Loose - tight<br />Peer Learning <br />in an Era of Social Media Expansion and Information Overload<br />Ron Koller, Deb N...
Agenda<br />Concepts & Strategies<br /><ul><li>Peer Learning
Social Media
Talent Development / Talent Management</li></ul>Open Space Discussion<br />Themes from Peer Discussion<br />Group Memory<b...
Ever-increasing Need for HR<br />What does Talent Development do in your organization? (Strategy)<br />What kind of struct...
Fenwick, Koller, Reveln  2011<br />4<br />Peer to Peer Learning<br />“Peer-to-peer learning systems are creating more powe...
Fenwick, Koller, Reveln  2011<br />5<br />Peer to Peer Learning<br />Loose<br />Entrepreneurial<br />Emergent<br />In-Real...
Fenwick, Koller, Reveln  2011<br />6<br />Peer to Peer Learning<br />Tight<br />Applying 3-4 models to change leadership s...
Fenwick, Koller, Reveln  2011<br />7<br />Peers Learning & Constraint…<br />When constraint becomes mandatory, we …have to...
Fenwick, Koller, Reveln  2011<br />8<br />Results<br />In a short amount of time, with peers….<br />
Fenwick, Koller, Reveln  2011<br />9<br />2011 TREND - Tight<br /><ul><li>Fidelity = The ability for learning to apply to ...
Increase in complex gaming, simulations and technology to power business modeling.
Online learning = EXACT match to company web page or dynamic image of technology training tool.
Examples:
engineers competing in an online game to design the best solution
sales executives who participate in a sales conference game to test and challenge their ability to gather information abou...
Fenwick, Koller, Reveln  2011<br />10<br />Loose<br />Discovery<br />Emergent<br />Unplanned development<br />And<br />pla...
Social Media<br />“Great leaders are great learners.” <br /><ul><li>The problem with the government’s initial response to ...
Open Space<br />Start the topic you wish to create or join<br />Join in / begin the dialogue<br />Guidelines:<br />Humming...
Structure<br />Companies that launch systems integrating social and formal content management <br />are not just launching...
Fenwick, Koller, Reveln  2011<br />14<br />Structure <br /><ul><li>Council members - top digital executives - help each ot...
Learn outside your industry   ... before your competitors do.
Increase on-the-job happiness.…Members say …happier in their jobs, by helping them make better decisions</li></ul>Communit...
Structure<br />Tools<br /><ul><li>Zite, Customized News Finds You (iPad)
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Loose, Tight: Peer Learning Social Media Info Overload v9 MISHRM nystrom koller

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  • Who has a question or comment about this topic: Peer learning, social learning and social media? How does social media enhance, accelerate, or just help make current learning more accessible?

    What is your experience or view?
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • How did they come up with 101 ideas, when the normal range is 25-50? Deb talks with Johanna to find out.

    The table group was recognized by author & keynoter, John U. Bacon at the 2011 MI-SHRM (Michigan Society of Human Resource Management) conference in Traverse City. Michigan for having an unusually high number of ideas. (Mostly it is 30-50.) Peer collaboration doubled the result.

    As Deb Nystrom was presenting right after lunch, with Ron Koller, on Loose - Tight: Peer Learning in an Era of Social Media Expansion and Information Overload, there was a connection! The video of Johanna was shown to the group as an ending piece. Does the conv

    The photos from the conference are on Flickr via Tatiana12.

    There may be more discussion on LinkedIn or eventually on Deb's blog for this event. Check out Reveln.com for news.




