Lifting Out of Recession with
       Competence 2.0




       Donald Norris, Ph.D.




        Michigan State University
...
Discovering the Paths to Resilience and
                 Re-imagination
•   What brings me together with you, today?

•   ...
Today, I begin with two simple theses…

• First, the U.S. is slipping in competitive standing. Our
  current approaches to...
“This is not a cycle. It’s a reset.”

  Jeffrey Immelt, CEO, General
            Electric.
Changing Perspectives on the Global
         World of Work and Learning
•   The Wealth of Networks - Social Networks
    a...
Reinventing Competences to Lift Out of
                  Recession

•   Re-imagine perspectives, practices, and
    compet...
What Is the DNA of Web 2.0?
•   Profoundly networked work and learning settings;
    achieving understanding through conti...
How Can We Discern C2.0 Communities?

•   Technologies/Tools
    – Social Networking
    – Repositories, Observatories, Fo...
What Is Competence 2.0 ®?
    Using the Tools and Practices of Web 2.0 to:
•   Creates careers with a future, looking ahea...
Competence 2.0 Reinvents Education,
    Training, and Workforce Development
•   Enterprise- and industry-wide competence c...
Emerging Examples of Competence 2.0
•   Food Safety Knowledge Network

•   Oregon Open Campus

•   Hematology Competence N...
Food Safety Knowledge Network

•   Partnership between College of
    Agriculture and Natural Resources at
    MSU and CIE...
Food Safety Knowledge Network
                   (Continued)
•   Planned C2.0 Elements- social networking
    and open edu...
Derivative Opportunities for MSU

•   Demonstration of MSU’s Brand
     –   Quality
     –   Inclusiveness
     –   Connec...
So let’s pause and reflect on
       Competence 2.0
Communities of Practice…
Higher Education’s Choice: Innovate or Decline
•   Globalization has increased competition and
    American competitivenes...
Innovate to Change Practices and
            Establish Financial Sustainability

•   Without profound innovation, merely
 ...
A Foundation for Financial Sustainability

• Insert graphic
Leveraging Partnerships and Innovations

•   Every state has key leverage
    points and initiatives

    –   PK-16/20 ini...
Tales from the Future, 2020
•   Lakendra Tyree, 11th grader, George
    Mason High School

•   Pete Lindsey, green careers...
Thriving in the Sustainability Economy
•   Integrating activities, not siloing – sustainability strategy throughout;

•   ...
So let’s pause and reflect on
 achieving Financial Sustainability as
we re-imagine education, training, and
workforce deve...
Resources
•   A Guide to Planning for Change,
    Donald M. Norris and Nick L. Poulton,
    2008.

•   “Resilience in the ...
Donald M. Norris, Ph.D.
         President
  Strategic Initiatives, Inc.
       703. 450. 5255
dmn@strategicinitiatives.com
Competence 2.0- Lifting Out of Recession
Competence 2.0- Lifting Out of Recession
Competence 2.0- Lifting Out of Recession
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Competence 2.0- Lifting Out of Recession

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Competence 2.0- Lifting Out of Recession

