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Yap robben networked learning may 2010 v4

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Presentation of Robin Yap and Joost Robben at the Networked Learning Conference, may 2010, Aalborg. Presenting paper on leveraging social technologies. See also www.joostrobben.nl or www.robinyap.com

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Yap robben networked learning may 2010 v4

  1. 1. Leveraging social learning technologies in corporate environments<br />Robin Yap, Canada <br />(www.robinyap.com) <br />Joost Robben, The Netherlands<br />(www.joostrobben.info)<br />
  2. 2.
  3. 3. Download paper from:<br />http://www.joostrobben.info/?p=135<br />
  4. 4. Importance of trust<br /><ul><li>Fundamental to building relationships and learning (Harris, 2002)
  5. 5. Repeating factor as foundation for Social Capital</li></ul> <br />"It is important to support collective learning through social learning technologies by focusing on the group dynamicsthat are needed to organize and coordinate learning" (De Laat, 2006)<br />
  6. 6. Social learning technologies<br />Web as social platform with services that enable people to create content, connect, and share with others<br />Profile<br />Connect<br />Share<br />
  7. 7. Social networking<br />
  8. 8. Networked learning<br />"Learning in which ICT is used to promote connections" <br />(Goodyear, et al. 2004)<br /> <br />
  9. 9. Networked learning<br /> <br /><ul><li>Knowledge = Social
  10. 10. New possibilities for Social Web Technologies
  11. 11. Learning can take place in Networked Environments
  12. 12. Communities of Practice </li></ul> <br /> <br />"People are increasingly sharing, discussing and negotiating knowledge through computer networks, therefore stressing the social natureof learning"<br />(de Laat, 2006)<br /> <br />
  13. 13. Social capital        <br />Connections among individuals - social networks and the norms of reciprocity and trust that arise from them. (Putnam, 2000)<br />
  14. 14. Why invest in social technologies?<br /><ul><li>Need for organizations to be knowledge productive (Kessels, 2000)</li></ul> <br /> <br />The competitive advantage of organizations does not come from knowledge itself but from the <br />ability to make knowledge productive<br />(Stam, 2007) <br />
  15. 15. Case studies<br /><ul><li>Canada
  16. 16. Netherlands</li></ul> <br /><ul><li>Testing viability of the model </li></ul> <br /><ul><li>Interviews </li></ul>http://tinyurl.com/2wyn9hc<br />
  17. 17. Initial Interview Results<br />Connecting<br />Participants<br />Technology<br />Discussion - Wiki<br />Immediacy - OC<br />Profile – White pages<br />Communication- Outlook<br />Office Communicator (OC)<br />Adobe Connect / Live Meeting <br />Webcams<br />Outlook / Sharepoint<br /><ul><li> Span from Low to High Affinity to technology
  18. 18. Corporate Roles: Individual Contributor to Management
  19. 19. Company size: 75,000
  20. 20. Business Unit : 350</li></ul>Yammer <br /><ul><li> Profile
  21. 21. Communication
  22. 22. Recommendations
  23. 23. Connect to everyone</li></ul>Yammer<br /><ul><li> High Affinity to Technology
  24. 24. Corporate Role: : Individual Contributor to Management
  25. 25. Company size: 130
  26. 26. Business Unit 55</li></li></ul><li>Insights<br /><ul><li> Trust as foundational
  27. 27. Credibility v Competition
  28. 28. Outlook as primary connection still
  29. 29. Lurker participants now are active collaborators
  30. 30. Initial connection established immediately
  31. 31. Trust not an issue
  32. 32. Lurkers abound
  33. 33. “Literally more connected”
  34. 34. Real life connection
  35. 35. Distraction</li></li></ul><li>Q&A<br />

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