1. The document discusses a new approach called "collective learning and charting" to support the transition from education to work. 2. It proposes using charting to help individuals relate where they are in their goals and development to where they started and want to be, and to make use of other people and resources. 3. The approach is based on research findings about how novices and experts create, consume, and share knowledge; self-regulate learning; and draw on collective knowledge to achieve goals.

1. Collective learning and charting: a new approach to supporting the transition from education to work Presentation to the National Conference for University Professors, London, UK, 24 th Feb 2009 by Allison Littlejohn Director, Caledonian Academy Chair of Learning Technology Shell Senior researcher Collaborators: Dr Anoush Margaryan Dr Colin Milligan Glasgow Caledonian University, UK www.academy.gcal.ac.uk

2. Extending reputation

3. 1. Adaptable Workforce IBM Global Human Capital Study (2008) 2. Knowledge assets Enterprise of the Future Study (2009) 3. Goal actuation IBM Global CEO study (2006)

4. CONSUMPTION 1. Adaptable Workforce IBM Global Human Capital Study (2008) 2. Knowledge assets Enterprise of the Future Study (2009) 3. Goal actuation IBM Global CEO study (2006)

5. CONSUMPTION CONTRIBUTION 1. Adaptable Workforce IBM Global Human Capital Study (2008) 2. Knowledge assets Enterprise of the Future Study (2009) 3. Goal actuation IBM Global CEO study (2006)

6. CONSUMPTION CONNECTION CONTRIBUTION 1. Adaptable Workforce IBM Global Human Capital Study (2008) 2. Knowledge assets Enterprise of the Future Study (2009) 3. Goal actuation IBM Global CEO study (2006)

7. collective intelligence 1. Adaptable Workforce IBM Global Human Capital Study (2008) 2. Knowledge assets Enterprise of the Future Study (2009) 3. Goal actuation IBM Global CEO study (2006) CONSUMPTION CONNECTION CONTRIBUTION

8. collective intelligence CONSUMPTION CONNECTION CONTRIBUTION COLLECTIVE KNOWLEDGE 1. Adaptable Workforce IBM Global Human Capital Study (2008) 2. Knowledge assets Enterprise of the Future Study (2009) 3. Goal actuation IBM Global CEO study (2006)

10. 1. Forethought - Goal setting 2. Performance - Goal implementation 3. Self –reflection - Goal refinement

11. CONSUMPTION CONNECTION CONTRIBUTION COLLECTIVE KNOWLEDGE

12. CONSUMPTION CONNECTION CONTRIBUTION CHARTING

14. You Your goal

15. You Your goal Dynamic Knowledge, e.g. wikis Shared resources (e.g. delicious) Formal Learning Recommended Resources The collective Smart Information Your Knowledge

16. You Your goal You Manager Colleagues with similar skills Team External contacts Dynamic Knowledge, e.g. wikis Shared resources (e.g. delicious) Peers with similar goals Formal Learning Recommended Resources The collective Smart Information Your Knowledge

17. You Your goal You Manager Colleagues with similar skills Team External contacts Dynamic Knowledge, e.g. wikis Shared resources (e.g. delicious) Peers with similar goals Formal Learning Recommended Resources The collective Smart Information CONSUME Your Knowledge

18. You Your goal You Manager Colleagues with similar skills Team External contacts Dynamic Knowledge, e.g. wikis Shared resources (e.g. delicious) Peers with similar goals Formal Learning Recommended Resources The collective Smart Information CONSUME CONNECT Your Knowledge

19. You Your goal You Manager Colleagues with similar skills Team External contacts Dynamic Knowledge, e.g. wikis Shared resources (e.g. delicious) Peers with similar goals Formal Learning Recommended Resources The collective Smart Information CONSUME CONNECT Your Knowledge CONTRIBUTE

20. You Manager Colleagues with similar skills Team External contacts Dynamic Knowledge, e.g. wikis Shared resources (e.g. delicious) Peers with similar goals Formal Learning Recommended Resources The collective Smart Information CONSUME CONNECT Your Knowledge You and Your Peers Your goals CONTRIBUTE

23. How do we support the achievement of goals? ME MY GOALS

24. The Ideal? Everything you do contributes towards achieving your goals. Actually, this is too simplistic ME MY GOALS

25. The Ideal (2) Not every activity contributes towards achieving your goals and you will periodically assess and refine your effort. ME MY GOALS

26. The Reality Goals may actually evolve over time. ME MY GOALS MY GOALS

27. Charting Helps you relate where you are to where you started and where you want to be. ME MY GOALS

28. Charting (2) Helps you relate where you are to where you started and where you want to be … over and over … providing the opportunity to dynamically interact with your goals and personal development. ME MY GOALS

29. Charting (3) Charting presents an opportunity to make use of people and resources to fine tune your plans at each point. ME MY GOALS Useful resources, Useful people

30. Extending reputation

31. Extending reputation ways in which novices and experts create, consume and share knowledge 2. how novices and experts self-regulate their learning and development 3. how they draw upon the collective knowledge base to attain their learning goals 4. how they perceive the impact of knowledge sharing on learning, development and work. Building on existing behaviours: Shell Study

32. Extending reputation Learning in the workplace is structured by and integrated within work tasks. Novices (rather than experts) value formal learning opportunities 3 Experts develop both internal and external peer networks 4. Experts draw heavily upon the collective – primarily their personal networks of trusted peers 5. Experts are motivated to contribute to the community if they can see applicability to someone else’s problem and if they develop a reputation across the company. 6. Experts’ motivation is impacted by line manager’s attitude to the value of global knowledge sharing beyond immediate local context. 7. Fragmentation of knowledge bases is a problem Building on existing behaviours: Shell Study

33. Extending reputation

34. Collective learning and charting Slides available from: caledonianacademy.blogspot.com Allison Littlejohn Director, Caledonian Academy Chair of Learning Technology Shell Senior researcher With thanks to collaborators: Dr Anoush Margaryan Dr Colin Milligan Glasgow Caledonian University, UK www.academy.gcal.ac.uk