The document discusses using Web 2.0 technologies and communities of practice to improve leadership development. It proposes that leadership skills are best developed through experience, reflection, and social learning. Web 2.0 allows for continuous, informal learning through collaboration and knowledge sharing. Specifically, it recommends creating an online community of practice where managers can interact, share expertise, and learn from each other's experiences. The community would be facilitated and provide both explicit knowledge resources as well as opportunities for productive discussion to develop tacit knowledge. Proper planning, design, facilitation and sustainment are needed to ensure the success of such leadership development communities of practice.

1. Leadership
Development in a
Learning 2.0 World
Learn as you work. Work as you learn.
Tom Gram
Senior Director
Leadership and Business Solutions
Nexient Learning

2. Agenda
• What are we talking about?
• Leadership Development
• Learning 2.0
• Using 2.0 for Leadership Development
• Implementation and Sustainment
• Summary
• Q and A
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3. What are we talking about?
Leadership Development
Processes, programs and
activities provided by
organizations to help the
management team develop
capability and improve skills
Learning 2.0
Informal learning facilitated
through the use of Web 2.0
technologies and user
generated content
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4. Leadership Development Today
Do Nothing • Self development • Observe and adapt
• Sink or swim • Emergent practices
• Consultants • Personal growth
Formal Training • Vendors • Feedback driven
• Business schools • Conceptual understanding
• Internal • Skill building
Mentoring • Job assignment • Performance appraisal
• Personal coaching • Mentor programs
and Coaching
• Assessment • OJT
• Learning by doing
Action Learning • Reflection
• Facilitated
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5. Competencies by Level
Senior
Conceptual/
Strategic
Middle Human
First Level Technical/
Functional
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6. A Common Process
Plan • Business needs • Competency development
• Succession planning • Roadmaps
• Organizational needs assessment
Assess
• Individualized gap analysis
• Internal program design • Hybrid programs
Buy/Build • Purchase vendor programs • Curriculum
• Scheduling • Enrollment
Implement • LMS
• Registration
• Satisfaction • Performance
Evaluate • Learning • Results
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7. Key Issues in Leadership Development
• Relies on delivery of explicit knowledge vs.
leveraging tacit knowledge emerging from
experience
• Separated from the context of actual work. Based
on artificial experience vs. natural experience
• Event based vs. continuous process
• Mismatch to the dynamic and rapid pace of the work
of the manager
• Ignores power of new technologies to overcome
these issues
• Ignores that managers are really a network of
individuals, not an organizational hierarchy
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8. Improving Leadership Development
• Incorporate the natural experience of the manager as
essential component of the learning (social learning)
• Provide access to insightful models, theories, principles
and concepts to help make sense of experience
• Continuous opportunities to reflect on experience in light
on new conceptual understanding
• Continuous opportunities to share and challenge
competencies to expose alternate ways of behaving
• Improved learning from organizational impact of new
behaviours
• Combine the above into a continuous process rather than
series of events or structured curriculum
Adapted from Mintzberg, Managers not MBA’s
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9. A Leadership Development Process
Experiences
(from managers)
Reflection insights
Application Impacts
and learning
(individual/group) (on job) (on organization)
Concepts
(from resources)
Adapted from Mintzberg, Managers not MBA’s
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10. Your Reflection
• Share Leadership Development practices in your organization
• What are the implications for transforming leadership development?
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11. Agenda
• Common Ground: What are we talking about?
• Leadership Development
• Learning 2.0
• Using 2.0 for Leadership Development
• Implementation and sustainment
• Summary
• Q and A
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12. How did you learn to do your job?
A. Company provided training
B. On the job experience
C. Interaction with co-workers
D.Formal education
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13. How did you learn to do your job?
"The best learning happens in real life, with real
problems and real people, and not in the
classrooms."
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14. Informal Learning @ Work
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15. Informal Learning and Management Skill Proficiency
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16. Page 15 | I0608

