1. Informal Learning Reference DeckThese are my presentation slides. Take the ideas but credit thesource. If you make money on them, you must share the wealth.
2. TopicsBig Picture WorkChallenges ChangeCommunity HistoryThree Things SchoolingInformal Learning BullittUnmanagement JayPull Network EffectsWorkscape Elevator PitchMetrics CasesTrends ImplementationPractices LearningWrong! Netﬂix Culture
3. personal professional
4. Processes for Informal Learning Project Problem/case Registration FAQ Application Diigo Blog Announcement Proﬁles Protected site spaceSynchronous: G+ Survey Site Poster Master deck
5. personal professional
6. Learn Informallyobjectives • foundation ◦ understand what informal learning is, how it works, why it’s important ◦ experience learning hands-on through collaborative work, community, search, social software, blogs and tweets ◦ find out how to integrate learning into workflow ◦ review models, cases, archetypes of successful informal learning ◦ gain metalearning perspective, think ecologically ◦ spot the fakes, e.g. “managing informal learning” • apply to case study project ◦ performance consulting ◦ identify opportunities to improve performance by a minimum of $100,000 ◦ prepare a business case for informal ◦ estimate impact ◦ sell the concept internally ◦ implementation plan, change management, cost/benefit • the morning after ◦ retain membership in persistent help network ◦ Just Do It.
13. Prospering in a Topsy-turvy World Top-down becomes inside-out. Managers Customers Organization/ Machine Workscape/Network Workers (Cogs) Workers (Pull)
14. IBM CEO Study by IBM Institute for Business Value
15. Shift from institutions to individuals
16. IBM Learning Solutions
17. Largest U.S. Employers Manufacturing Service 1960 2010 GM Walmart AT&T Kelly Services Ford IBM GE UPS U.S. Steel McDonald’s Sears Yum! A&P Target Esso Kroger Bethlehem Steel HP IT&T Home Depot Westinghouse Sears General Dynamics PepsiCo Chrysler Bank of America Sperry Rand GE International Harvester CVS
18. Future WorkplacePeople as peopleSocial Business. Connecting and sharing.We are the boss. All the world’s a sage.Transparency, analytics, privacy. No secrets.Redeﬁning employee. Core and the rest.Weaving together knowledge from data, people,and life. Modern apprenticeship. WorkLearn.
19. PUSH & PULL
20. IBM CEO Study by IBM Institute for Business Value
23. Everything human is part PUSH and part PULL.80% PULL60%40% PUSH20%
24. Two learning experiences 1. Training class on new 2. Learning to pitch a new security procedures. product by watching video of Participants have to know winning presentations and this cold. They are tested. practicing on teammates. The The class is primarily learning is primarily PULL. PUSH.
25. Two models of management 1. Top-down. Command 2. Self-organizing team. and control. Managers give Collaborate and share. orders. Managers facilitate and coach. Mainly PUSH. Mainly PULL.
26. Two types of motivation 2. Intrinsic. Beyond level of 1. Extrinsic. Carrot and fairness, reward is stick. Rewards based on satisfaction of making loyalty and/or production. progress toward greater goal. Mainly PUSH. Mainly PULL.
32. Rule of threes: Schooling Beginning Middle Next Focus of most schooling & training
33. Jimmy Swaggart SyndromeBeginning Middle Next Grit
34. Training as eventWork Train Work
35. Learning as process Beginning Middle End Alumni = support networkTeam meets inadvance, get to knowone another, anddiscuss their goals forthe workshop Brief recall session Wiki Q&A Updates
37. ■ Is this learning? Objection! ■ ■ ■ It’s overwhelming. Some people will just lurk. Answers are hit or miss. ■ I don’t know how to use it. ■ It’s risky to let anyone post anything. ■ This is all too expensive. ■ This doesn’t create lasting change. ■ It’s not natural. ■ In person is always best.■ People will say inappropriate things. ■ This can’t be governed.■ People will post incorrect information. ■ No one will be interested.■ Our people need training, not socializing. ■ People aren’t paying attention.■ These systems compromise classiﬁed information.■ Our information is unique. There’s no way to share that.■ Finished content is more valuable to works in progress.■ Our management team will never sign off on this.■ People will waste precious time.■ Employees will give away company secrets.■ People will post inappropriate videos.■ The value of media sharing can’t be measured.■ Video isn’t for serious businesses.■ Videos are for fun, not real knowledge transfer.■ (Re: Twitter) I have too much to say.■ I don’t have time.
