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Supporting Social & Collaborative Learning in the Workplace

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Masterclass, CIPD L&D Show, 11 May 2016

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Supporting Social & Collaborative Learning in the Workplace

  1. Supporting Social & Collaborative Learning in the Workplace Jane Hart Centre for Learning & Performance Technologies Masterclass CIPD L&D Show 11 May 2016
  2. C4LPT.co.uk ModernWorkplaceLearning.com JaneHart.com @C4LPT(c) C4LPT, 2016 2
  3. independent learning personal learning network (PLN) professional networking eventsblog and web feeds conferences, backchannels trade fairs exhibiitions (online) communities courses/ MOOCs videos podcasts books web search learning from personal work experiences reflection coaching stretch assign- ments company docs job aids guidance from managers trial and error learning by working with colleagues collaborative problem solving knowledge and experience sharing resource sharing working out loud asking and answering questions meetingsconversations (c) C4LPT, 2016 3 learning from instruction classroom training & elearning Learning happens in many different ways at work SOCIAL AND COLLABORATIVE LEARNING learrning with and from others as a part of daily work
  4. (c) C4LPT, 2016 4 Where does successful social learning take place? 1 Where there are people who want to learn with and from one another MOTIVATION 2 Where the organisation encourages, supports and rewards social learning CULTURE 3 Where there is appropriate underpinning TECHNOLOGY It’s not about the technology – it’s about people It’s not about learning – it’s about working It’s about social collaboration
  5. (c) C4LPT, 2016 5 What is the role of L&D? to enable and support knowledge sharing collaborative problem solving relationship bullding 1. Work with managers to help them become effective social leaders 2. Help groups to become effective social teams 3. Foster relationships across the organisation
  6. 1 - WORK WITH MANAGERS TO HELP THEM BECOME SOCIAL LEADERS To identify the productivity and performance goals that will be used to measure success of social collaboration (c) C4LPT, 2016 6 Benefits of social collaboration ability to foster continuous learning and performance improvement ability to capture and retain organisational knowledge improved communication reduction in face-to-face meetings and less reliance on email ability to gain valuable insights into work status, problems and issues arising
  7. 1 - WORK WITH MANAGERS TO HELP THEM BECOME SOCIAL LEADERS To consider the social technologies that might best underpin the work of the team (c) C4LPT, 2016 7
  8. Connect Share Collaborate Innovate 1 - WORK WITH MANAGERS TO HELP THEM BECOME SOCIAL LEADERS (c) C4LPT, 2016 8 To be aware of the 4 stages in the development of an effective social group
  9. 1 - WORK WITH MANAGERS TO HELP THEM BECOME SOCIAL LEADERS To understand what social engagement means, and the participation rates they can expect (c) C4LPT, 2016 9 “You don’t need 100% adoption to be successful – you need meaningful outcomes. All the planning and preparation in the world will not get 100% adoption – and that’s OK” Susan Hanley, 5 approaches to overcome barriers and ensure success with enterprise social “User participation often more or less follows a 90-9-1 rule; 90% of users are lurkers (ie they read or observe, but don’t contribute), 9% of users contribute from time to time but other priorities dominate their time. 1% of users participate a lot and account for most contributions.” Jacob Nielsen, 90-9-1 rule for participation inequality
  10. 1 - WORK WITH MANAGERS TO HELP THEM BECOME SOCIAL LEADERS To understand why people don’t engage (c) C4LPT, 2016 10 Personal reasons They think what they have to say is obvious They see sharing as extra to their daily work They don’t see the WIIFM (What’s In IT For Me) They believe that knowledge is power and that by sharing they are losing some of that power Organisationalreasons Being told to participate Being forced to participate Lack of trust Overmonitoring of activity
  11. 1 - WORK WITH MANAGERS TO HELP THEM BECOME SOCIAL LEADERS (c) C4LPT, 2016 11 1-1 advice coaching/ mentoring community of managers social leadership programme Support the manager in the best way … for him/her
  12. 1 - WORK WITH MANAGERS TO HELP THEM BECOME SOCIAL LEADERS (c) C4LPT, 2016 12 1-1 advice coaching/ mentoring community of managers social leadership programme
  13. 2 – HELP GROUPS TO BECOME EFFECTIVE SOCIAL TEAMS Why? What? How? (c) C4LPT, 2016 13 How to share effectively What to share How to share Where to share How to add value Becoming comfortable with sharing through liking and commenting
  14. 3 – HELP GROUPS TO BECOME EFFECTIVE SOCIAL TEAMS (c) C4LPT, 2016 14 “Talking about what you are Doing in an open way for those interested to find and follow” Bryce Williams, When will we work out loud? Soon! “Articulating our decisions helps us learn. Articulating them to others helps more .. Helping others better articulate decisions helps them learn – and if we’re paying attention, we might learn something too.” Jane Bozarth, How working out loud helps us learn Examples of working out loud Sharing thinking around a new project Sharing a draft of document Sharing a difficult experience Sharing a story that reinforces a difficult decisions How to work out loud
  15. 2 – HELP GROUPS TO BECOME EFFECTIVE SOCIAL TEAMS How to make use of an ESN as part of everyday working (c) C4LPT, 2016 15 Use it to cut down on email Use it to cut down on face-to-face meetings Use it for social performance support Use it for daily learning workout Use it to praise one another
