This document advertises an experiential workshop on informal learning facilitated by Jay Cross. The 4-week workshop involves 5 interactive video conversations to help participants understand informal learning, experience collaborative work and social networks, and integrate learning into their workflow. The workshop aims to help participants improve performance by over $100,000 and implement informal learning projects. It is designed for decision-makers and innovators and will be personalized for each group of up to 9 participants.
Jay Cross experiential informal learning workshopJay Cross
The document summarizes an experiential workshop on informal learning facilitated by Jay Cross over four weeks. The workshop will have interactive video conversations to teach participants about informal learning and how to apply it within their organizations. It is aimed at decision-makers who want to accelerate learning and improve performance within their companies. The format will be flexible and personalized for each group of up to nine participants.
The document discusses the shift from formal to informal workplace learning as employees gain experience. It notes that novices typically engage in formal, instructor-led learning pushed on them, while experienced practitioners do 70-80% of their learning informally by pulling knowledge from others through mentoring, collaboration and networking. The document also outlines that while informal learning makes up the majority of workplace learning, most spending goes to formal training methods.
The document summarizes career-related resources and opportunities available through the UT Dallas Career Center. It discusses how demonstrating leadership skills through initiative, integrity, setting a good example, and respecting others can help students in their job searches. It also highlights student success services, community service and on-campus job opportunities, the new Delta Epsilon Iota honor society chapter, and the Career Center's externship program called "Explore the WOW!"
Talk given in March 2013 at Dublin City Public Libraries as part of their public lecture series on career development. Prepared and delivered by John Deely BA MSc, Occupational Psychologist with Pinpoint (www.pinpoint.ie)
Building relationships through networkingDoug Pill
The document provides guidance on how to effectively network and build professional relationships. It emphasizes the importance of networking for career success and outlines best practices for networking, including listening more than talking, following up with connections, developing a personal brand, and finding ways to add value to relationships. The document stresses that networking is a long-term process that requires ongoing engagement to build solidified relationships and a sphere of influence over time.
Presentation giving during BLUG Conference at Antwerp 23 -3-2012
"Company regulation versus personal individuality, how do you get your employees to be responsible partners in a Social Business and how do you weigh freedom versus restriction? The whole Social Business idea is based on the idea of each individual having an intrinsic value to the organization that isn't necessarily linked to its role within the organization alone. This begs the question of how to tap this resource without losing control and how to implement and regulate the changes that are going to be needed. How much of this can you regulate (top-down) and how much do you allow to evolve (bottom-up)? Setting up predefined structures and communities (pushing) versus allowing users to instigate the community building, allowing free input and self-empowerment (pulling).
This session will highlight the difficulties and choices a company will face while making the transition into a Social Business and offer ideas and guidelines on how to do so."
www.create-learning.com
Making Progress motivates workers?
How you can create a system of small wins and progress to increase motivation and creativity.
Of these five workplace factors which do you think has the greatest impact on motivation of employees?
Recognition;
Incentives;
Interpersonal Support;
Support for Making Progress;
Clear Goals
The results of a multi-year study of hundreds of knowledge workers show that what most managers believe, they ranked Recognition as the greatest factor, is wrong.
The greatest factor for motivation and innovation of employees is Support for Making Progress (The Progress Principle; Amabile 2011).
People are most satisfied with their jobs (and therefore most motivated) when those jobs give them the opportunity to experience achievement.
You will leave this workshop with:
· Seven Catalysts managers can use to support progress in work.
· Steps for ‘small wins’ to increase the creativity and motivation of employees.
· Two specific things individuals can do to improve their inner work lives and increase their chances of making progress on meaningful work.
This is my presentation from this year's Social Media Geek here in Glasgow.
Equator were the lead city sponsors and as well as covering innovation in the social media sphere, we wanted to talk about how we plan to use these tools to improve the experience of the next generation of talent in our sector and beyond.
The digital and creative sectors really suffer from a lack of job-ready graduates. It’s time that we employ our skills to fix this problem.
I believe we can transform education to create better graduates with more opportunities and a healthier landscape for business growth.
For graduates, professionals and businesses, building a strong reputation or brand in the digital social sphere is now an important ingredient for success.
This reputation is no longer simply based on the work you do, it’s about the good you do too.
I'm proposing social utilities that help both individuals and businesses build their reputation through digital mentoring.
Pretty soon, the credentials you earn earn by sharing your knowledge with graduates or buddying with key people in the industry will be vital to getting your next job or promotion.
Please contribute to this discussion by connecting with me on twitter @jamesjefferson or by using #socialmediageek
Enjoy!
Jay Cross experiential informal learning workshopJay Cross
The document summarizes an experiential workshop on informal learning facilitated by Jay Cross over four weeks. The workshop will have interactive video conversations to teach participants about informal learning and how to apply it within their organizations. It is aimed at decision-makers who want to accelerate learning and improve performance within their companies. The format will be flexible and personalized for each group of up to nine participants.
The document discusses the shift from formal to informal workplace learning as employees gain experience. It notes that novices typically engage in formal, instructor-led learning pushed on them, while experienced practitioners do 70-80% of their learning informally by pulling knowledge from others through mentoring, collaboration and networking. The document also outlines that while informal learning makes up the majority of workplace learning, most spending goes to formal training methods.
The document summarizes career-related resources and opportunities available through the UT Dallas Career Center. It discusses how demonstrating leadership skills through initiative, integrity, setting a good example, and respecting others can help students in their job searches. It also highlights student success services, community service and on-campus job opportunities, the new Delta Epsilon Iota honor society chapter, and the Career Center's externship program called "Explore the WOW!"
Talk given in March 2013 at Dublin City Public Libraries as part of their public lecture series on career development. Prepared and delivered by John Deely BA MSc, Occupational Psychologist with Pinpoint (www.pinpoint.ie)
Building relationships through networkingDoug Pill
The document provides guidance on how to effectively network and build professional relationships. It emphasizes the importance of networking for career success and outlines best practices for networking, including listening more than talking, following up with connections, developing a personal brand, and finding ways to add value to relationships. The document stresses that networking is a long-term process that requires ongoing engagement to build solidified relationships and a sphere of influence over time.
