Collective Learning and Charting, Allison Littlejohn

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Presentation to NCUP, London, 24 February 2009

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  • Collective Learning and Charting, Allison Littlejohn

    1. 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. 2. Extending reputation
    3. 3. <ul><li>1. Adaptable Workforce IBM Global Human Capital Study (2008) </li></ul><ul><li>2. Knowledge assets </li></ul><ul><li>Enterprise of the Future Study (2009) </li></ul><ul><li>3. Goal actuation </li></ul><ul><li>IBM Global CEO study (2006) </li></ul>
    4. 4. CONSUMPTION <ul><li>1. Adaptable Workforce IBM Global Human Capital Study (2008) </li></ul><ul><li>2. Knowledge assets </li></ul><ul><li>Enterprise of the Future Study (2009) </li></ul><ul><li>3. Goal actuation </li></ul><ul><li>IBM Global CEO study (2006) </li></ul>
    5. 5. CONSUMPTION CONTRIBUTION <ul><li>1. Adaptable Workforce IBM Global Human Capital Study (2008) </li></ul><ul><li>2. Knowledge assets </li></ul><ul><li>Enterprise of the Future Study (2009) </li></ul><ul><li>3. Goal actuation </li></ul><ul><li>IBM Global CEO study (2006) </li></ul>
    6. 6. CONSUMPTION CONNECTION CONTRIBUTION <ul><li>1. Adaptable Workforce IBM Global Human Capital Study (2008) </li></ul><ul><li>2. Knowledge assets </li></ul><ul><li>Enterprise of the Future Study (2009) </li></ul><ul><li>3. Goal actuation </li></ul><ul><li>IBM Global CEO study (2006) </li></ul>
    7. 7. collective intelligence <ul><li>1. Adaptable Workforce IBM Global Human Capital Study (2008) </li></ul><ul><li>2. Knowledge assets </li></ul><ul><li>Enterprise of the Future Study (2009) </li></ul><ul><li>3. Goal actuation </li></ul><ul><li>IBM Global CEO study (2006) </li></ul>CONSUMPTION CONNECTION CONTRIBUTION
    8. 8. collective intelligence CONSUMPTION CONNECTION CONTRIBUTION COLLECTIVE KNOWLEDGE <ul><li>1. Adaptable Workforce IBM Global Human Capital Study (2008) </li></ul><ul><li>2. Knowledge assets </li></ul><ul><li>Enterprise of the Future Study (2009) </li></ul><ul><li>3. Goal actuation </li></ul><ul><li>IBM Global CEO study (2006) </li></ul>
    9. 10. <ul><li>1. Forethought - Goal setting </li></ul><ul><li>2. Performance - Goal implementation </li></ul><ul><li>3. Self –reflection - Goal refinement </li></ul>
    10. 11. CONSUMPTION CONNECTION CONTRIBUTION COLLECTIVE KNOWLEDGE
    11. 12. CONSUMPTION CONNECTION CONTRIBUTION CHARTING
    12. 14. You Your goal
    13. 15. You Your goal Dynamic Knowledge, e.g. wikis Shared resources (e.g. delicious) Formal Learning Recommended Resources The collective Smart Information Your Knowledge
    14. 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
    15. 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
    16. 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
    17. 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
    18. 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
    19. 23. How do we support the achievement of goals? ME MY GOALS
    20. 24. The Ideal? <ul><li>Everything you do contributes towards achieving your goals. </li></ul><ul><li>Actually, this is too simplistic </li></ul>ME MY GOALS
    21. 25. The Ideal (2) <ul><li>Not every activity contributes towards achieving your goals and you will periodically assess and refine your effort. </li></ul>ME MY GOALS
    22. 26. The Reality <ul><li>Goals may actually evolve over time. </li></ul>ME MY GOALS MY GOALS
    23. 27. Charting <ul><li>Helps you relate where you are to where you started and where you want to be. </li></ul>ME MY GOALS
    24. 28. Charting (2) <ul><li>Helps you relate where you are to where you started and where you want to be </li></ul><ul><li>… over and over … </li></ul><ul><li>providing the opportunity to dynamically interact with your goals and personal development. </li></ul>ME MY GOALS
    25. 29. Charting (3) <ul><li>Charting presents an opportunity to make use of people and resources to fine tune your plans at each point. </li></ul>ME MY GOALS Useful resources, Useful people
    26. 30. Extending reputation
    27. 31. Extending reputation <ul><li>ways in which novices and experts create, consume and share knowledge </li></ul><ul><li>2. how novices and experts self-regulate their learning and development </li></ul><ul><li>3. how they draw upon the collective knowledge base to attain their learning goals </li></ul><ul><li>4. how they perceive the impact of knowledge sharing on learning, development and work. </li></ul>Building on existing behaviours: Shell Study
    28. 32. Extending reputation <ul><li>Learning in the workplace is structured by and integrated within work tasks. </li></ul><ul><li>Novices (rather than experts) value formal learning opportunities </li></ul><ul><li>3 Experts develop both internal and external peer networks </li></ul><ul><li>4. Experts draw heavily upon the collective – primarily their personal networks of trusted peers </li></ul><ul><li>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. </li></ul><ul><li>6. Experts’ motivation is impacted by line manager’s attitude to the value of global knowledge sharing beyond immediate local context. </li></ul><ul><li>7. Fragmentation of knowledge bases is a problem </li></ul>Building on existing behaviours: Shell Study
    29. 33. Extending reputation
    30. 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

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