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From "Command & Control" to "Encourage & Engage"
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From "Command & Control" to "Encourage & Engage"


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Invited presentation to Learning Live, Birmingham, 14 September 2011

Invited presentation to Learning Live, Birmingham, 14 September 2011

Published in: Business, Education, Technology

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  • 1. From managing and controlling learning … … to enabling and supporting learning Jane HartCentre for Learning & Performance Technologies
  • 2. C4LPT, 2011 2
  • 3. C4LPT, 2011 3
  • 4. "Social Business" is not about technology, or about "corporate culture." Itis a socio-political historical shift that is bigger, broader and much morefascinating.A new perspective is changing how we think about society, politics,interpersonal relationships, science, government and business. Newapproaches are emerging. Learning and self-expression are exploding.Values are changing. Leadership is changing. The economy is changing.Change itself is changing — it is accelerating and becoming the norm.Business structures founded on command and control, automation andprocess are giving way to structures that are less hierarchical and moredynamic, designed to engage peoples hearts and minds to make adifference in the world. ” Social Business doesn’t mean what you think it does Deb Lavoy, 7 September 2011
  • 5. Command and ControlEncourage and Engage
  • 6. C4LPT, 2011 6
  • 7. 5 categories of Use of Social Media Intra- Organizational Learning Group Directed Learning Formal Personal Accidental & Structured Directed Serendipitous Learning Learning Learning Formal Learning Informal Learning
  • 8. Consumerization of IT “Today already 47% of business technology users at North American and European companies report using one or more website(s) to do parts of their jobs that are not sanctioned by their IT department. We expect this number to grow to close to 60% in 2011 as frustrated workers work around IT to self-provision technology” How democratization of technology empowers employees, Forrester, 2011C4LPT, 2011 8
  • 9. Consumerization of Learning “between one-third and two-thirds of your employees are meeting their needs by working around you” Jensen & Klein, Blind Spots, CLO Magazine, April 2011C4LPT, 2011 9
  • 10. How can IT and L&D deal with these growing trends?C4LPT, 2011 10
  • 11. What would your response be? Command & Control Encourage & Engage• Ban it – • Embrace it – it’s disruptive it’s a key part of learning• Ignore it – it’s not important
  • 12. C4LPT, 2011 12
  • 13. who is using these tools? how are they using them? what can L&D do to support a broader approach to workplace learning?C4LPT, 2011 13
  • 14. Who? Smart WorkersC4LPT, 2011 14
  • 15. IMPROVING PRODUCTIVITY FINDING & USING Personal Finding content CONTENT Team productivityproductivity Keeping up to date with new content Sharing links, resources & ideas Co-creating content JOINING & BUILDING CREATING & SHARING NETWORKS & COMMUNITIESC4LPT, 2011 CONTENT 15
  • 16. 8 key featureshow the Smart Workerworks and learnstoday …and what this means for L&DC4LPT, 2011 16
  • 17. 1 - The Smart Worker : recognises she learns continuously as she does her job “today’s work environment doesn’t tolerate learners stepping out of their workflow to learn unless it is absolutely vital to do so” Gottfredson, 2011C4LPT, 2011 17
  • 18. 1 - The Smart Worker : recognises she learnscontinuously as she does her job Command & Control Encourage & Engage • Learning only takes place in a • We value informal learning and classroom or in a course want to support people learn delivered from our LMS, continuously – in the workflow. where we monitor and track it. • We make all our (non- • Any learning outside training is compliance) learning resources not of any interest to us available on the intranet for people to use as they wish. We only use lite tracking to ascertain useful resources.C4LPT, 2011 18
  • 19. 2 - The Smart Worker : wants immediate access to solutions to his performance problems “People don’t want to study a problem they want to solve it.”C4LPT, 2011 19
  • 20. 2 - The Smart Worker : wants immediate access tosolutions to his performance problems Command & Control Encourage & Engage• Performance problems can • We create more performance only be solved by training aids (in diff formats: PDfs, solutions. screencasts, etc) than courses• The only valid solutions are • We realise we can’t create those created/delivered by everything people need and L&D. don’t reinvent the wheel – so• We ban access to social media we help people find useful, resources - just to make sure. trustworthy resources on the Social WebC4LPT, 2011 20
  • 21. 3 - The Smart Worker : is happy to share what she knowsC4LPT, 2011 21