Presentation giving during BLUG Conference at Antwerp 23 -3-2012
"Company regulation versus personal individuality, how do you get your employees to be responsible partners in a Social Business and how do you weigh freedom versus restriction? The whole Social Business idea is based on the idea of each individual having an intrinsic value to the organization that isn't necessarily linked to its role within the organization alone. This begs the question of how to tap this resource without losing control and how to implement and regulate the changes that are going to be needed. How much of this can you regulate (top-down) and how much do you allow to evolve (bottom-up)? Setting up predefined structures and communities (pushing) versus allowing users to instigate the community building, allowing free input and self-empowerment (pulling).
This session will highlight the difficulties and choices a company will face while making the transition into a Social Business and offer ideas and guidelines on how to do so."
www.create-learning.com
Making Progress motivates workers?
How you can create a system of small wins and progress to increase motivation and creativity.
Of these five workplace factors which do you think has the greatest impact on motivation of employees?
Recognition;
Incentives;
Interpersonal Support;
Support for Making Progress;
Clear Goals
The results of a multi-year study of hundreds of knowledge workers show that what most managers believe, they ranked Recognition as the greatest factor, is wrong.
The greatest factor for motivation and innovation of employees is Support for Making Progress (The Progress Principle; Amabile 2011).
People are most satisfied with their jobs (and therefore most motivated) when those jobs give them the opportunity to experience achievement.
You will leave this workshop with:
· Seven Catalysts managers can use to support progress in work.
· Steps for ‘small wins’ to increase the creativity and motivation of employees.
· Two specific things individuals can do to improve their inner work lives and increase their chances of making progress on meaningful work.
This is my presentation from this year's Social Media Geek here in Glasgow.
Equator were the lead city sponsors and as well as covering innovation in the social media sphere, we wanted to talk about how we plan to use these tools to improve the experience of the next generation of talent in our sector and beyond.
The digital and creative sectors really suffer from a lack of job-ready graduates. It’s time that we employ our skills to fix this problem.
I believe we can transform education to create better graduates with more opportunities and a healthier landscape for business growth.
For graduates, professionals and businesses, building a strong reputation or brand in the digital social sphere is now an important ingredient for success.
This reputation is no longer simply based on the work you do, it’s about the good you do too.
I'm proposing social utilities that help both individuals and businesses build their reputation through digital mentoring.
Pretty soon, the credentials you earn earn by sharing your knowledge with graduates or buddying with key people in the industry will be vital to getting your next job or promotion.
Please contribute to this discussion by connecting with me on twitter @jamesjefferson or by using #socialmediageek
Enjoy!
A presentation on recruiting/retaining Millennials for a subgroup of SHRM Memphis. The video referenced is first minute of \'Generation We\' from You Tube.
This document summarizes a presentation given at the AICPA EDMAX Committee meeting on November 10, 2010 in New Orleans, LA. The presentation discusses the rapid pace of change in business and society driven by technology and globalization. It emphasizes the need for new skills like collaboration, strategic thinking, and social media use. Examples are given of how one CPA organization used social media to build relationships and engage members. The presentation concludes by encouraging CPAs to get started with social media to navigate changes in the profession.
The document summarizes a career leadership seminar on effective networking and interviewing. The seminar will cover keys to effective networking including preparation of an elevator pitch, developing your own pitch, and increasing visibility. It will also cover keys to effective interviewing such as research, preparation, body language, answering questions, and follow up. The seminar is presented by Mitch Berman of Berman Advantage and will take place on June 5th from 12:30 to 15:30 at UIBS.
This document discusses setting up an online social network called "After Thoughts" to continue learning and discussion after face-to-face workshops held by Intercontinental Hotels Group. It would allow participants to ask follow-up questions, get feedback, and collaborate with instructors and other participants. The social network would be set up on the NING platform separately for each workshop topic. Participants would be invited to join after the workshop and encouraged to engage with the site for 1-2 weeks to further their learning.
Hack your work. Toolbox for non-profitsLinda Liukas
A small workshop I had on using Google Apps & a motley collection of other tools tto run a non-profit, namely the lessons learned from 1,5 years of Aaltoes. Special shout-out for Henrik Kniberg for the inspiration on the tools-toolkits-processes framework.
Interest Based Volunteering: Student & Alumni NetworksMatt Corker
This document discusses strategies for interest-based volunteering by building on student and alumni networks. It identifies current volunteer bases among seasoned alumni, recent graduates, and current students. It then provides recommendations on identifying, attracting, retaining, and creating networks of volunteers by segmenting communications, providing meaningful engagement opportunities, and fostering partnerships and mentorship. The goal is to recruit and maintain volunteers through a continuous pipeline by keeping them interested and involved.
The document proposes a workplace learning hub to (1) accelerate skills development, (2) link practice and research, and (3) share best practices. It would (1) build a skills community, (2) systematically connect practice and research, and (3) collect research and practices. The hub's business model would involve knowledge mapping, collecting local research, and establishing communities of practice. It outlines challenges, opportunities for collaboration between academia, development institutions, and the workplace, and next steps to develop the business model in more detail.
The document provides instructions for creating a PowerPoint presentation about identifying one's ideal career. It involves completing 7 steps: 1) identifying values and goals, 2) special knowledge, 3) preferred work environments, 4) ideal working conditions, 5) desired responsibility level and salary, 6) preferred geographic location, and 7) career choice. Students are instructed to include title, intro, and closing slides and to add animations, clipart, and transitions. They should also print handouts. The document provides guidance and examples for completing each step.
Improve the effectiveness of behavior based selection by incorporating competency modeling into selection and also training, performance management and succession planning
Rudy Leon presented strategies for creating a learning organization at the library. He discussed how a learning organization facilitates member learning, continuously transforms itself, and is better able to adapt to change. Key elements include systems thinking, personal mastery, shared vision, and team learning. Leon outlined a multi-pronged approach including training programs, skills inventories, mentoring, brownbag discussions, and self-guided learning modules to develop staff skills and build an organizational culture of continuous learning.
I created this document to help leaders in a large organization improve collaboration skills. You can update/modify as needed and adapt it for your audience. Source material is noted on the title page.
This document discusses horizontal collaborative teams in ISD 191. It provides an agenda for an administrative meeting that focuses on collaborative teams, documenting school improvement plans, distinguishing professional development from collaborative team time, and ensuring consistency in documenting student discipline data. The meeting aims to determine common processes and structures around these topics to promote continuous improvement.
Five Questions You Must Answer in Your MBA ApplicationMBA Prep School
MBA Prep School (http://mbaprepschool.com) assembled a team of experience admissions consultants and analyzed the application forms, essay questions, and interview transcripts. We also interviewed admissions officers to get their opinion on the questions they most wanted answered.