  1. 1. Lifting Out of Recession with Competence 2.0 Donald Norris, Ph.D. Michigan State University May 20, 2009
  2. 2. Discovering the Paths to Resilience and Re-imagination • What brings me together with you, today? • For the past two decades I have been exploring the theory and practice of transforming how we learn and experience knowledge. – Transforming Higher Education – Transforming e-Knowledge – A Guide to Planning for Change – Resilience in the Face of Recession • Today’s economic crisis is stimulating a fundamental re-imagination of work, learning, and every sphere of endeavor. Resilience, not business as usual, is the order of the day.
  3. 3. Today, I begin with two simple theses… • First, the U.S. is slipping in competitive standing. Our current approaches to education, training, and workforce development are inadequate. They are also financially unsustainable. • Second, education, training, and workforce development need to be re-imagined to lift us out of recession. This can be facilitated through a new approach which we call Competence 2.0 ®.
  4. 4. “This is not a cycle. It’s a reset.” Jeffrey Immelt, CEO, General Electric.
  5. 5. Changing Perspectives on the Global World of Work and Learning • The Wealth of Networks - Social Networks as the New Organizational Model - Yochai Benkler • The World Is Flat and Hot, Flat, and Crowded – New Competences, Green Everything - Thomas Friedman • The Big Shift – Organizations Designed for Scalable Learning - John Seely Brown, John Hagel, Davison Lang • The Big Switch – Reinvent All Processes and Practices to Glocal Orientation - Ambjorn Naeve
  6. 6. Reinventing Competences to Lift Out of Recession • Re-imagine perspectives, practices, and competences; • Reinvent all major industries. Financial services, real estate, education, health care, agriculture, manufacturing, energy, transportation and more; • Continuously refresh competences; • Compete on fresh competences, broadly deployed; • Change the balance of power. Shift from institutional providers of education, learning, and workforce development to competence building in employment-, profession-, trade-, and industry-based communities of practice.
  7. 7. What Is the DNA of Web 2.0? • Profoundly networked work and learning settings; achieving understanding through continuing conversation; • Capacity to share, repurpose, recombine knowledge with previously unobtainable reach and richness; • Ability to “mashup” specialized applications and connect information silos; • Democratization of knowledge and insight; • Capacity to scan, detect impending changes, amplify weak signals; • Analytics, performance measurement and enhancement tools; • Mass customization of work and learning experiences.
  8. 8. How Can We Discern C2.0 Communities? • Technologies/Tools – Social Networking – Repositories, Observatories, Foresight – Data Mining and Analytics • Dynamics – Intensive Social Engagement – Secure and Authenticated Communities – “Free Range” Communities and Vox Populi – Co-creation of Knowledge – Perpetual Learning – Active Foresight • Services and Support – Systems, Services, and Support Architect – Co-Discover Migration Paths – Change Management – Mentoring
  9. 9. What Is Competence 2.0 ®? Using the Tools and Practices of Web 2.0 to: • Creates careers with a future, looking ahead to emerging opportunities and signals; • Integrate look-ahead tools with rapidly-updated insights from communities of practice (CoPs); • Share insights through increasingly smart CoPs with all groups involved in workforce solutions; • Embed these capabilities in organizational structures and empower individuals to take responsibility for their own competences; and • Provide feedback mechanisms, advanced analytics, forecasting processes to interpret signals and chart successful career paths, speed up competence development, raise the alert to new challenges, and project developmental needs.
  10. 10. Competence 2.0 Reinvents Education, Training, and Workforce Development • Enterprise- and industry-wide competence communities to reinvent practice; • Nurture embedded competence and leadership development networks in enterprises of all kinds; • Green careers networks; • Sustain employment-focused social networks for transitions of critical populations; • Accelerate existing regional work and learning networks; • Improve performance of at risk-students in traditional institutions; and • Improve financial sustainability of US public education.
  11. 11. Emerging Examples of Competence 2.0 • Food Safety Knowledge Network • Oregon Open Campus • Hematology Competence Network - EU • Minnesota State Colleges and Universities - Backpacks to Briefcases • California Weatherization and Green Career Network • Competence 2.0 can be used to transform any learning or workforce project into a higher performing, more transparent initiative that is smarter, cheaper, deeper, and greener. • Competence 2.0 is fast, fluid, flexible, and affordable.