38. At home: At work:
39. Business/learning integration Our people are growing fast enough to keep up with the needs of the business Yes 23% No 77% (ITA) n = 200
40. Don’t call it learning eLearning Informal Working Learning Smarter 2002 2006 2011
41. Dirty Words 1. Learning 2. Learner 3. Social 4. Informal 5. KM 6. Training 7. eLearning 8. ROI George Carlin 9. Web 3.0 + Formalize
42. Roads for drivers, not humansHans Monderman1945 - 2008
43. Don’t call them learners
44. Most work will not be performed by employees Alumni Contractor Outsource Consultant Core company Temps (employees) Contingent Team Customers Freelance Team Partner
45. Industrial Age Network Era Company Extended Enterprise
46. Future Business Structure Alumni Contractor Outsource Consultant Core Temps (employees) Contingent Team Freelance Team “Jobs” only exist here Partner
47. Access to information and people is intoxicating. Creating an online portrait of who weare or who we want others to see is equality alluring. But without direction,governance, and discipline, we are at risk of giving ourselves to the very networks wevalue rather than managing the platforms to our advantage. Our participation must beinspired by purpose and parameters. No, we are not obligated to connect witheveryone who connects with us. We are obligated to maintain balance in who we are,what we value, and equally the value we invest in the communities in which weparticipate.As Clay Shirky once observed, “There’s no such thing as information overload — onlyfilter failure.” My take? “Information overload is a symptom of our desire to notfocus on what’s important.” It’s a choice.Perhaps said another way, information overload is a symptom of our inability to focuson what’s truly important or relevant to who we are as individuals, professionals, andas human beings. But then again, maybe that’s the problem.The reality is that we are learning how to use these networks and what to expect inreturn. We’re learning what’s possible. However, we learn as we go. We discoverwhere the proverbial line is only after we’ve crossed or are witnesses to those who do.Our teachers, parents, role models and peers, they to coming to grips with theevolution of social media and digital culture as it affects online and offline behavioralong with us. Therefore, this is a time when we are all students. But at some point, wemust also become teachers
48. The PULL Worker
49. Tangible Value(Nodes) Intangible Value (Connections)
50. Learning is social.So while people do indeed learn alone,even when they are not stranded ondesert islands or in small cafes, they arenonetheless always enmeshed in society,which saturates our environment, howevermuch we might wish to escape it at times.
51. The importance of people as creators andcarriers of knowledge is forcingorganizations to realize that knowledge liesless in its databases than in its people.Learning is not simply a matter of acquiringinformation; it requires developing thedisposition, demeanor, and outlook of thepractitioners.Learning is usually treated as a supply-sidematter, thought to follow teaching,training, or information delivery. Butlearning is much more demand driven.People learn in response to need.
52. Me. Us.
53. WorkFieldwork Clockwork Network-8000 1750 1980 Span of civilization
54. Collaborative Leadership
55. Collaborative Values Collaborative Organizations offer a community of sympathetic individuals a unique model to realize the five categories of distinctively human potential. Empathy: an emotional understanding of the sentiments, dreams, desires, and ambitions of their employees and customers. Culture: communities are based on trust and like-mindedness, that is, familiar mores, traditions, and customs as well as shared values. Morality: no longer tolerate a gap between idealism and pragmatism, between principles and practical reasons Creativity: perpetual beta, space for solitude and time for the individual to be alone with their thoughts -- time and space to be themselves Aspiration: the quest to work toward a unique mission, whether it is individual advancement, spiritual enlightenment, or social progress. The prerequisite of aspiration is imagination, and its immediate product is hope.
56. Collaborative “BLT” Business Leader TeamDelight customers Take stock Sprint Rapid cycles Take charge Decide Embrace change Coach Net-work Make mistakes Conduct Motivate/happy Reﬂect De-stress Converse
57. Take stock, take charge Delight customers Collaborate, team-work De-stress, smile Inspire performanceUnmanagement Take the pulse Sprint Decide wisely Coach Nurture serendipity Net-work Conduct, don’t control
58. The Principles of Radical Management Delight customers Communications: conversations Managers enable self-organizing teams From value to values Dynamic linking
59. “The Big Shift” Creation Spaces Achieve Attract AccessStocks Flows Push Pull
60. Corporation Customers CorporationCustomers
61. IBM CEO Study by IBM Institute for Business Value
62. IBM CEO Study by IBM Institute for Business Value
63. IBM CEO Study by IBM Institute for Business Value
64. IBM CEO Study by IBM Institute for Business Value
65. Peeragogy PULL Learningfrom “try and force people to learn” to “allow people to engage in meaningful social interactions about how to do their job.”by building a trusted personal learning network, acquiring new collaboration skills, filtering and sifting through information overload
66. Work and learning are converging.20th Century 21st Century
67. Cohesive OrganizationWork Learning Work = Learning
68. Push Learning Pull LearningPassive student Active learnerOthers set curriculum Learner defines contentCourses, workshops Conversation & discovery ad es ceGr nce wn ten edie ro m pe ce b ou Co en O ny pe nd up ar no de ro Le ng ing In nG cha dge ar ni Un wle Le 2.0 kno W eb
