from training to performance to social
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  • Great presentation! As a product of a military training system, I do believe there is still a need for formal education at the beginning of learning. Once there is a foundation of knowledge learned, the social/collaborative/through others portion is what needs to happen to continue development. The military has the traditional part down pat, the second part...not so much.
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  • Self-directed learning/development is important because knowledge is evolving faster than can be codified in the formal systems and depreciating in value over time. Thanks, Rawn, that is a very astute point!
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  • Harald, nice work here.

    I'd like to offer something. I did a talk last year comparing three 'eras' of how we learn:

    - In 'earliest' times, it was based not on formal training but apprenticeship under a master. Generally the emphasis was Accrual of Experience. [When this actually is is variable because civilizations have moved back and forth on this. E.g. Arab world around 7th-9th century was into their Renaissance period, while Europe was in the knowledge dark ages. Similarly for China, Incan Peru. My point being there is no 'one time' across humanity]

    - To scale learning (too few many students to educators), it moved towards the Academy/University and formal indoctrination towards an Accrual of Knowledge, keeping some practical experiential aspects but systematizing as much to create general models and overarching concepts to 'simplify' knowing how to do something

    - Most recently we are coming back to include both Experience and Knowledge, but also self-directed learning/development because knowledge is evolving faster than can be codified in the formal systems and depreciating in value over time (per Hagel, Seely-Brown & Lang). The shift here is to Accrual of Awareness/Analysis. Your slide 30 speaks to this.
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  • Yes, you're right, Deb, it's all connected. While there are more opportunities for finding innovative ideas out in loose social networks, it still takes time to turn these into cohesive models (communities of practice) and then apply them (work teams). Lots of back and forth flow is required, and organizations should reduce barriers to this flow.
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  • great deck, harold, and I appreciate how you bring complexity into it. One thing, Its not my experience that innovation happens exclusively in broad social networks. I think collaborative teams have much to do with it too. its really about having all of these operating and flowing amongst each other, no? I suspect that's what you meant anyway, but it sparked some thinking. Great job, thanks.
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from training to performance to social Presentation Transcript

  • 1. from training, to performance, to social Harold Jarche jarche.comSunday, 23September, 2012
  • 2. in the beginning there was training jarche.comSunday, 23September, 2012
  • 3. Roots of Training: Hierarchies & Control jarche.comSunday, 23September, 2012
  • 4. some of the things I learned as a military training development officer: Instructional Systems Design Occupational Specifications Programmed Instructional Instruction Design Flight Computer Based Simulation Training On the Job Methods Training of Instruction Training Systems Approach Standards to TrainingSunday, 23September, 2012
  • 5. ISD ADDIE Trained Soldier developing skills & knowledgeSunday, 23September, 2012
  • 6. But ...Sunday, 23September, 2012
  • 7. does trained = ready for battle? Photo by Mac CoatesSunday, 23September, 2012
  • 8. not quite ...Sunday, 23September, 2012
  • 9. Collective Training follows individual training Run by operations, not training department Informal: Learn through gaming & simulation Social: Work together as a unit Photo by DVIDSHUBSunday, 23September, 2012
  • 10. then there was Human Performance Technology (HPT)Sunday, 23September, 2012
  • 11. Mega: Community & Society Macro: Organization Micro: Team, Group, Individual jarche.comSunday, 23September, 2012
  • 12. Macro View jarche.comSunday, 23September, 2012
  • 13. Micro View jarche.comSunday, 23September, 2012
  • 14. Key Lesson: Diagnose Before Prescribing Training jarche.comSunday, 23September, 2012
  • 15. HPT + ISD Non-instructional jarche.comSunday, 23September, 2012
  • 16. HPT: systemic & systematic but not very humanSunday, 23September, 2012
  • 17. today, valued work is increasingly complex + creative Source: Cynefin Framework (Dave Snowden) WikipediaSunday, 23September, 2012
  • 18. neither training nor human performance technology address complexitySunday, 23September, 2012
  • 19. today’s reality jarche.comSunday, 23September, 2012
  • 20. jarche.com we need to extend our learning & working boundaries Informal Social Networks Complex: relationship between cause and effect chaotic can only be perceived in retrospect, Chaotic: but not there is in advance Communities no relationship of Practice between cause and effect complex at a systems level Project Teams complicated Complicated: relationship between Structured cause and effect requires analysis and/or the application of expert knowledge Goal-oriented Opportunity-drivenSunday, 23September, 2012
  • 21. 3 views on the workplace learning spectrum ... Harold Jarche, Jane Hart, Charles JenningsSunday, 23September, 2012
  • 22. dependence: HJ structure: JH 70-20-10: CJ Formal Dependent: Formal Training Instruction Structured 10% Through Others 20% Intra Organisational Inter-dependent: & Social & Group-directed Collaborative Through Experience & Personal-directed Practice Independent: 70% jarche.com Supported by tools & Accidental & information SerendipitousSunday, 23September, 2012
  • 23. dependence: HJ structure: JH 70-20-10: CJ Dependent: Formal Formal Training Instruction Structured Training 10% Through Others Intra 20% Inter-dependent: Organisational Social Social & & Learning Group-directed Collaborative Through Experience & Personal-directed Practice Independent: jarche.com HPT 70% Supported by tools Accidental & & information SerendipitousSunday, 23September, 2012
  • 24. we must build collaboration & cooperation jarche.com into the workflow Informal Social Networks Increase Innovation = cooperation Communities of Practice Solve Problems, Retain Talent, Develop New Strategies = collab & co-op Project Teams Share Detailed Knowledge Structured = collaboration Goal-oriented Opportunity-drivenSunday, 23September, 2012
  • 25. How do we incorporate social learning in the workplace?Sunday, 23September, 2012
  • 26. 1) we shift from hierarchies to networks Openness enables reinforces trust Transparency fosters Diversity successful network characteristics jarche.comSunday, 23September, 2012
  • 27. 2) we support & reinforce social networks to share knowledge social networks Openness enables reinforces trust Transparency fosters Diversity knowledge innovation sharing jarche.comSunday, 23September, 2012
  • 28. 3) we learn out loud with each other by narrating our work social networks Narration of Work } enables Openness trust reinforces Diversity Transparency fosters of Ideas knowledge innovation sharing jarche.comSunday, 23September, 2012
  • 29. 4) each person can start with PKM personal knowledge management sense- making + getting things done jarche.comSunday, 23September, 2012
  • 30. PKM: Seek - Sense - Share filtering, creating & discerning Seek network filtering CoP team Sense creating team CoP discerning network Share jarche.comSunday, 23September, 2012
  • 31. Image: Richard Dennison “Rather than management asking, How do we incentivise people to share their knowledge? It would be more useful for management to ask, How do we develop relationships across the organization that will set in motion more knowledge sharing?” Nancy Dixon, PhD http://www.nancydixonblog.com/2009/03/the-incentive-question-or-why-people-share-knowledge.htmlSunday, 23September, 2012
  • 32. Social Learning is getting things done in networks jarche.comSunday, 23September, 2012