  12. 12. Food Safety Knowledge Network • Partnership between College of Agriculture and Natural Resources at MSU and CIES – Food Business Forum • Internationally recognized competences – 24 food groups • Collaborative and inclusive co-creation of food safety governance system • High quality, low-cost training and education • Open educational resources • Attracting funding and grant support -CIES Global Food Safety Initiative, Hewlett Foundation, MSU, UNIDO, and USAID.
  13. 13. Food Safety Knowledge Network (Continued) • Planned C2.0 Elements- social networking and open educational resources to achieve – Faster, Smarter, Fresher – Cheaper, Sharper, Clearer, – Deeper, Surer, Truer – Broader, Greener, Richer • Additional C2.0 Elements – Competence repository and observatory elements – Analytics on practices, performance, attitudes, “what works” – Perpetual research bed for food safety outcomes and practices – Trip wires and weak signals – ePortfolio/future career track tools – Many voices – the wisdom of crowds compared to expert opinion
  14. 14. Derivative Opportunities for MSU • Demonstration of MSU’s Brand – Quality – Inclusiveness – Connectivity • Apply to Other Industry-based communities of practice • Test Bed for Perpetual Research, Environmental Scanning, and Scenarios • Use Competences to Support “Breadbasket for the Arab World” • Talent, Competence, and Leadership Development Enterprise based on C2.0 Communities - Spin-off company • Food Safety Green Careers Network • Creating Solutions to Lift Michigan Out of Recession – apply to workforce issues
  15. 15. So let’s pause and reflect on Competence 2.0 Communities of Practice…
  16. 16. Higher Education’s Choice: Innovate or Decline • Globalization has increased competition and American competitiveness is declining. • Colleges and universities face increasing diversity and demographic challenges. Remediation levels are unsustainable. • The financial model for higher education is broken and unsustainable: – Drop-out and failure rates waste our investment in education – Public financing of higher education continues to decline and tuition growth exceeds the CPI – We have failed to use technology to reduce the cost of learning – Recession-driven cuts in funding require budget cuts and diminish capacity. – Family finances are depleted and will lose more ground.
  17. 17. Innovate to Change Practices and Establish Financial Sustainability • Without profound innovation, merely increasing access and student affordability will be institutionally unsustainable. • Financial sustainability can be achieved, but only by changing current practices – substantially – in K-12, postsecondary education, and workforce-based learning. • New enterprises will emerge, exercising ever-greater influence, but traditional learning providers will also have to change their ways. • How can we do it?
  18. 18. A Foundation for Financial Sustainability • Insert graphic
  19. 19. Leveraging Partnerships and Innovations • Every state has key leverage points and initiatives – PK-16/20 initiatives, – School/work transitions – K-12 reformation – Serving the Underserved • Consider the case of Minnesota/ Minnesota State Colleges and Universities in the next slide
  20. 20. Tales from the Future, 2020 • Lakendra Tyree, 11th grader, George Mason High School • Pete Lindsey, green careers technician, Dominion Power • Frank Dorsey, BAS student, GMU Loudoun • Hadley Curtis, financial services officer, Capital One • Jose Rodriguez, 1st year middle school teacher, Loudoun County • Susan Kelman, biomedical engineer, Nanotech Systems, Prince William County
  21. 21. Thriving in the Sustainability Economy • Integrating activities, not siloing – sustainability strategy throughout; • Systems thinking – understanding, designing, and building integrated systems; • High collaboration partnering – trust/interest alignment; • Learning: Knowledge Sharing – capacity to see, absorb, signals of all kinds; • Communication: Understanding information’s new currency – managing and capitalizing on transparency of unprecedented information flows; • Valuing the long term – scenario planning, trend sensing; • Management and reporting – metrics, methods for self-assessment, sharing performance - sustainability scorecard; and • Experimenting, not planning – expeditionary, enable organizational adaptation and manage portfolio of experiments. Adapted from MIT Sloan Management Review, Spring 2009
  22. 22. So let’s pause and reflect on achieving Financial Sustainability as we re-imagine education, training, and workforce development, using C2.0…
  23. 23. Resources • A Guide to Planning for Change, Donald M. Norris and Nick L. Poulton, 2008. • “Resilience in the Face of Change: Education, Training, and Workforce Development for the Post-Recession Economy, “ Donald M. Norris and Paul Lefrere, 2009 • “Case Study: The Food Safety Knowledge Network”, Donald M. Norris, 2009. • “Thriving in the Sustainability Economy,” MIT Sloan Management Review, May 2009.
  24. 24. Donald M. Norris, Ph.D. President Strategic Initiatives, Inc. 703. 450. 5255 dmn@strategicinitiatives.com

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