69. Push Learning Pull LearningPassive student Active learnerOthers set curriculum Learner defines contentCourses, workshops Conversation & discovery ad es ceGr nce wn ten edie ro m pe ce es b ou Co en ad O ny pe nd Gr p ar no e ou dience ow Le ing Ind in Gr be ur ng rn O yo cha dge Un wle ea on L 2 .0 Le arn ing kno W eb ng ha ge U wnc led kno
71. Jane Hart
72. Clark Quinn, mapping Jane Hart
73. experiential formal 70/20/10 from others
74. Charles Jennings
75. Charles Jennings
76. Charles Jennings
77. Charles Jennings
78. Charles Jennings
79. Charles Jennings
80. Charles Jennings
81. Workers are taking matters into their own handsJane Hart
83. Novice’s Learning MixHow Novices Learn Informal PUSH Formal • Curriculum • Many at once • Event, ends
86. 80%+ of Workplace Learning is Informal Form Inform
87. 80%+ of Spending on Workplace LearningGoes to Formal Inform Form
88. 80/20 Research largelypredates the internet FormalPre Google InformalPre online helpPre pervasive emailPre webPre social networking
89. Workplace LearningAs One Gains Experience InformalFormalNovice Practitioner
90. Workplace Learning Over One’s Career Informal Training department’s Comfort Zone Formal Novice
91. Workplace Learning Over One’s Career Informal Where most learning takes place Formal Practitioner
92. The Spending/Learning Paradox
93. Formal Mentoring InformalInstructor-led class Hallway conversation Lunch ‘n learn Proﬁles/locatorWorkshop ConferencesVideo ILT Social networking Simulations Trial & errorSchooling Interactive webinarsCurriculum Search Performance support Observation YouTube Asking questions Podcasts Job shadowing/rotation Books Collaboration Storytelling Community Study group Web jam Feeds Wikis, blogs, tweets Social bookmarking Unconferences
99. Free range learnersFree-range learners choosehow and what they learn.Self-service is less expensiveand more timely than thealternative. Informal learninghas no need for thebusywork, chrome, andbureaucracy that accompanytypical corporate training.Less is more. 159
100. Degrees of formality Formal Informal Chosen by outside Selected by Curriculum authority individual Recognition Explicit Intrinsic Framework, Topic How-to overview Community of No Maybe practice? Objective Knowledge Activity
101. Common characteristics Formal Informal Control Top-down Laissez-faire Delivery Push Pull Duration Hours, days, weeks Minutes Locus Apart from work Imbedded in work Instructional Author Individual designer, SME Time to develop Months, weeks Minutes When? In advance At time of need What? Know Become
102. What pull learners need to do and believe Skills Beliefs ■ learning how to learn ■ optimism ■ critical thinking & conceptualization ■ conﬁdence ■ pattern recognition ■ curiosity ■ design thinking ■ resilience ■ working with one another, co-creation ■ purpose ■ navigating complex environments ■ autonomy ■ software literacy
104. DIY Learning ToolsJane Hart
105. Using these tools:• to solve learning/performance problems quickly and easily (aint no one checking for the LMS or looking for their CLOs take on the problem); they use Wikihow, YouTube, Google.• to keep up to date with their industry and profession (blogs, podcasts - they may look for it, but they also use RSS to make stuff come to them)• to build a Personal Learning Network (Google+, Facebook, etc, to brainstorm, ask questions, learn without knowing it - serendipitous learning!)• to keep up to date w/what is happening inside their orgs (Chatter, Yammer, Dropbox, etc)• to share what they know and learn with their colleagues (creating content - Jing, screenr, Prezi, YouTube, etc)• to reflect on what they are doing and learning - and to share their thoughts and experiences (see the ITA groups individual blogs)Jane Hart
106. 1. Take responsibility and control Take responsibility for their own learning personal/professional development in the organisation 2. Reﬂect and review Continuously review their strategies in the light of a changing world – as Harold says “life is in perpetual beta“. 3. Seek-Sense-Share Use Personal Knowledge Management (PKM) techniques as a continuous process of seeking, sense-making and sharing 4. Contribute and share Become a valued contributing node in the networks to which they belong 5. Get organized Use a variety of personal and organisational tools including social media tools and networks to organise and manage their own personal learning – but this certainly doesn’t mean being forced to record everything in an organizational LMS or learning platform 6. Get things done Performance is key; it’s not about the learning per se but what they can do as a result of all their learning activities. Success of learning is therefore measured in terms of their new or improved performance 7. Narrate and converse Narrating their learning is an integral part of narrating their work – i e. regularly recording activity, achievements and reﬂections (in a personal blog or in an activity stream) in the workﬂow for others to read and learn from.Jane Harthttp://www.c4lpt.co.uk/blog/2012/04/20/is-it-time-for-a-byol-bring-your-own-learning-strategy-in-your-organization-byol/
107. LQ personalLearning is everywhere in the connected workplace. Networked professionals need more than advice (training); theyneed ongoing, real-time, constantly-changing, collaborative, support. However, many of us have relegated our ownlearning to the specialists over the years – teachers, instructors, professors. We’re not used to handling all of this learningon our own. But if we want to thrive in complexity and if we want our work teams to be effective, we have to integrateour learning into the workﬂow. PKM is the foundation of connected work. It’s up to each of us to develop, and continuously revise, our sense-making frameworks as we work inside and outside the increasingly permeable walls of our organizations. Unlimited information, distributed work, self-publishing, and ridiculously easy group-forming all point in one direction – the organization will no longer address all your learning needs in the network era. Additional skills are needed to help groups and teams learn as they work.Narration is a base skill for the networked workplace. Other skills include network weaving, curation, and network analysis. We also have workshops on how to use social media for professional development, as well as setting up and sustaining an online community. These workshops are not just for ‘learning professionals’ but for any role; from sales to marketing to production, and especially for management. More workshops are in development and we are always interested in getting suggestions. Custom workshops and skills coaching can also be arranged. To improve our own and our organization’s learning quotient, we need to look at ways to be more self-directed, social, and agile learners. Life in perpetual Beta requires a high LQ.Harold Jarchehttp://www.jarche.com/2012/05/its-time-to-focus-on-your-lq/