  • 22. 3 - The Smart Worker : is happy to share whatshe knows Command & Control Encourage & Engage• The only valid solutions to • We can’t possibly create performance problems are everything people need to do those created/delivered by their jobs L&D • Let’s tap into this growing• We can’t let people create phenomenon of sharing content, it might include • We will help/provide the. incorrect information or they platform to enable/support might abuse the system this • Content is moderated by theC4LPT, 2011 group – not us. 22
  • 23. 4 - The Smart Worker : relies on a trusted network of friends and colleaguesC4LPT, 2011 23
  • 24. “I’ve learned more in the last few weeks by monitoring this community than I have in the past year in class….. It’s an amazing group – I have seen discussions on questions I hadn’t thought about and received pointers towards great articles.”C4LPT, 2011 24
  • 25. 4 - The Smart Worker : relies on a trusted networkof friends and colleagues Command & Control Encourage & Engage• Public social networking sites • We will help people to build have no value, they are time- external Personal Knowledge wasters, so are banned Networks on social networking sites.• We will set up an internal • We will help groups and teams social network so that we can set up internal spaces so that track all the discussions taking they can support one another place and make sure people are contributing the right stuff & learning from it.C4LPT, 2011 25
  • 26. 5 - The Smart Worker : learns best with and from othersC4LPT, 2011 26
  • 27. 5 - The Smart Worker : learns best with and fromothers Command & Control Encourage & Engage• We will add “social” to the • We cannot force/enforce social; blend. we can only help to provide a• We will implement a social framework for conversations LMS where we can ensure and discussions to take place everyone contributes and • Social learning doesn’t just take make sure everyone is learning place in formal courses, so we on courses. encourage anyone to set up• Trainers (only) can create online social learning social learning communities. communities on our collab platform.C4LPT, 2011 27
  • 28. C4LPT, 2011 28
  • 29. 6 - The Smart Worker : keeps up to date with his industry and professionC4LPT, 2011 29
  • 30. 6 - The Smart Worker : keeps up to date with hisindustry and profession Command & Control Encourage & Engage• Only CPD programmes are • We will help people with their valid. Personal Knowledge• We will allow people to attend Management (PKM): to find one professional conference a blogs and other resources, as year. We may pay for industry well as set up filters to deal with magazines. information overload, etc• All internal communications • We encourage the curation of will come from us. content for dissemination • We encourage sharing of knowledge in other ways.C4LPT, 2011 30
  • 31. 7 - The Smart Worker :constantly strives toimprove her productivityC4LPT, 2011 31
  • 32. 7 - The Smart Worker : constantly strives toimprove her productivity Command & Control Encourage & Engage• Only network systems, tools • We encourage the use of and devices are to be used. personal tools and devices• We train people how to use • We help with workflow audits to these systems effectively and identify new tools and devices efficiently. that will aid productivity • When faced with a perceived “training problem” we take a performance consulting approach.C4LPT, 2011 32
  • 33. 8 - The Smart Worker : thrives on autonomy "Human beings have an innate drive to be autonomous, self- determined and connected to one another. The opposite of autonomy is control. And since they sit at different poles of the behavioural compass, they point us to different destinations. Control leads to compliance; autonomy leads to engagement A sense of autonomy has a powerful effect on individual performance and attitude.“C4LPT, 2011 33
  • 34. 8 - The Smart Worker : thrives on autonomy Command & Control Encourage & Enable• No way! We can’t let people • Learning is a means to an end. be in charge of their own The end is performance. learning; how do we know • What matters is can they do they are learning the right their job - or do it better. things. • If they are self-reliant, we just• People need to be trained to let them get on with it and help do their jobs, and we need to them if/when they need it. keep track of it to make sure it • We need to help others to is happening. become more self-reliant too.C4LPT, 2011 34
  • 35. Measuring employee learning Command & Control Encourage & Engage• Quantity• Test and course completions• Social learning activity• sLMS “Quantity is an antiquated way of • Quality measuring success” Performance objectives: How well are they doing their jobs? Could they do them better?C4LPT, 2011 35
  • 36. Measuring L&D’s service Command & Control Encourage & EngageQuantity Quality of service• No of people on training • How well they are able to help course individuals achieve their• No of online course performance objectives. completionsC4LPT, 2011 36
  • 37.