We discovered that although every school has its own unique application – five fundamental questions appear again-and-again.
Join Tyler Cormney, MBA Prep School co-founder, as he shows you the five questions and provides guidance on tackling each one!
P3235 Enabling The Virtual Workforce Speaker Pdf (2)Monica Heynes
The document summarizes a four-day conference on enabling virtual workforces. The conference will discuss strategies for implementing virtual working and explore how to create virtual workplaces. It will provide case studies on best practices. Speakers will come from organizations like Clover SA, Airports Company of South Africa, Department of Labour, and universities. Attendees can gain insights on the business value of virtual workers and challenges in managing them. Interactive workshops will discuss practical implementation issues and using knowledge sharing to encourage virtual work. The goal is to help organizations understand how virtual working can increase retention and productivity while reducing costs.
This document provides an overview of mentoring principles and best practices for Company ABC. It discusses that mentoring is a confidential relationship aimed at developing skills and competencies through learning and experimentation. Mentors significantly help mentees reach major goals and accelerate their learning. The document outlines 10 guiding principles for mentoring including being authentic, expanding mentoring over a lifetime, focusing on passions and stretch goals, and acting consistently with one's brand identity. It also provides details on mentoring lifecycles, skills, and processes to facilitate effective mentoring relationships.
What is business coaching april 2010[compatibility mode]Simon Bozeat
The document discusses the benefits that businesses can realize from investing in coaching for their employees, such as improving individual and organizational performance, dealing with underperformance, and fostering continuous learning. It provides an overview of coaching principles and models like GROW that coaches use to help clients discover their strengths and goals in order to create action plans for improvement. The document also addresses common misconceptions about coaching and reasons why some individuals may initially resist being coached.
This document contains a "Happiness Deck" with 36 prompts intended to help the reader reflect on happiness and positivity. Some of the prompts encourage mindfulness, gratitude, living in the present, nurturing relationships, acts of kindness, and cultivating optimism. The overall message is that by following the various prompts, one can work on building capacity for happiness and a more positive mindset.
Stoos is a network focused on principles of radical management which aims to delight customers, enable self-organizing teams through communication and conversations, and link value to values through a dynamic process. The principles encourage unmanagement through taking stock and charge, delighting customers, collaborating in teamwork, de-stressing and smiling, inspiring performance, taking the pulse, sprinting, deciding wisely, coaching, nurturing serendipity, networking, and conducting without controlling. Training and an HR bucket of tricks also support these principles.
A presentation on recruiting/retaining Millennials for a subgroup of SHRM Memphis. The video referenced is first minute of \'Generation We\' from You Tube.
This document summarizes a presentation given at the AICPA EDMAX Committee meeting on November 10, 2010 in New Orleans, LA. The presentation discusses the rapid pace of change in business and society driven by technology and globalization. It emphasizes the need for new skills like collaboration, strategic thinking, and social media use. Examples are given of how one CPA organization used social media to build relationships and engage members. The presentation concludes by encouraging CPAs to get started with social media to navigate changes in the profession.
The document summarizes a career leadership seminar on effective networking and interviewing. The seminar will cover keys to effective networking including preparation of an elevator pitch, developing your own pitch, and increasing visibility. It will also cover keys to effective interviewing such as research, preparation, body language, answering questions, and follow up. The seminar is presented by Mitch Berman of Berman Advantage and will take place on June 5th from 12:30 to 15:30 at UIBS.
This document discusses setting up an online social network called "After Thoughts" to continue learning and discussion after face-to-face workshops held by Intercontinental Hotels Group. It would allow participants to ask follow-up questions, get feedback, and collaborate with instructors and other participants. The social network would be set up on the NING platform separately for each workshop topic. Participants would be invited to join after the workshop and encouraged to engage with the site for 1-2 weeks to further their learning.
Hack your work. Toolbox for non-profitsLinda Liukas
A small workshop I had on using Google Apps & a motley collection of other tools tto run a non-profit, namely the lessons learned from 1,5 years of Aaltoes. Special shout-out for Henrik Kniberg for the inspiration on the tools-toolkits-processes framework.
Interest Based Volunteering: Student & Alumni NetworksMatt Corker
This document discusses strategies for interest-based volunteering by building on student and alumni networks. It identifies current volunteer bases among seasoned alumni, recent graduates, and current students. It then provides recommendations on identifying, attracting, retaining, and creating networks of volunteers by segmenting communications, providing meaningful engagement opportunities, and fostering partnerships and mentorship. The goal is to recruit and maintain volunteers through a continuous pipeline by keeping them interested and involved.
The document proposes a workplace learning hub to (1) accelerate skills development, (2) link practice and research, and (3) share best practices. It would (1) build a skills community, (2) systematically connect practice and research, and (3) collect research and practices. The hub's business model would involve knowledge mapping, collecting local research, and establishing communities of practice. It outlines challenges, opportunities for collaboration between academia, development institutions, and the workplace, and next steps to develop the business model in more detail.
The document provides instructions for creating a PowerPoint presentation about identifying one's ideal career. It involves completing 7 steps: 1) identifying values and goals, 2) special knowledge, 3) preferred work environments, 4) ideal working conditions, 5) desired responsibility level and salary, 6) preferred geographic location, and 7) career choice. Students are instructed to include title, intro, and closing slides and to add animations, clipart, and transitions. They should also print handouts. The document provides guidance and examples for completing each step.
Improve the effectiveness of behavior based selection by incorporating competency modeling into selection and also training, performance management and succession planning
Rudy Leon presented strategies for creating a learning organization at the library. He discussed how a learning organization facilitates member learning, continuously transforms itself, and is better able to adapt to change. Key elements include systems thinking, personal mastery, shared vision, and team learning. Leon outlined a multi-pronged approach including training programs, skills inventories, mentoring, brownbag discussions, and self-guided learning modules to develop staff skills and build an organizational culture of continuous learning.
I created this document to help leaders in a large organization improve collaboration skills. You can update/modify as needed and adapt it for your audience. Source material is noted on the title page.
This document discusses horizontal collaborative teams in ISD 191. It provides an agenda for an administrative meeting that focuses on collaborative teams, documenting school improvement plans, distinguishing professional development from collaborative team time, and ensuring consistency in documenting student discipline data. The meeting aims to determine common processes and structures around these topics to promote continuous improvement.