    <br /><iframe width="350" height="288" src="http://www.youtube.com/embed/7ZZqt_9vsas" frameborder="0" allowfullscreen></iframe>
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  • As access to learners becomes increasingly precious, managers are demanding that learning be as relevant to the job as possible. This means an increased demand for highly relevant experience, immediate transfer of content to on-the-job proficiency, and the ability to provide a holistic learning experience that models job requirements, such as the ability to demonstrate multiple skills and decision-making in a robust learning exercise.
  • RONExample:Here&apos;s how the Councils can help you:Improve your leadership skills. Council members - top digital executives - help each other navigate the fast-changing digital landscape. All faster and more direct than paging through endless research reports.Learn outside your industry. Innovations and best practices are especially valuable when learned from another field... before your competitors do.Increase on-the-job happiness. No kidding. Members say that the Councils experience literally makes them happier in their jobs, by helping them make better decisions and have a greater impact.
  • A group dinner following the Mayo Clinic Center for Social Media (#mccsm) advisory board meeting (following the #SwedishRagan conference: The Role of Social Media in Engaging Patients, Employees and the Media). Person in photo: I missed the conference, and I&apos;m not on the board, but enjoyed the opportunity to attend the meeting and the post-meeting dinner.In 2009, Mayo Clinic held a conference called “Transform,” run by its center for innovation. The 400 participants included the inventorof Swiffer at Procter &amp; Gamble and people from IDEO, GE, IBM, MIT Media Lab, Massachusetts General Hospital, and the Darden School ofBusiness. It was a gathering of large enterprise innovators, specifically designed to spark interaction among leading-edge thinkers and promote conversation about innovation at Mayo itself.Run six months after the launch of its microsharing network pilot, the organization saw a 50 percent increase in the number of people sharingonline. Inside the organization, people who were not at the event but were watching it unfold online introduced new thoughts, shared ideas,and chronicled highlights as if they were at the conference.Virtual participants across the microsharing stream appointed themselves as connectors and advocates, spreading ideas out severalnodes to all corners of the organization. People wouldn’t have had that special feeling of “I got to participate in something amazing” if it weren’tfor microsharing. It extended creative thinking to the whole organization without the cost and logistical headaches of a 50,000-person seminar.Listen to Dr. Rosenman talk about his vision for Mayo Clinic&apos;s upcoming Transform symposium.Innovation is finding NEW ways, quality improvement and innovation work together.At Mayo now, to figure out how to redefine our roles, so in the next century we can be the best.Insights, don’t come from within healthcare, they come from other disciplines….Design, business, anthropology, engineers, they and others, solutions – that help us do our jobs betters.Bio-medical conferences, what is going to be delivered is pre-determined.Symposium, some content will be determined during and after…Exchange…collaborate…
  • In 2009, Mayo Clinic held a conference called “Transform,” runby its center for innovation. The 400 participants included the inventorof Swiffer at Procter &amp; Gamble and people from IDEO, GE, IBM, MITMedia Lab, Massachusetts General Hospital, and the Darden School ofBusiness. It was a gathering of large enterprise innovators, specificallydesigned to spark interaction among leading-edge thinkers and promoteconversation about innovation at Mayo itself.Run six months after the launch of its microsharing network pilot,the organization saw a 50 percent increase in the number of people sharingonline. Inside the organization, people who were not at the event butwere watching it unfold online introduced new thoughts, shared ideas,and chronicled highlights as if they were at the conference.Virtual participants across the microsharing stream appointedthemselves as connectors and advocates, spreading ideas out severalnodes to all corners of the organization. People wouldn’t have had thatspecial feeling of “I got to participate in something amazing” if it weren’tfor microsharing. It extended creative thinking to the whole organizationwithout the cost and logistical headaches of a 50,000-person seminar.
  • A collaborative research study developed by Mayo Clinic and Nurture by Steelcase , was conducted to understand the extent to which a consultation room designed to support present-day clinical encounters could affect the consultation between patients and clinicians. The results of this randomized trial, the first of its kind, will appear in the October issue of Health Environments Research and Design Journal (HERD).
  • #1 - eHow is acknowledging work relationships live in social media, via professional/personal friendships on Facebook.  Managers and their staff are there and ARE connected on line ON FACEBOOK..  It&apos;s validating that professionals who choose to connect on Facebook can exchange news and views abour their work circles.    Google+ is also set up to assist this in a might big way, a post for another day.by your degree of participation, for good or ill, depending on your network, profession and on-line desired Presence &amp; brand.What you say on Facebook,  if anything, says a lot about you.  Transparency and opaqueness is what you communicate by your degree of participation, for good or ill, depending on your network, profession and on-line desired presence/brand.Internal company social applications, like Chatter and Yammer are about walled security, integration, using mobile tools in helping your work get done.  They are NOT about networking broadly for your career, as is LinkedIn and the competitor, BranchOut on Facebook.
  • Loose, Tight: Peer Learning Social Media Info Overload v9 MISHRM nystrom koller