108. Jay’s Learning Ecosystem Processing Inputs Workﬂowy Skype chat with ITA Blog: Internet Time, Berkeley Diet Working Smarter Daily Private blog (Moi) Dipping into Twitter Journal A few email subscriptions Tweets Google+ jaycross.com Jane’s Social Comments 2012 ﬁles books, NYT, Wired occasional article Capture, review & storage Publicity, rebroadcast Diigo bookmarks Blog Flickr Twitter Google Docs Facebook DropBox LinkedIn Evernote Google+ Tumblr
109. Vital practice: “Working out loud” It’s not a YACC (Yet Another Communications Channel) Working out loud = Narrating your work + Observable work” --Bruce Williams Andy McAfee’s Do’s and Don’tsJohn Stepper
110. Managing the Transition to a Social Business Transparency culture is exposed, good or bad interconnected people bypass old structures Narration model new behaviors requires trust rely on communities of practice Adoption takes time for reﬂection and sharing stories support sharing, don’t just talk about itHarold Jarche integrate into daily workﬂowhttp://www.cmswire.com/cms/social-business/managing-the-transition-to-a-social-business-015911.php
111. PULL Infrastructure(WORKSCAPE)
112. Traditional L&D in Social Business L&D Workscape Workshops & eLearning Workshops & eLearning
113. Business Workscape: 21st Century Customers Partners Professional Prospects Temps communities Suppliers EmployeesChannels Specialists Ad hoc teams Community Advisors Contractors The industry Government Media Outsource providers
115. Conversing at HP, MIT, Merck, Sun Who knows? Expertise? Background? Instant connections. Their current location, status, availability. Project coordination Professional development Collaboration Process innovation Staying current Monitoring situation Locating references Individual expression Idea sharingBeta
116. Open SourceConversing at HP, MIT, Merck, Sun Facebook Ning Wiki Blogger Del.icio.usBeta
117. Collaborative Workscape !
118. Classroom Workscapeapart from work embedded in work training, push learning, pull programs platform piecemeal holistic events processes static ﬂuid know things work smarter
121. Supporting the Social Workplace Learning Continuum 1 – Think “learning spaces/places” not “training rooms” 2 – Think “social technologies” not “training/learning technologies” 3 – Think “activities” not “courses” 4 – Think “lite design” not “instructional design” – for organized activities 5 – Think “continuous ﬂow of activities” not just “response to need”Jane Harthttp://www.c4lpt.co.uk/blog/2012/06/04/supporting-the-social-workplace-learning-continuum/
122. the ﬁve pillars of social intranets: • Information. To be social, an intranet must allow information to easily ﬂow vertically and horizontally, and allow employees to express themselves in various ways (articles, status updates, comments, content sharing…). • Knowledge. Content repositories are way too statics, they must evolve to a more democratic and ﬂexible way to capitalize on knowledge (enterprise wikis) and to spread it (social learning). • Communities. I assume you are already convinced of the importance of enterprise social networks. But simply providing a ESN to your employees will not allow communities to emerge, you will have to enable them through stimulation and moderations. • Collaboration. I also assume you are aware of the beneﬁts of online collaborative workspaces, but one can do much more with socialized project management solutions, ideagoras or social serious games. • Business processes and data. Last but not least, software allowing employees to produce, collect, structure, analyze and publish data is key to wider adoption. You will easily ﬁnd pockets of users willing to participate in “social experiments”, but to rally EVERY employee, you will have to include business applications and processes in your internal social platform.http://www.forbes.com/sites/fredcavazza/2011/11/30/from-social-intranets-to-collaboration-ecosystems/
123. Relative Importance of Ways of Learning in Corporationshttp://www.c4lpt.co.uk/blog/2012/04/16/only-12-think-that-company-training-is-an-essential-way-for-them-to-learn-in-the-workplace/
124. How managers learn http://goodpractice.com/white-papers/The-Learning-and-Performance-Link--How-managers-learn--in-their-own-words.pdf
125. Business vision Forms Change management Continuous improvement Communities Stakeholder support Strategic ﬂexibility Learnscapes Role re-deﬁnition Customer learning Social nets Buy-inOrganizational culture Infrastructure Nurturing Openness Workscape Lightweight Open source Flattening Ready to goLearning sciences Psychology Access Embedded learning Meta-learning Engagement Mobile Visual Experience design Ambiguity Games Chunks Informal learning Fun 24/7 Reﬂection
129. While designing their own workspace StanfordUniversity’s Design School tested the best practicesaccumulated over the last few decades and put thebest techniques into a cookbook for others to use. Sit in circles and gather around square tables. The symmetry implies that all positions are equal. If a room naturally has a "place of honor" (such as the head of a table), let a lower-status individual sit there.