Five Questions You Must Answer in Your MBA ApplicationMBA Prep School
MBA Prep School (http://mbaprepschool.com) assembled a team of experience admissions consultants and analyzed the application forms, essay questions, and interview transcripts. We also interviewed admissions officers to get their opinion on the questions they most wanted answered.
We discovered that although every school has its own unique application – five fundamental questions appear again-and-again.
Join Tyler Cormney, MBA Prep School co-founder, as he shows you the five questions and provides guidance on tackling each one!
P3235 Enabling The Virtual Workforce Speaker Pdf (2)Monica Heynes
The document summarizes a four-day conference on enabling virtual workforces. The conference will discuss strategies for implementing virtual working and explore how to create virtual workplaces. It will provide case studies on best practices. Speakers will come from organizations like Clover SA, Airports Company of South Africa, Department of Labour, and universities. Attendees can gain insights on the business value of virtual workers and challenges in managing them. Interactive workshops will discuss practical implementation issues and using knowledge sharing to encourage virtual work. The goal is to help organizations understand how virtual working can increase retention and productivity while reducing costs.
This document provides an overview of mentoring principles and best practices for Company ABC. It discusses that mentoring is a confidential relationship aimed at developing skills and competencies through learning and experimentation. Mentors significantly help mentees reach major goals and accelerate their learning. The document outlines 10 guiding principles for mentoring including being authentic, expanding mentoring over a lifetime, focusing on passions and stretch goals, and acting consistently with one's brand identity. It also provides details on mentoring lifecycles, skills, and processes to facilitate effective mentoring relationships.
What is business coaching april 2010[compatibility mode]Simon Bozeat
The document discusses the benefits that businesses can realize from investing in coaching for their employees, such as improving individual and organizational performance, dealing with underperformance, and fostering continuous learning. It provides an overview of coaching principles and models like GROW that coaches use to help clients discover their strengths and goals in order to create action plans for improvement. The document also addresses common misconceptions about coaching and reasons why some individuals may initially resist being coached.
This document contains a "Happiness Deck" with 36 prompts intended to help the reader reflect on happiness and positivity. Some of the prompts encourage mindfulness, gratitude, living in the present, nurturing relationships, acts of kindness, and cultivating optimism. The overall message is that by following the various prompts, one can work on building capacity for happiness and a more positive mindset.
Stoos is a network focused on principles of radical management which aims to delight customers, enable self-organizing teams through communication and conversations, and link value to values through a dynamic process. The principles encourage unmanagement through taking stock and charge, delighting customers, collaborating in teamwork, de-stressing and smiling, inspiring performance, taking the pulse, sprinting, deciding wisely, coaching, nurturing serendipity, networking, and conducting without controlling. Training and an HR bucket of tricks also support these principles.
The document describes Jay's home in Berkeley, California which serves as the Internet Time Lab. It summarizes that the lab hosts planning sessions and leadership retreats for executives, managers and inventors to plan projects, participate in workshops, run experiments and meet other people. It provides an escape from the office in the redwoods near wine country, San Francisco, Monterey and the beach. It includes maps and transportation instructions for visiting.
The document outlines topics for tentative slides in September 2010, including deschooling, learning ecosystems, and opportunity networks in business. It discusses concepts like learning objects, skill exchanges, peer matching, and educators-at-large. The overall theme appears to be moving away from traditional curriculum-based education models toward informal, networked learning opportunities.
This document contains presentation slides on the topic of informal learning. It discusses key concepts like the shift from formal "push" learning to informal "pull" learning. It notes that most workplace learning is now informal, occurring through collaboration, social networks, and on-the-job experiences rather than traditional training courses. However, organizations still spend most of their learning budgets on formal learning methods. The document advocates for a more self-directed, autonomous approach to learning where workers have more control over how and what they learn.
The document provides an overview of the weekend workout and guidelines for mindset. It recommends doing the weekend workout to gain design skills and practice those skills on future projects. It emphasizes enjoying the process and remaining calm under pressure, which are important design skills. The weekend workout will provide tools and techniques to continue training, even if readers can't run a marathon on Monday.
This document discusses leadership and communication skills. It provides examples of effective leadership, such as being authentic, making a difference through relationships, and encouraging personal development. The class will focus on developing leadership skills through real-world project-based learning and feedback. Students are expected to be open-minded, take risks, and reflect critically on their experiences in order to think like professionals. The keys to effective leadership identified are self-awareness, challenging processes, inspiring a shared vision, enabling others, and modeling good behaviors.
Making Collaboration Work For you Chicago Booth 2- 3- 2010Rachel Kaberon
The document summarizes a workshop on collaboration. It includes an agenda for the event which involves registration, dinner, presentations, and breakout group workshops. It discusses evaluating potential collaborations based on factors like the goals, participants, and governance structure. The document provides tips for being a good collaborator such as being humble, focusing on strengths, and communicating openly. It encourages participants to find potential collaborations to evaluate using the criteria discussed.
How to Get Started with Agile when You Don't Know Where to StartJason Little
Getting started with Agile can be confusing and it can also be difficult to move forward when you feel stuck. Learn how to understand the reasons for adopting Agile in the first place and how your Organization parameters (size, structure and culture) affect how you shape your adoption path.
This document contains a personal reflection from the student on their experience working with classmates on the "Digital Enterprise" course. It discusses adapting to working with people from different backgrounds and cultures, learning about New Zealand's working sphere and corporate norms, and completing weekly case studies on time by trying to meet the lecturer's expectations. It also summarizes key lessons learned from analyzing various case studies, including about customer experience, business models, social media, and technology. The student expresses gratitude to God, their family, lecturer, and classmates for supporting their learning.
Team Building Tips - Lightning Talk at SDEC 2012Trish Rempel
In her lightning talk at SDEC 2012, Trish Rempel talks about the crucial components of an effective team, and shares a few tips on cultivating positive team culture and collaboration.
Developing & Leading High Performance TeamsMike Cardus
http://www.create-learning.com
Created and presented to Simon Graduate School of Business Executive MBA students, University of Rochester, NY.
Increasing retention of talent, completion time of projects and tasks, satisfaction with work and life; Making your organization, team, and you better and greater profit.
In our time together you will learn how to; hone, utilize, and develop interpersonal and political skills that are needed for more than successful completion of Projects and Goals; Leading to an increase in your value to the team and organization.