  16. (c) C4LPT, 2016 16 group conversations 1-1 support guided social learning experience/ social challenge 2 – HELP GROUPS TO BECOME EFFECTIVE SOCIAL TEAMS embed yourself in the work of the group Support the team in the best way for them
  17. (c) C4LPT, 2016 17 group conversations 1-1 support guided social learning experience/ social challenge 2 – HELP GROUPS TO BECOME EFFECTIVE SOCIAL TEAMS embed yourself in the work of the group Support the team in the best way for them
  18. (c) C4LPT, 2016 18 group conversations 1-1 support guided social learning experience/ social challenge 2 – HELP GROUPS TO BECOME EFFECTIVE SOCIAL TEAMS embed yourself in the work of the group Support the team in the best way for them
  19. (c) C4LPT, 2016 19 5 GSLE principles Focus on performance outcome Design social activities Promote self-governance Guide the learning journey Set and manage expectations
  20. (c) C4LPT, 2016 20 facilitated discussions 2 – HELP GROUPS TO BECOME EFFECTIVE SOCIAL TEAMS innovation workshops ideation challenges hackathons Help groups with collaborative problem solving and to innovate
  21. (c) C4LPT, 2016 21 facilitated discussions innovation workshops 2 – HELP GROUPS TO BECOME EFFECTIVE SOCIAL TEAMS ideation challenges hackathons Help groups with collaborative problem solving and to innovate
  22. (c) C4LPT, 2016 22 coordinate regular (informal) learning events (e.g. lunch ‘n’ learns, book clubs) organise company networking events orchestrate unconferences and open space meetings organise company learning and networking retreats 3 - FOSTER RELATIONSHIPS ACROSS THE ORGANISATION Offer a range of learning and networking events to build social and collaborative culture
  23. (c) C4LPT, 2016 23 orchestrate unconferences and open space meetings organise company learning and networking retreats 3 - FOSTER RELATIONSHIPS ACROSS THE ORGANISATION coordinate regular (informal) learning events (e.g. lunch ‘n’ learns, book clubs) organise company networking events
  24. (c) C4LPT, 2016 24 coordinate regular informal learning events (lunch n learns) organise cpmpany networking events orchestrate unconferences and open space meetings organise company learning and networking retreats 3 - FOSTER RELATIONSHIPS ACROSS THE ORGANISATION
  25. (c) C4LPT, 2016 25 coordinate regular informal learning events (lunch n learns) organise cpmpany networking events orchestrate unconferences and open space meetings organise company learning and networking retreats 3 - FOSTER RELATIONSHIPS ACROSS THE ORGANISATION
  26. independent learning personal learning network (PLN) professional networking eventsblog and web feeds conferences, backchannels trade fairs exhibiitions (online) communities courses/ MOOCs videos podcasts books web search learning from personal work experiences reflection coaching stretch assign- ments company docs job aids guidance from managers trial and error learning by working with colleagues collaborative problem solving knowledge and experience sharing resource sharing working out loud asking and answering questions meetingsconversations (c) C4LPT, 2016 26 learning from instruction classroom training & elearning Learning happens in many different ways at work
  27. (c) C4LPT, 2016 27 Suppportingall the ways people learn at work Facilitating Collaborative Classrooms Running Learning Challenges & Campaigns Building & Supporting Communities Helping Teams with Collaborative Work Facilitating Discussions Facilitating Innovation Workshops & Hackerthons Enabling Flexible (and Social) Internal Content Curating External Content & Learning Opportunities Helping Individuals Learn From Daily Work Developing Independent Learners Offering a Learning Concierge Service Organising Company Networking Events Orchestrating Large-Scale Learning & Networking EventsCoordinating Informal (Learning) Events Supporting Manager-led People Development
  28. Where do I start? (c) C4LPT, 2016 28 “I naturally work out loud and I enjoy sharing my ideas and knowledge with others. As I share an idea or a plan with more and more people, it forms into something more concrete, it morphs from a rough sketch in my mind to a high quality plan that I’m excited to execute. Every person I share with adds their comments and experience, adding to the richness of whatever I’m working on or thinking about. However, I work in an environment where many people are reluctant to share, I think because it’s not in our organization’s culture and has never been the practice here. We don’t have an ESN. So I see an opportunity to champion this idea, to start small by sharing my own work and starting an initiative where my team does the same. We can pilot the initiative within our own group, which will also give the other members of the L&D team a chance to feel comfortable with it and see the positive results. From there, I can see some opportunities to pilot the initiative with a few small and large teams across the organization both in person and by turning on the “discussion” feature in SharePoint (which is now turned off). This shift in L&D’s role from developing and delivering training courses for teams to facilitating collaboration will be a great start for our organization. I think it could help us gather some momentum in the shift towards a modern role for L&D and toward breaking down the silos that we are all acutely aware of but don’t quite know how to defeat.” Carolyn Gregoire, L&D Partner It starts with you. Be the change!
  29. ModernWorkplaceLearning.com (c) C4LPT, 2016 29

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