130. This change in orientation applies to learning as well as product/service design. You can’t run a service the way you run a factory. Customers interrupt. Learners as customers.Dave Gray, Connected Company
133. Courses are dead.Learning ecosystems are the future.
134. IBM CEO Study by IBM Institute for Business Value
135. IBM CEO Study by IBM Institute for Business Value
137. Community Practitioners need a community to: • help each other solve problems (this is a very fundamental reason to participate, much better than the usual knowledge sharing imperative) • hear each other’s stories and avoid local blindness • reﬂect on their practice and improve it • build shared understanding • keep up with change • cooperate on innovation • ﬁnd synergy across structures • ﬁnd a voice and gain strategic inﬂuenceEtienne Wengerhttp://blog.hansdezwart.info/2012/03/29/working-smarter-in-online-communities-etienne-wenger-at-tulser/
141. Cost : beneﬁt Your sponsor is god. Coordinate throughout. Agree on measures up front. Only valid metrics are business metrics. If numbers squishy, interview sample and extropolate. You must manage what you cannot measure
142. Promoting and assessing value creation in communities and networks: a conceptual frameworkhttp://wenger-trayner.com/documents/Wenger_Trayner_DeLaat_Value_creation.pdf
143. Mark Brian
144. Reference: http://bit.ly/e59bxe and http://bit.ly/e5Pr5o
145. Beneﬁts from in-house useReduce time to market 29%Increase number of successfulinnovations 28%Increase speed of access to knowledge 77%Faster access to in-house experts 52%Reduce operating costs 40%Increase employee satisfaction 44%
146. Beneﬁts from customer useReduce time to market 26%Increase revenue 24%Reduce marketing costs 45%Reduce customer support costs 35%Reduce travel costs 63%Increase customer satisfaction 50%
147. Business & Web 2.0
149. trendsweb: pages to streamssearch to socialpush to pullreactive becomes proactiveFLIP AH HA messages documents S
151. Spectrum of activities Formal Informal Instructor-led class Mentoring Hallway conversation Workshop Lunch ‘n learn Proﬁles/locator Video ILT Conferences Social networking Schooling Simulations Trial & error Curriculum Interactive webinars Search Performance support Observation YouTube Asking questions Podcasts Job shadowing/rotation Books Collaboration Storytelling Community Study group Web jam Feeds Wikis, blogs, tweets Social bookmarking Unconferences
152. Autonomy: People want to have control over their work. Mastery: People want to get better at what they do. Purpose: People want to be part of something that is bigger than they are.Trust
154. Lean, not big.Conversations, not chains.Sharing, not telling.
155. Performance Support & Learning: Separated at Birth?
156. Key ideas about learning have emerged from research in the cognitive sciences. People learn by: • constructing their own understanding based on their prior knowledge, experiences, skills, attitudes, and beliefs. • following a learning cycle of exploration, concept formation, and application. • connecting and visualizing concepts and multiple representations. • discussing and interacting with others. • reflecting on progress and assessing performance.Howard Rheingold
157. Do we need customer-driven learning?Overall, how was your experience with Enterprise?Apple has calculated that every hour of time spent calling detractors results in an incremental $1000 in revenue.
158. CREDO• We are open and transparent.• We narrate our work. Need to share.• Continuous learning, not events.• We value conversation as a learning vehicle.• We are a vanguard of change within the Company.• We drink our own champagne (or mimosas).• Business success is our bottom line.• Learning is work; work is learning.• We are not a training organization.• We value time for self-development and reﬂection.• We recognize that reﬂection is a key to learning.• We establish business metrics for every engagement and report back publicly on outcomes.
159. The Behaviors of Successful TeamingSpeaking UpCommunicating honestly and directly with others by asking questions,acknowledging errors, raising issues, and explaining ideasExperimentingTaking an iterative approach to action that recognizes the novelty anduncertainty inherent in interactions between individual and in the possibilitiesand plans they developReﬂectingObserving, questioning, and discussing processes and outcomes on aconsistent basis—daily, weekly, monthly—that reﬂect the rhythm of the workListening IntentlyWorking hard to understand the knowledge, expertise, ideas, and opinions ofothersIntegratingSynthesizing different facts and points of view to create new possibilities
160. Know WhatToo Big to Know...Too Much to Train? • Find it, don’t memorize it • Hire at least one organizational curator • Cherry pick from external curators • Take part in an advice network • Set up alerts, feeds, aggregators Gary WoodillKnowledge workers spend a third of their timelooking for stuff and scheduling meetings. Theyspend 14% of their day duplicating information Curatorand managing spam. “What percentage of the 75% knowledge you need to do your job is stored in your own mind? 20% Robert Kelly, CMU 10% Filter 1986 1997 2006
161. ConversationArnold Lakhovsky, The Conversation
167. During a presentation, it’s like note taking on steroids. A key point captured can take ona life of its own. A notebook is closed channeled, twitter is open channeled.Content is king. You become privy to the intellectual capital of your network. Learningextends beyond the presenter.Distance becomes a myth. The classroom extends beyond the four walls.Feedback is instant. Inhibition is often less present in the virtual world versus the real worldEngagement is standard. The learner is engaged the entire presentation (and even after)due to the abundance of information.Learners become more connected to the community in the room and out.The presenter receives real-time level one and two evaluations.The learner will exist simultaneously in both the synchronous and asynchronouslearning environment. As necessary, they’ll be engaged by both the presenter and acatalogue of other resources provided by their network.Collaboration is as present as oxygen. Learners are joining together to enhance theirlearning experience as a community.Learners and presenters experience, “Presentation Ping”. An idea is presented live,spreads via the backchannel and returns back to the classroom changed into a bigger or morecomplete idea.Control is not conducive to learning. In the modern classroom, Learners are released fromPresenter ego. When the presenter’s ego is active, the learner can explore a more relevant useof their time.Informal becomes a partner of formal learning