Fostering The Third Way - Your DevOps DojoDevOpsDays DFW
In the DevOps Handbook, Gene Kim introduces the Third Way - The Technical Practices of Continual Learning. Enter the DevOps Dojo - an immersive environment where whole teams come together to learn and practice their skills while solving real business problems.
Joel Tosi and Dion Stewart say teams learn better in the immersive eco-system of Dojos than they do using traditional forms of training. They explain why and how Dojos help teams bond around product, foster rapid experimentation, and reframe small failures as learning.
In this session, we will frame the need for dojos. From there we will walk attendees through the dojo format, including things they need to think about when creating their own. We wrap up with simple calls to actions for people to take to bring learning forward.
Come to this session not only to learn about what works in creating a Dojo but also how Dojos help upskill your teams and support the cultural DevOps change.
The document discusses growing people in organizations. It notes that informal learning accounts for 80% of job knowledge but is not well supported by training functions. It also emphasizes that planting the seed of learning through training does not guarantee the fruit of changed performance, as learning is a three phase process involving needs assessment, the learning event, and reinforcement. The best growth occurs when organizations support informal learning, conversations, decision making, and individual development plans.
Successful seekers for internships, jobs, or other opportunities possess key characteristics:
1) They reflect carefully on their skills, interests, and goals to conduct a targeted search.
2) They research organizations and industries of interest extensively to learn about culture and opportunities.
3) They are organized in managing contacts and applications, using calendars and centralized records.
4) They demonstrate patience, professionalism, and persistence throughout the lengthy search process.
The document discusses building team culture and relationships for remote teams. It addresses challenges like being left out of meetings and decisions as a remote employee and building trust with managers. Solutions proposed include overcommunicating, scheduling social meeting time, getting in-person face time occasionally, and using tools like Cloverleaf to gain insights into team members. The presenters advocate for clear goals, understanding strengths, and creating shared values, norms, and artifacts to develop cohesion for remote teams.
This document provides advice for joining a startup company and highlights some key differences compared to traditional companies. It notes that startups involve high-intensity work, wearing multiple hats, self-starting initiative, and an unpredictable environment. For those seeking more structure, a startup may not be the best fit. However, for self-motivated learners looking to make an impact, startups offer opportunities to work with new technologies, learn rapidly, and be part of building something new. The document emphasizes demonstrating passion and skills through personal projects to stand out in a competitive startup job market.
Deep Work™ is real. It's effective. It's immensely valuable for knowledge work. And yet, it's rare.
Organizations write software in two modes, the focussed mode centered around individual technical skill, and the collaboration mode centered around the communication within the team.
By nature, these two styles are at odds with each other and preferring one means downplaying the other. We know that stellar quality work can come out of an intensely focused mode of working. But we also know that equally stellar quality of work comes from highly aligned teams that work together like a well-oiled engine.
How then should we find a balance between the two? What can leaders and managers do to encourage both? How do we keep the changes small but fundamental?
Modern work cultures and environments are tailored for collaborative work and do not give enough thought to deep work. We will look at how making small changes to the work-day schedule, and the work environment can bridge the gap and support knowledge workers to do the best work of their life.
More details:
https://confengine.com/agile-india-2019/proposal/8290/the-deep-work-divide
Conference link: https://2019.agileindia.org
This document provides a summary of the book "The Squiggly Career" by Helen Tupper and Sarah Ellis. It discusses the key concepts in each chapter, including that careers are no longer linear but "squiggly", and the five skills needed for modern careers: super strengths, values, confidence, networks, and future possibilities. Each chapter is briefly outlined, with summaries of their main topics such as identifying strengths, values, building confidence and networks, and exploring future career opportunities in a changing work environment.
This document provides tips for networking and managing your online reputation. It recommends increasing awareness of your online presence, protecting your image by adjusting privacy settings and removing unprofessional content, and building a professional presence on social media by creating public profiles that represent your accomplishments. It also suggests owning your online identity by creating a personal website and continuing online activities to promote your name and professional identity.
Seductive Online Program for Adult LearnersDavid Robins
This document provides an overview of an online seminar on designing engaging online courses and curricula for adult learners. The agenda covers instructional design with Val Kelly, user experience design with Dave Robins, and a curriculum design example with both presenters. Key topics discussed include understanding student motivations, designing for autonomy and competence, backward design principles, creating a learning community, and examples of seductive design techniques. The goal is to help participants design online programs that motivate learners through an engaging user experience.
Group Partners is a consulting firm that aims to change how businesses think and work through a philosophy called Structured Visual Thinking (SVT). SVT brings visualization to complex issues in a way that enables everyone to understand. It emphasizes structure, visuals, and dedicated thinking time. Group Partners applies SVT through workshops that guide open conversations without preconceived solutions. They use a 4D framework approach across discovery, development, decision, and deployment phases. The workshops are interactive and meant to give clients ownership over their future success.
Similar to Experiential workshop on informal learning (20)
This document contains copyrighted graphics from Jay Cross's book "Real Learning" about do-it-yourself learning. The graphics provide illustrations to reinforce concepts discussed in the text and serve as a visual index. The document contains over 60 graphics covering topics such as how people learn, forming a study group, setting goals, and maintaining a progress log. It encourages learning from experience, tackling challenges, and working with others.
1. The document contains excerpts from the author's 2013 graphics file including topics related to neuroscience, happiness, workplace culture, and personal knowledge management.
2. It also lists things the author does for work such as writing, public speaking, and advising as well as topics and authors they follow.
3. Various concepts and frameworks are presented in visual form including a "workscape" diagram mapping the informal learning environment and a "bingo card" linking interconnected work and life variables.
This document discusses moving from traditional corporate learning and development to social learning. It notes that traditional L&D is broken as most work will be done by contractors, freelancers, and partners rather than employees. To fix corporate learning, the document advocates shifting to learning ecosystems centered around a collaborative workscape. This allows continuous, informal learning through conversations and knowledge sharing to better support a changing business structure.
The document provides directions and information about the Internet Time Lab located in Berkeley, California, which managers and entrepreneurs visit to plan projects, participate in workshops, run experiments, and collaborate with others. It includes details about taking public transportation or driving to get to the lab from San Francisco, as well as alternatives like visiting Sonoma Wine Country or Big Sur/Monterey. The document also lists some of the activities and amenities offered at the lab like conversation, advice, visualization, great food, and deck activities.