17. Core Tenets of Informal Learning
• Learning is social
• Knowledge is constructed
• Learning is contextual
• No learning without action, No action with out learning
• Learning is working, working is learning
• More pull, less push
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18. Technology and Informal learning
CSCW Web 2.0
• Threaded Discussion • Social Networking
• Chat • Blogs
• Shared whiteboards • Micro-blogging
• Video conferencing • Wiki’s
• Collaborative workspaces • Video-sharing
• Knowledge management • Social rating
• Learning management systems • Social bookmarking
• Web meetings • RSS
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19. Web 2.0: Collective Intelligence
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20. Learning 2.0
Learning 2.0
Using the collaboration, communication and user
generated content features of Web 2.0
technologies to facilitate learning from work
experience
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21. How is Learning 2.0 is being used
Formal Learning Wrapper
• The Amazon model. Web 2.0 tools made available in conjunction
with formal learning programs (e-learning or classroom)
Embedded/Integrated
• Collaborative and social learning activities are an integral part of a
formal learning program
Communities
• Natural or defined communities that use informal learning in the
course of doing their work
Free-Form
• Used by individuals based on personal preferences and on an ad-
hoc basis
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22. Project Next
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23. Nexient Informal Learning Framework
• Insert EEE
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24. Informal Learning Assets at Nexient
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25. Communities of Practice (CoP)
Community of Practice
A group of people who share a concern, a set of problems, or passion
about a topic, and who deepen their knowledge and capability for action
through interacting and collaborating with others in the community on an
ongoing basis
Domain Community Practice
The professional field The people that The work of the
of work and areas of participate in the community. Actions,
problem solving and community and their knowledge
innovation corresponding roles repositories, and
(formal and informal) learning generated in
the course of working
Professional Management Managers Management Activity
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26. Technology for Communities
Requirements Applications Integrated Features
• Facilitates and stores • Profiles
rich conversations • Calendar
• Encourages • Knowledgebase
participation and • Polls
collaboration through • Presence (who’s online)
ease of use
• Forums
• Supports rapid
• File sharing
knowledge access.
creation, sharing and • Wiki articles
ranking • Chat
• Promotes self • Blogs
administration • Social bookmarking
• Groups/subgroups
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27. Integrating Learning and Work with CoP
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28. Nexient – Social Media Explorers Community
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29. Agenda
• Common Ground: What are we talking about?
• Leadership development
• Learning 2.0
• Using 2.0 for Leadership Development
• Implementation and sustainment
• Summary
• Q and A
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30. Learning 2.0 and Leadership Development
How can we use the collaborative and
community features of web 2.0 to improve
leadership development?
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31. Learning 2.0 for Leadership Development
Formal Learning Wrappers
• Web 2.0 tools made available in conjunction with Leadership
development programs (e-learning or classroom)
Embedded/Integrated
• Collaborative and social learning activities are built into leadership
development program
Communities
• Naturally emerging or defined Management Communities that use
informal learning in a web 2.0 environment in the course of doing
their work
Free-Form
• Managers collaborate and communicate with each other using web
2.0 tools. Learning is an incidental byproduct
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32. A Management Community of Practice CoP
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33. Management CoP Content (Explicit Knowledge)
• Learning assets seeded to
jumpstart the community or
to support learning initiatives
Knowledge repository
within the community.
• Content supplied by the
community
• Informal content created and
shared and modified by the
community
• Performance support tools to
guide real time performance
• Doing ----------- Learning
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34. Facilitating the Community (Tacit Knowledge)
Productive Inquiry
• How do I do this?
Community interaction
• Has anyone else done this?
• What can I do about this?
• How do I avoid these mistakes?
• What do the experts say?
• Can I trust this advice?
• Here's how I do it?
• I tried that approach last week and
this is what happened
• Here’s what I suggest
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35. Benefits of Management CoP
For the business
• Drive strategy
• Faster problem solving
• Quick diffusion of practices
• Innovation from knowledge creation
• Organizational knowledge
For the community
• Common language, methods, models
• Knowledge transfer
• Access to wider expertise
• Share and build influence
For the individual
• Job skills and knowledge
• Identity
• Rapid and immediate knowledge source
• Always on
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36. Agenda
• Common Ground: What are we talking about?
• Leadership Development
• Learning 2.0
• Using 2.0 for Leadership Development
• Implementation and Sustainment
• Summary
• Q and A
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37. Management CoP Design Roadmap
Grow and
Plan Design Prototype Launch
Sustain
Identify audience, Define activities, Pilot the Launch and Manage and
purpose, goals and technology, seed community with a Market the monitor group
vision for the content, group representative community to the activities to meet
community processes and group to gain larger audience to organizational and
roles that will commitment, test engage individual goals.
support community assumptions, newcomers and Use knowledge
goals refine the strategy deliver immediate created by the
and establish a results community to
success story inform new
strategies and
activities
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38. Life Cycle for Members
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39. Implementing Informal Learning
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40. Summary
• Current leadership and management development will continue to
have limited impact
• Natural experience, productive inquiry, and reflection on action are the
key to improving leadership development
• Web 2.0 technologies provide a powerful opportunity to build
experience into learning in an always available environment, but they
are too fragmented
• Community technologies integrate the best of web 2.0 into one
environment and avoid the “tool many tools” problem
• Planning, design, facilitation and sustainment of Management
Communities of Practice will be a new competency of management
development professionals
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41. Questions/Discussion
Performance X Design
performanceXdesign.wordpress.com
Training Wreck
danpontefract.com
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