168. How I use TwitterWhile I am high volume twitter publisher, I try to add value, here’s how:1) As a ‘shared feed’ reader. I’ll post up links of what I’m reading that I find is interesting in near real time,and give some commentary. I try to add value here, rather than adding to noise. So use me as a news filter.2) As a chat room. We collectively work out problems, issues, and I gain insight to other people’s viewpoints.Often when conversations are just between a few folks, I shift to direct messages or email –sparing mycommunity from hearing my minutia.3) Event capture: Lately, when I attend an event (like Mark Cuban’s presentation at BlogWorldExpo, orTeresa’s webinar on Facebook yesterday) I’ll fire off the top nuggets I learn.4) Listening tool: It’s interesting to find out what others are sharing and talking about, from very personal tobig concepts. I frequently use the search tools around different topics to keep on top of what’s happening.5) Traffic driving tool: I use it to direct people to this blog, sometimes (I’ll admit) a bit too enthusiastically.Google Analytics indicates this is one of the largest referrers of folks to my blog.6) For work: When I’m conducting interviews or briefings that aren’t confidential, I’ll state who I’m speakingto and what I find interesting, if you listen closely, you’ll hear me tweet about other interesting findings frommy job as a social media analyst. Also, I will announce new research, request interviews, and promoteworkshops, conferences and other services.
169. Field Service
171. Learning in the WorkplaceWorkplace Activity keeping up to date inside theEmail a world without email organizationConversation “ nooks, photos, conference rooms keeping up to date outsideRead blogs & articles aggregate, share, social bookmarks the organizationSearch the social web solve problems put together resources for search keeping up to date outside participate in private and public socialConnect with communities the organization networksHarold Jarchehttp://www.jarche.com/2012/05/learning-in-the-workplace/
172. Social BusinessSocial business is a journey, not a project. Social business is about culture change, process change, andcreating an transformational strategy that will get there. Yes, it should focus on speciﬁc business problems too.But a linear project it really isn’t. 1. Transactional engagement is just as important as open-ended engagement. Some social business eﬀorts deliberately encourage only general purpose collaboration, instead of focusing on speciﬁc aspects of how the business work and improving that with social. This would be missing a major part of the value. 2. The adoption process is not sequential, nor will it look much like anything you’ve done until now. Tight feedback loops, deliberately cultivating unexpected value creation, and other means of becoming true digital businesses is key to unlocking both the short and long term value. 3. Feedback loops powered by measurement and optimization = success. Social analytics and social business intelligence will let us close the feedback loop and at last gives us a potent tool to tune and optimize our social business solutions. Big data tools in particular to support this lifecycle should be a major focus. 4. Put social into the ﬂow of work, don’t overly compartmentalize or silo it. One of the biggest lessons we’ve learned the last couple of years is connect our systems of record with systems of engagement or signiﬁcant value won’t be realized. 5. Aim social squarely at existing business problems. If your social business eﬀort isn’t directed at your organization’s top problems, then maybe it’s not a surprise it isn’t perceived as delivering major value. 6. You mostly won’t get credit for emergent outcomes, don’t even try. But that doesn’t mean you shouldn’t do as much as reasonably possible to encourage them. 7. Whatever you do, baseline before and after. This alone will typically validate your eﬀort. Many practitioners don’t do nearly enough to measure their social business eﬀorts nor do they baseline the performance of the business show they can demonstrate results. A smaller group of practitioners spends too much time trying to measure everything. All you generally need to do is measure direct outcomes, that’s usually enough to justify the whole social business eﬀort.Dion Hinchcliffe
173. writer,presenter, community buildertech, • Bringing new members up to speed with the community’s technology.designer • Identifying and spreading good technology practices. • Supporting community experimentation. • Assuring continuity across technology disruptions. • “Keeping the lights on” (including backups, permissions, vendor payments and domain registrations). Learnscape architect Producers, moderators, reporters, bloggers connectors, wiki gardeners, internal publicists, news anchors and performance consultants.performance consultant and coachbusinesspersonemerging tech & ﬁt with learningunderstand adult & organizational learning
174. Instructional Design
175. Rules for Successfully Scaling Startups Robert Scoble’s advice to startups applies to scaling enterprise learning: Have a story. Have everyone on board with that story. If anyone goes off of that story, make sure they get on board immediately or ﬁre them. Make sure people are judged by the revenues they bring in. Those that bring in revenues should get to run the place. People who dont bring in revenues should get fewer and fewer responsibilities, not more and more. Work ONLY for a leader who will make the tough decisions. Build a place where excellence is expected, allowed, and is enabled. Fire idiots quickly. If your engineering team cant give a media team good measurements, the entire company is in trouble. Only things that are measured ever get improved. When your stars arent listened to the company is in trouble. Getting rid of the CEO, even if its all his fault, wont help unless you replace him/her with someone who is visionary and who can ﬁx the other problems. DRAFT
176. Impact Increased by Reinforcement Review time 10 minutes 5 minutes 3 minutes Novice Workshop Retention On the jobRetention ---------------maybe---------------- Time 258
177. Social Infrastructure
178. Leaping the Chasm
179. without limits
181. Corporate Social Media Policies
182. What’s wrong with this approach to informal learning?Intrepid
183. Wrong-headed approach to informal learning Informal Learning This is top-down, Best Practices look self-organizes. the bus instead of backward. Create Next the bike. Practices instead.Ready or not,workers are Figure out how tolearning informally. use the social Can’t quarrel withMake it better. infrastructure need to measure you’ve got. but be sure to focus on business outcomes.
