
Rules and limiting conditions
Contests within a Chapter?
Contests between Chapters?
Contests related to
content creation?
quality of content shared?
# of members referred?

What is your RoLe?

New questions we need to ask…
When do we need to “get out of the way?”
When does scale trump accuracy?
When does speed trump accuracy?
When does “correct and verified” actually result in “inaccurate and no longer valid”?
When do connections and collective wisdom trump individual expertise?
Where, how, and when is learning happening in the org or within the extended enterprise?
What role do we play in all of this?
What role should we play?
What role do you want to play?

What skills / competencies / Expertise do we need?
HPT Experience, Knowledge Management, EPSS, Help Systems
Information topologies, experience with taxonomy & folksonomy
Network theory – strong, weak and potential ties; network effects
Long tail search concepts; Wisdom of Crowds concepts
Experience or understanding of “new school” moderation practices
Facilitation, trust, self-efficacy, team-building, authenticity
Reward and recognition models, intrinsic vs extrinsic rewards and motivation
Community management and community building
Consensus building, ability to drive a vision and change management

Are you the pipe or the plumber?
43
Be a plumber in your Chapter Leader role…
Infrastructure for group sharing trumps content delivery.

Questions
Contact
dwilkins@taleo.com
@dwilkinsnh on Twitter
dwilkinsnh on LinkedIn
http://www.taleo.com/talent-management-blog/

Leading by Example: Social Technologies and ASTD Chapter Practices

by Taleo Research on Oct 15, 2011

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