The Internet Time Alliance is a community of five practitioners with nearly 200 years of combined experience in projects, interventions, services, sales, and profits. They work with corporations to create workplaces that make collaboration and learning easier for employees. Their services include social business strategy, improving collaboration, leveraging informal learning, coaching, presentations, and workshops. They aim to help organizations work smarter through networks, support, and shared intelligence.
This webinar discussed how learning and work are converging in the 21st century workplace. It noted that learning is now a spectrum from formal to informal, with experienced workers learning more informally through social and collaborative means. Examples of informal learning activities mentioned include hallway conversations, online collaboration tools, and learning from others' experiences. The webinar suggested business benefits from supporting informal learning like increased innovation, faster access to knowledge, and reduced costs. It emphasized telling stories about tangible business outcomes when discussing learning with others.
The document outlines topics for tentative slides in September 2010, including deschooling, learning ecosystems, and opportunity networks in business. It discusses concepts like learning objects, skill exchanges, peer matching, and educators-at-large. The overall theme appears to be moving away from traditional curriculum-based education models toward informal, networked learning opportunities.
This document outlines a presentation on deschooling and alternative models of learning. It discusses Ivan Illich's criticisms of formal schooling and proposes rethinking learning as work done throughout life using a "rule of threes" structure. Each topic would have a beginning, middle, and next part to discuss deschooling, the relationship between schooling and the real world, and new models of lifelong learning outside traditional educational institutions.
This document discusses the work of Ivan Illich, an Austrian philosopher and critic of modern western institutions including education. It summarizes some of Illich's key ideas from his book "Deschooling Society" such as separating learning from age-based grades and credentials, facilitating open access to resources, and empowering learners and educators outside of traditional school structures. The document then compares some of Illich's radical ideas to the innovative approach of the University of Phoenix, which aimed to make higher education accessible to working adults through flexible scheduling and practitioner faculty.
This document provides an overview of informal learning. It discusses key concepts like the learning spectrum between formal and informal learning, characteristics of each, and examples of informal learning activities. It also emphasizes that high performers use a mix of formal and informal learning over time.
The document discusses different aspects of time including that the distinction between past, present and future is an illusion, the one-hour lecture and forgetting curve, how time flows and is perceived differently, and quotes about time from Einstein and Goddard.
The document discusses the evolution of corporate learning from traditional push and pull models to future models that are more integrated with work. It provides examples of different learning patterns used by companies, including organizational wikis, automated FAQs, community networks, professional updates, blogs, and more. These patterns save companies millions of dollars annually and support thousands or even millions of users by providing access to institutional knowledge in areas like know-where, know-how, know-what, and know-who. The overall benefits of these learning investments exceed $100 million while the costs are described as negligible.
The document discusses the changing nature of learning from an industrial mindset to a network culture. In the past, learning focused on what worked before and was guided by others, but now learning must deal with new issues as they arise and individuals must define their own lessons. Learning professionals should focus on building a flexible learning environment rather than directing people to specific knowledge, as the world has become more complex, interconnected, and uncertain.
Informal conversation on Informal LearningJay Cross
The document is a transcript from a presentation on corporate learning and knowledge management. It discusses formal vs informal learning and how companies can boost performance by increasing investment in informal learning opportunities. It also briefly profiles an indigenous group in Australia known as the Baayami who spend 50% of their time on knowledge acquisition through social activities like storytelling and references a book about their culture.
The document discusses knowledge management and learning. It describes an ideal "flat society" without hierarchies or authorities where knowledge and respect for others are highly valued. It discusses the concept of a "learning journey" involving immersion in different cultures over many years. It also presents a model of learning as occurring on a spectrum from formal to informal, with informal learning allowing more freedom to choose where and how to learn.
This document contains a variety of disconnected topics including knowledge management practices at different organizations, timelines of human evolution and historical eras, concepts of mechanical vs complex structures and learning approaches, and brief passages about sustainable culture, flat societies, and learning journeys. It does not provide a clear overall topic or message to summarize.
The document discusses the wide variety of learning experiences that people undergo, from learning basic skills like talking to more advanced skills like playing an instrument or coding. It states that learning is a process of adaptation that allows people and organizations to evolve by gaining optimal connections to knowledge and other people. It also questions whether organizations are helping their people learn and grow fast enough to succeed in the future. Finally, it contrasts push learning, which is more passive, with pull learning, which is active and self-directed.
This document discusses concepts related to business, technology, and knowledge sharing in modern networked environments. Some of the key concepts mentioned include network effects, emergence, unpredictability, change, services/intangibles, collective intelligence, informal learning, openness, and socially constructed knowledge. The document also discusses concepts like enterprise 2.0, social networking, blogs, and prediction markets as examples of how knowledge and information can be shared in a networked world where everything is connected.
Experienced mountain guides will periodically provide tips and show the best routes during the online education event. Several guides, such as Graham Attwell and Charles Jennings, will be available to answer questions throughout the event. Guides are asked to join during slots marked in yellow, listen for 5-10 minutes, then introduce themselves and share thoughts for 5 minutes before taking questions.
Elevate Your Nonprofit's Online Presence_ A Guide to Effective SEO Strategies...TechSoup
Whether you're new to SEO or looking to refine your existing strategies, this webinar will provide you with actionable insights and practical tips to elevate your nonprofit's online presence.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...EduSkills OECD
Andreas Schleicher, Director of Education and Skills at the OECD presents at the launch of PISA 2022 Volume III - Creative Minds, Creative Schools on 18 June 2024.
How Barcodes Can Be Leveraged Within Odoo 17Celine George
In this presentation, we will explore how barcodes can be leveraged within Odoo 17 to streamline our manufacturing processes. We will cover the configuration steps, how to utilize barcodes in different manufacturing scenarios, and the overall benefits of implementing this technology.
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...indexPub
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
1. Experiential Workshops for Decision-Makers, Fall 2012
Learn Informal Learning Informally
with Jay Cross
Contents More information:
• Workshop in Brief jaycross.com/informal
• Testimonials
• Jay Cross
• Informal Learning Center
2. Learn
Informal Experiential Workshops for Decision-Makers, Fall 2012
Learning
Informally Learn Informal Learning Informally
with Jay Cross
Four weeks Objectives
Five interactive video conversations with Jay By the close of the workshop, you will be able to…
Limit of nine participants ■ understand what informal learning is, how it
Hands-on experiential learning works, why it’s important
Benchmark your organization against peers ■ experience collaborative work, community-
building and social networks hands-on
Focus on a $100,000+ project for your company
■ integrate learning into workflow
Review successful implementations elsewhere
■ see what other organizations are doing
■ spot the fakes, e.g. “managing informal...”