184. What’s wrong with this picture?
185. Lots of people are hopping on the informal learning bandwagon with plenty of buzz words and muddled thinking. Huh? The development of the knowledge society and of active citizenship have posed individuals and institutions face to the need for remediation of roles and methodologies in teaching and learning to allow the individual to become the protagonist and the aware author of his/her lifelong learning (LLL). E-learning, enhanced by social networking tools of web 2.0, supports the collaborative construction of knowledge, success key factor in a networked and distributed environment. Formal and non-formal learning, on one side, and informal learning, on the other, are more and more intersected; in fact, a growing use of informal networks is taking place in professional environments to acquire knowledge and competences.http://www.elearningplace.it/the-increasing-need-of-validation-of-non-formal-and-informal-learning-the-case-study-of-the-community-of-practice-webm-org/
187. Education in Prussia Goal = graduates will obey arbitrary orders • Conditioning, not learning • Memorization, not thinking • Isolation from first-hand information Das große Wappen des Königreichs Preußen im Deutschen Reichtp://en.wikipedia.org/wiki/File:Wappen_Deutsches_Reich_-_K%C3%B6nigreich_Preussen_(Grosses).png
188. "We who are engaged in the sacred cause of education are entitled to look upon all parents as having given hostages to our cause." "Men are cast-iron; but children are wax. Strength expended upon the latter may be effectual, which would make no impression upon the former."Horace MannImage: Mathew Brady http://hdl.loc.gov/loc.pnp/cph.3g07396 http://www.sntp.net/education/ school_state_3.htm
189. One had to cram all this stuff into ones mind, whether one liked it or not. This coercion had such a deterring effect that, after I had passed the final examination, I found the consideration of any scientific problems distasteful to me for an entire year.... It is in fact nothing short of a miracle that the modem methods of instruction have not yet entirely strangled the holy curiosity of inquiry; for this delicate little plant, aside from stimulation, stands mainly in need of freedom;Albert Einstein without this it goes to wrack and ruin without fail. It is a very grave mistake to think that the enjoyment of seeing and searching can be promoted by means of coercion and a sense of duty.
190. The only thing spoon-feeding teaches is the shape of the spoon.
195. Evolution of Education 24,000 years 10 years 10 years
197. Heidelberg, 1970
198. Honeymoon Trip
200. TimeThe rate of innovation isincreasing exponentially. Now
202. Chestnut Street, Marina District, San Francisco
204. Don’t call it learning eLearning Informal Working Learning Smarter 2002 2006 2011
205. The Un-rulesTell it like it isIt’s not about the technologyNothing is predictable; control is an illusionEverything ﬂows; reality is in perpetual betaEverything is connected; context trumps logic
206. Network Effects
207. Network evolution
208. “Collaboration Curve”Value Number of participants
209. Social Network Analysis Organizational Development
211. Frowns Smiles Each additional friend increases odds of your being happy 9%. n = 353
212. September 10,Nicholas Christakis and James Fowler 2009 When a Framingham resident became obese, his or her friends were 57 percent more likely to become obese, too. Even more astonishing to Christakis and Fowler was the fact that the effect didn’t stop there. In fact, it appeared to skip links. A Framingham resident was roughly 20 percent more likely to become obese if the friend of a friend became obese — even if the connecting friend didn’t put on a single pound. Indeed, a person’s risk of obesity went up about 10 percent even if a friend of a friend of a friend gained weight.
213. Social Contagion Smoking, they discovered, also appeared to spread socially — in fact, a friend taking up smoking increased your chance of lighting up by 36 percent, and if you had a three- degrees-removed friend who started smoking, you were 11 percent more likely to do the same.
214. Network Effects
215. ELEVATOR PITCH
216. Talk about business results
217. Tell a story “Putting a simple information sharing system on our repair staff’s mobile phones could cut downtime and increase our revenues $3 million to $5 million a year. It could be in place in two weeks.” “Can I drop by your ofﬁce later to talk with you about this?”
218. Tell a story “We’ve come up with a simple network that could free up more than 10,000 billable hours a year among our systems engineers. That’s about $30 in incremental revenue. Our investment would internet be minimal.” inside “It’s something we might provide to customers down the road.” “Can I get your support on ﬂeshing out the concept?”
219. Tell a story “What if we could share what we learn in battle every day with every company commander? In our own words? Daily? Right after it happened?” “How many lives might we save?”