    1. 1. Loose - tight<br />Peer Learning <br />in an Era of Social Media Expansion and Information Overload<br />Ron Koller, Deb Nystrom<br /> Thursday, October 6, 2011<br /> 1:45 - 3:00 p.m. MISHRM<br />
    2. 2. Agenda<br />Concepts & Strategies<br /><ul><li>Peer Learning
    3. 3. Social Media
    4. 4. Talent Development / Talent Management</li></ul>Open Space Discussion<br />Themes from Peer Discussion<br />Group Memory<br />Fenwick, Koller, Reveln 2011<br />2<br />
    5. 5. Ever-increasing Need for HR<br />What does Talent Development do in your organization? (Strategy)<br />What kind of structure do you have to support peer learning? (Structure)<br />How are you leveraging social media – an HR lever? (Tools)<br />Fenwick, Koller, Reveln 2011<br />3<br />
    6. 6. Fenwick, Koller, Reveln 2011<br />4<br />Peer to Peer Learning<br />“Peer-to-peer learning systems are creating more powerful & enduring learning experiences, <br />helping …leverage social connections <br />to accelerate …sharing of experiences, content & guidance<br />…to be more productive, learn faster & work smarter.”<br />~ Learning Solutions Magazine<br />The Evolution of Peer Coaching Beverly Showers; Bruce Joyce<br />Educational Leadership, March 1996 v53 n6 p12(5)<br />
    7. 7. Fenwick, Koller, Reveln 2011<br />5<br />Peer to Peer Learning<br />Loose<br />Entrepreneurial<br />Emergent<br />In-Real-Life = IRL<br />
    8. 8. Fenwick, Koller, Reveln 2011<br />6<br />Peer to Peer Learning<br />Tight<br />Applying 3-4 models to change leadership situations<br />MSW graduate administrator’s class <br />Peer group application<br />
    9. 9. Fenwick, Koller, Reveln 2011<br />7<br />Peers Learning & Constraint…<br />When constraint becomes mandatory, we …have to recalibrate how we work <br />…companies have started collaborating with former competitors, <br />Created… relationships with their clients through social media <br />& created products that are better, yet cheaper. <br />They’ve discovered creative ways to address unexpected constraints.<br />http://mashable.com/2011/03/02/creative-constraint-business/ <br />
    10. 10. Fenwick, Koller, Reveln 2011<br />8<br />Results<br />In a short amount of time, with peers….<br />
    11. 11. Fenwick, Koller, Reveln 2011<br />9<br />2011 TREND - Tight<br /><ul><li>Fidelity = The ability for learning to apply to real life.
    12. 12. Increase in complex gaming, simulations and technology to power business modeling.
    13. 13. Online learning = EXACT match to company web page or dynamic image of technology training tool.
    14. 14. Examples:
    15. 15. engineers competing in an online game to design the best solution
    16. 16. sales executives who participate in a sales conference game to test and challenge their ability to gather information about a prospective client in order to present a proposal. </li></ul>Source: Chief Learning Officer, Feb. 2011<br />“Fidelity” of experience<br />In a short amount of time, with peers….<br />
    17. 17. Fenwick, Koller, Reveln 2011<br />10<br />Loose<br />Discovery<br />Emergent<br />Unplanned development<br />And<br />planned themes<br />Entrepreneurial<br />Emergent<br />In-Real-Life = IRL<br />
    18. 18. Social Media<br />“Great leaders are great learners.” <br /><ul><li>The problem with the government’s initial response to Hurricane Katrina was that “we did not get the problem statement right.” The government thought the problem  was a hurricane when it had become a flood. </li></ul>_________________________<br />Not paying attention to social media?  "Go live in a hut and wait for the hurricane." <br />Admiral Thad Allen (retired)<br />ACMP 2011 Keynote <br />_________________________<br />Fenwick, Koller, Reveln 2011<br />11<br />
    19. 19. Open Space<br />Start the topic you wish to create or join<br />Join in / begin the dialogue<br />Guidelines:<br />Hummingbirds: Flit from topic to topic. <br />Bumblebees: Take ideas & cross pollinate. <br />The rule of two feet: No longer interested, use your two feet, move on.<br />Open Space principles<br />1. Whoever comes are the right people. <br />2. Whatever happens is the only thing that could have. <br />3. Whenever it starts is the right time. <br />4. When it’s over, it is over.<br />
    20. 20. Structure<br />Companies that launch systems integrating social and formal content management <br />are not just launching new pieces of technology. <br />Technology is the enabler, not the solution…<br />Success is dependent on high- and low-tech elements. <br />Source:Learning & Development - Just Read the Wiki, June 2010<br />