You receive a copy of Informal Format ■ improve performance by >$100,000
Learning and the Several hours/week over four weeks ■ prepare business case for an informal project
Working Smarter Fieldbook. Collaborate with a self-organizing team ■ estimate business impact and sell concept
Join a community of practice for leaders ■ implement, manage change, do cost/benefit
Tweet, blog, link, bookmark, narrate, and record
This is not a course. It’s
more like Outward Audience Fees
Bound meets Oxford. Decision-makers, designers, CLOs, innovation $1,250 per person
You learn by doing.
leaders, and others who want to accelerate $950 for NGOs and government
learning in their organizations. $3,000 for team of three
Timing
We start when nine people have enrolled
(August? September?) More information
Group may decide to split workshop into two two- jaycross.com/informal
week sessions
3. Hi!
If the experiential workshop intrigues you, get
in touch. Until we have a quorum (nine
participants), I’m quite flexible about the
duration, workload, and objectives for the
event. Since there will be a maximum of ten of
us, we can personalize things to your situation.
There won’t be a set curriculum. I have lots in
mind but we’re going to go with what works
Jay Cross for you. At least half of our live sessions will be
devoted to questions & answers.
Timing is flexible, too. We could do things every
other week. Or we could spent two weeks
together instead of four. I’d prefer to kick
things off in August 2012.
Since I’m essentially the product, you need to
check me out if you don’t know me. I’ve posted
http://about.me/jaycross most of my LinkedIn recommendations and my
Skype: jaycross bio on the pages that follow for you to look at.
jaycross@internettime.com
1 (510) 528-3105
4. “Jay is one of those rarities who, after you spend time with him “Jay is one of the most forward-thinking innovators in the world
“Jay is a true thought leader and polymath. He has the ability to
you feel much better, smarter; insights just naturally emerge. He of learning today. I had the opportunity to have Jay support
grasp the concept of your business situation quickly and
brings out the best in you. I had the pleasure of spending a few one of our "Innovation Summits for Learning" at Eaton
efficiently then ruthlessly challenge your pre-conceptions and
days in Melbourne with Jay and was immediately stuck by his University a few years ago and his ideas, input, and
assumptions before leading you blinking into the light of new
deep knowledge of informal learning, his generosity to share recommendations fit our goals perfectly (i.e, to generate new
ideas. If you want someone to help you create learning
what he knew, his ability to ask great questions to get you learning approaches and practices). His work on informal
organizations then Jay is the man to call. The depth and breadth
thinking, and perhaps most importantly, his ability to work with learning has always matched my vision in a way unlike many
of experience of his partners in the Internet Time Alliance is
you as a peer in a way where tremendous progress can be others I have worked with. Jay is an outstanding presenter,
unparalleled and the whole experience of working with them is
made in no time flat. If you get a chance to work with Jay just teacher, and consultant. I would highly recommend Jay to any
fun from start to finish.”
grab it with both hands.” organization or individual seeking to take their understanding
Shawn Callahan, Founder and Director, Anecdote Pty Ltd Hugh Greenway
and strategies around learning to the 'next level.'”
“Over the years, Jay has become an enduring source of Terry Farmer, Eaton
“Jay is world class. His blended knowledge of organizational
transformation, learning, and technology is rare, if not inspiration for me in the field of development and future-proof
organizations. You'll find that Jay looks past the fads of today “There are some people that have a profound, positive impact
impossible, to find but dynamic when applied to new ideas and
and the obvious of tomorrow and disrupts into a sensible and on the practices of corporate L&D. Jay Cross is one. He is
change initiatives. He is an engaging presenter but what I enjoy
sustainable future beyond that. Working with Jay will provoke synonymous with the term "informal learning" and has helped
most are the times I get to spend time listening and in dialogue
you for the better.” numerous learning organizations realize significant business
with him. His 40 years of experience in the sector shine through.
outcomes by embracing informal learning. He walks the talk
Anyone who gets to spend any decent time with Jay should feel Bert De Coutere, Business Area Manager, IBM Global Business
too - whether an impromptu talk on Skype or a profound blog
honored.” Services
post. There are also some people in this industry that have
Mark Dowds
had a profound impact on me. Jay Cross is that guy.”
“Two words come to mind to describe Jay Cross: enthusiastic
“Jay’s title at Internet Time is “Chief Unlearning Officer,” which and imaginative. While somehow always rooted in the real world, Janet Clarey, Senior Analyst, Bersin & Associates
succinctly summarizes his ability to look at common challenges Jay Cross has the ability to see what others cannot, and dream
in uncommon ways. I’ve known and worked with Jay for more farther on them than most other people I have met, especially in “Working with Jay was a real eye-opener for Intel's learning
than 30 years (when we were both stuffing 5.25 floppy disks into the e-learning space. He brings a sense of excitement to his organization! Well ahead of his time, Jay offered us break-
IBM PCs), and have benefited from his sharp insight on knowledge, which is deep and plentiful.” through ideas and a reality check on what the future had to
business in general, out-of-the box approach to adult learning, hold for us if we did not evolve our learning and development
Jill Duffy, Senior Editor, Association for Computing Machinery
and keen sense of effective marketing. If you’re looking to model. Marrying a unique vision with deep business skills, Jay
(ACM)
expand your thinking about learning and development strategy speaks the business speak from a place firmly rooted in the
(and how to implement it), your best move is to connect with future. Think you know how learning and business results tie
“Jay is the one of the people I rely on to help me think outside
Jay…right now.” together? Think again! I'd highly recommend Jay as someone
the box, to test out new learning and development strategies and
Paul Hennessey, Vice President, Marketing, Omega that can both advise/consult and facilitate a robust, energetic,
ideas, and to confirm social media trends and issues. His fresh
Performance inspiring conversation that will help your organization create
and unique perspective, combined with his years of experience,
an actionable future.”
are priceless!”