222. Sales training: before Making Hired 15 months QuotaBefore One-week Selling @ workshop $5 million/year
223. Sales training: after 6 months After eLearning Coaching Selling @ $5 million/year One-week case study
224. Achieved quota in 6 months instead of 15 15 monthsBefore 6 months After 9 months Time saved 335
225. Incremental revenue120 hires/month = 1440 hires/year9 months = 3/4 yearquota attained = $5 million1440 x ¾ x $5 million = $3.5 billion
226. Cut cycle time
227. Efficiency Web 2.0 & Informal LearningBeta
228. IntelpediaRevenue: $35.4 billionNet income: $5.0 billionNumber of employees: 94,000
229. SDN User ProfileBeta
230. SAP Community NetworkBeta
232. Iraq war blogs
233. Knowledge RepositoryHires 1,500 temporaryworkers during tax seasonGroup blog and wiki capturerules of thumbSavings = two minutes/callat $20/minute
234. Largely explicit Learning about. Focus = get something done Acquire knowledge or skill For example Annual $ beneﬁt Category UsersOrganizational Intelpedia $20,000,000+ Know-where 20,000 employees wikiAutomated FAQ T. Rowe Price $3,000,000 Know-how 1,500 temps Community Know-who SAP $50,000,000+ 1,000,000 customers network Know-how Professional CGI Systems $10,000,000+ Know-what 4,000 professionals updates Professional 15,000 military Company Command lives saved Know-how network ofﬁcers & NCOs Know-who Blogs as KM Sun Microsystems $10,000,000+ 1,000 employees Know-how
236. Working Smarter: Individual & Behavior Change Getting Things Done in the Collaborative Organization Collaborative Culture Motivation Infrastructure Collaborative Learning
237. How to beginWhere you go depends on where you’re coming fromMaturity of your Just beginning Some progress Many successesefforts madeWhy bother? Explore, Proliferate Leverage experiment, solve applications enterprise assets immediate needLevel Individual or team Group or Enterprise or major department, division communityFocus Prototyping, small- Application, Infrastructure, scale unbounded workscapeSample project “Wikipedia” inside Online Comprehensive the firewall communities of product knowledge practice system
238. Current PerceptionProgress = progression thru steps social learning tip-toe into ecosystem thinking e-collaboration & support of informal some eLearning course delivery traditional workshops Years
239. Our visionProgress = leapfrog to end-state social learning tip-toe into ecosystem thinking e-collaboration & support of informal some eLearning course delivery traditional workshops Months
240. Rules for Successfully Scaling Startups Robert Scoble’s advice to startups applies to scaling enterprise learning: Have a story. Have everyone on board with that story. If anyone goes off of that story, make sure they get on board immediately or ﬁre them. Make sure people are judged by the revenues they bring in. Those that bring in revenues should get to run the place. People who dont bring in revenues should get fewer and fewer responsibilities, not more and more. Work ONLY for a leader who will make the tough decisions. Build a place where excellence is expected, allowed, and is enabled. Fire idiots quickly. If your engineering team cant give a media team good measurements, the entire company is in trouble. Only things that are measured ever get improved. When your stars arent listened to the company is in trouble. Getting rid of the CEO, even if its all his fault, wont help unless you replace him/her with someone who is visionary and who can ﬁx the other problems. DRAFT
241. EXERCISE | Rule #1: Exercise boosts brain power.SURVIVAL | Rule #2: The human brain evolved, too.WIRING | Rule #3: Every brain is wired differently.ATTENTION | Rule #4: We dont pay attention to boring things.SHORT-TERM MEMORY | Rule #5: Repeat to remember.LONG-TERM MEMORY | Rule #6: Remember to repeat.SLEEP | Rule #7: Sleep well, think well.STRESS | Rule #8: Stressed brains dont learn the same way.SENSORY INTEGRATION | Rule #9: Stimulate more of the senses.VISION | Rule #10: Vision trumps all other senses.GENDER | Rule #11: Male and female brains are different.EXPLORATION | Rule #12: We are powerful and natural explorers.
243. Natural Learning Self service Comprehending
244. Trial & error
248. The importance of people as creators andcarriers of knowledge is forcingorganizations to realize that knowledge liesless in its databases than in its people.Learning is not simply a matter of acquiringinformation; it requires developing thedisposition, demeanor, and outlook of thepractitioners.Learning is usually treated as a supply-sidematter, thought to follow teaching,training, or information delivery. Butlearning is much more demand driven.People learn in response to need.
249. Learning is social.So while people do indeed learn alone,even when they are not stranded ondesert islands or in small cafes, they arenonetheless always enmeshed in society,which saturates our environment, howevermuch we might wish to escape it at time.s.
250. 1.Exercise. Exercise boosts brain power.2.Survival. The human brain evolved, too.3.Wiring. Every brain is wired differently.4.Attention. We don’t pay attention to boring things.5.Short-term memory. Repeat to remember.6.Long-term memory. Remember to repeat.7.Sleep. Sleep well, think well.8.Stress. Stressed brains don’t learn the same way.9.Sensory integration. Stimulate more of the senses.10.Vision. Vision trumps all other senses.11.Gender. Male and female brains are different.12.Exploration. We are powerful and natural explorers.
251. The Spending/Learning Paradox Spending Learning
252. How People Learn Their Jobs Informal Learning Formal Learning