    21. 21. Fenwick, Koller, Reveln 2011<br />14<br />Structure <br /><ul><li>Council members - top digital executives - help each other navigate the fast-changing digital landscape.
    22. 22. Learn outside your industry ... before your competitors do.
    23. 23. Increase on-the-job happiness.…Members say …happier in their jobs, by helping them make better decisions</li></ul>Community of Practice<br />The Councils are amazing. <br />Every executive in a digital business that qualifies should join.<br />Council member <br />Aaron Cooper, <br />SVP Marketing, Groupon<br />https://cgcouncils.com/<br />
    24. 24. Structure<br />Tools<br /><ul><li>Zite, Customized News Finds You (iPad)
    25. 25. Facebook / Google+
    26. 26. TripAdvisor (customized with Facebook)
    27. 27. Liquid Internet
    28. 28. Blogs</li></ul>Are we doers or definers? <br />Can we be both?<br />“Curation”<br />Maybe we should focus more on doing, and less on defining. <br />What content Curation means will sort itself out <br />once we see more …good work that can’t really be called anything else. <br />~ Ian Greenleigh<br />Fenwick, Koller, Reveln 2011<br />15<br />
    29. 29. Fenwick, Koller, Reveln 2011<br />16<br />“Your ability to learn faster than your competition is your only sustainable competitive advantage.” ~ Ariede Geus<br />
    30. 30. Fenwick, Koller, Reveln 2011<br />17<br />2011 TREND - Loose<br /><ul><li>Most popular = simple
    31. 31. e-mail, instant messaging, Web conferencing and file sharing
    32. 32. Trend, more user sophistication in combining tools
    33. 33. Skype, connecting learners => tutors , SMEs
    34. 34. Embedding wikis & blogs into learning programs
    35. 35. Integrating instant messaging into collaboration events to improve e-learning effectiveness.
    36. 36. Tools: NewsGator,Q2 Learning, Chatter, Yammer, Ning, Moodle, Google Apps, SharePoint</li></ul>Source: Chief Learning Officer, Feb. 2011<br />Crowdsourcing<br />
    37. 37. Fenwick, Koller, Reveln 2011<br />18<br />Google+ Hangout<br />Virtual Learning Environments<br />class speaker <br />George Haines discussing <br />the process & challenges of redesigning <br />traditional lessons by integrating technology into K-8 classrooms. <br />We started the session in Google+ Hangout, then migrated to Second Life. <br />July 27, 2011<br />Source: Flickr.com<br />
    38. 38. 19<br />Mayo Case Study<br /><ul><li>Designed to spark interaction among leading-edge thinkers
    39. 39. 50 percent increase in the number of people sharing online.</li></ul>In 2009, Mayo Clinic held it’s first “Transform” <br />Conference 400 participants<br />Gathered: Large enterprise innovators<br />Fenwick, Koller, Reveln 2011<br />
    40. 40. The Mayo Story<br /><ul><li>Mayo physicians & staffers notat the event
    41. 41. were watching it unfold online
    42. 42. introduced new thoughts, shared ideas, and
    43. 43. chronicled highlights as if they were at the conference.
    44. 44. Virtual participants across the micro-sharing stream
    45. 45. appointed themselves as connectors and advocates,
    46. 46. spreading ideas out, several nodes to all corners of the organization.</li></ul>20<br />
    47. 47. The Mayo Story<br /><ul><li>People wouldn’t have had that special feeling of “I got to participate in something amazing” if it weren’t for microsharing.
    48. 48. It extended creative thinking to the whole organization
    49. 49. without the cost and logistical headaches of a 50,000-person seminar.</li></ul>~ The New Social Learning, Tony Bingham and Marcia Conner, 2010<br />21<br />
    50. 50. Fenwick, Koller, Reveln 2011<br />22<br />Contact Us:<br />Ron Koller Ron@FenwickKoller.com<br />And<br />Ron@CMRsite.com<br />Deb Nystrom<br />DebNystrom@Reveln.com<br />And<br />Deb@CMRsite.com<br />
    51. 51. Fenwick, Koller, Reveln 2011<br />23<br />Appendix<br />What you say <br />on <br />Facebook<br />(or don’t say)<br />says a lot<br />about you. <br /> <br />Transparency<br />And<br />opaqueness <br />is what you <br />communicate… <br />Sources: <br />Deb Nystrom, Reveln Social Business, http://ow.ly/6Ne1z<br /> Also see: SocMediaLearnLab on YouTube <br />Beth Kanterand Cambodia4kidsorg on Flickr.com<br />
    52. 52. Time spenton social sites increasing exponentially…<br />It is entirely possible your employees know less about their co-workers than they do about friends they haven't seen in 10 years," <br />~ Bryan LeBlanc, <br />Chief Financial Officer, Jive Software. <br />

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