“I've been lucky enough to spend time with Jay exploring and Allison Anderson
developing ideas and solutions to improve the performance of Eric Davidove, Senior Director - Learning and Development
organizations. Jay has a unique ability to look at systems and CoE, Yahoo! “Jay is a hoot. He's smart and provocative. I think it would be
perceived wisdom and help you create a new perspective. His fun AND valuable to spend a few days with him and other
insights, experience and desire to make sense of organizations “Jay has a wonderful ability to push the envelope, challenge colleagues. Oh, and don't forget lunch at Chez Panisse!”
and improve performance are refreshing and if you've got a thinking, facilitate new, creative ways of looking at the world and Allison Rossett, Professor, San Diego State University
chance to work with Jay I'd encourage you to grab it with both how we learn.”
hands.” Elizabeth Valentine, Chief Executive, Aviation, Tourism and
Peter Casebow, CEO, Good Practice Ltd Travel Training Organisation (Inc)
5. “Jay Cross is a leading figure in the world of learning and “I have worked with Jay on and off over the last 25 years. He is “I met Jay while working as Director of Education & Training for a
innovation. When it came time to talk about informal and the "go to" person for anything I want to know about the future division of Intel. He was a thought leader for a new think tank
formal learning in my recent book, I went straight to Jay's of learning and how to implement it. Jay's grasp of people and focusing on talent management and development. Jay was
work for quotes and context. It's always an intellectual trends makes him an invaluable partner in exploration of the responsible for synthesizing divergent content of the think tank
opportunity to meet with Jay and talk through the critical organizational unknowns around learning and knowledge and and challenging the members (all senior players in our
management issues of the moment. Valuable and a key partner in taking the risk to move into what was profession) to think anew about the direction of our
productive ideas are always the result.” unthinkable---and soon will be a necessity in your business.” organizations. If you want to be challenged intelligently and
Terri Griffith, Professor, Santa Clara University Claudia Bloom-Darby, First Vice President and Senior creatively, Jay is incredible to work with. This is not the slick,
Consultant, Omega Performance well-marketed entertainment you get from companies like Covey
“Jay Cross is a mastermind thinking innovator and or Blanchard, which fit well new leaders. Jay delivers for
someone who can see, much before everyone else, new “Jay has significantly influenced my thinking over the past 10 experienced leaders new ideas, not cliches. I highly recommend
ways and strategies to learn, organize and manage more years or more. He’s a connector of ideas and people. When Jay.”
effectively. I recommend Jay wholeheartedly to any you connect with Jay, you feel like you are connecting with an Marc Porter
corporate company, education or non-profit organization as entire network. He is always generous to share his knowledge
someone who can deeply listen before giving strategic and connect you with others. Spending time with Jay always “Being at the edge of new ideas and having the courage to
advice. And if you are looking for someone with whom to leaves you wanting more. He blends time tested theories with explore the unknown is the essence of what Jay Cross can
get away from the office to explore the future, co-develop future trends to give you a unique perspective that is hard to provide. In 2005 we were just getting weak signals that the use of
change strategies and brainstorm fresh new approaches find. Jay is truly a pioneer in our field. I highly recommend Jay.” open source technologies might be coalescing into a movement.
and ideas Jay may be indeed an excellent option to try Dennis Callahan, Training Director, Travelers Some of us had experimented with blogs and wikis. Few of us
out.” had a presence personally or professionally as a result of those
Robin Good, Publisher - Editor in Chief, MasterNewMedia “Jay is one of a small number of people who's thinking has experiments. With Jay's insights and an online unconference, I
consistently played an ongoing part of my own professional was thrust into a new way of thinking, acting and engagement
“Jay is a brilliant thinker and is the absolute best at what he development. His work on the relationship between informal that has lasted till today. Jay can offer specific solutions. But his
does. I always welcome the opportunity to work with him. I and formal learning is now a core element of my own thinking strength is in the pull he continually sustains that invites you to
particularly value the breakthrough perspective he brings and practice. I would wholeheartedly recommend Jay to think beyond the known to unexplored possibilities. It is his
to any project, his impeccable sense of integrity and anyone who is looking to be challenged and developed by unique value proposition.”
attention to detail, and his wonderfully robust capacity for someone with tremendous experience and knowledge of Loretta Donovan, Founder, Worksmarts Group
collaboration and teamwork.” learning and development.”
Amy Lenzo, Director of Global Communications, The Mark Berthelemy, Learning Solutions Architect, Capita “Jay Cross to me is a very special person: As a real Maverick, he
World Cafe Community Foundation Learning & Development is a Mentor to me, an eye-opener helping me to gain insights
from new perspectives. As a Master, walking his talk, he is a
“I edit the international academic journal, On the Horizon, “Jay was one of the first people I met in the training industry model worthwhile attempting to copy. And he is also a charming
http://www.emeraldinsight.com/oth.htm. As editor and once I started my company and he was one of the first people person to have an interesting conversation with, where he openly
international consulting futurist, I have found Jay's thinking to help us grow by connecting us to the important people in shares all his experience, knowledge and wisdom - even more
of relevance to our readership which spans presidents of learning and development. Early in our history, he wrote an fun, if at the same time you can have lunch or dinner with him.
universities and corporations to policy analysts in both the article on Enspire and we carried it around to clients for years. If you have got a chance meeting him in person: Do not miss it! If
public and private sectors, internationally. Both in his Apart from the fact that he's a fellow Harvard Business School you do not have this chance: Read his books, follow his posts,
writings and in conversations, we find Jay's creative grad, I endorse Jay because he's wicked smart, a like-minded watch his webcasts and participate in his webconferencing
thinking insightful and supportive of emerging ideas.” contrarian, and exceptionally well connected. One of the few events. I promise you, it will be an inspiring experience. Even
great independent thinkers our industry has to offer.” more though if you are looking for something, where you feel a
Tom Abeles, president, sagacity, inc
Bjorn Billhardt, CEO, Enspire Learning need for change - be it your business, your personal working
experience or the way you are facilitating learning for others.”
Urs Frei
6. “Jay is a pioneer in the field of learning, a pioneer who “Jay is a thought leader, guru, gourmet, wine lover, informal “I had the pleasure working with Jay on several projects
believes in taking the Conestoga across wild ranges learning expert - in short a polymath. The Internet Time Alliance is since the mid 2000.
himself. That is, he not only has a sense of where the most his brain child. It collects, curates, and disseminates the learning Jay is a great storyteller, challenger of the known/
interesting leading edges of learning are, he experiments of hundreds. If you have a need to know what is state of the art - assumed and champignon of forward thinking.”
with them. He walks the talk as much and as often as he or edgy - or beyond that, Jay and his network know. He has a Etay Gafni, Owner, BrightAct LLC
can. wide array of contacts and is globally aware, with a keen sense of
what works and does not work in learning. “Jay Cross is an old friend and e-learning expert
Those experiences, plus his informed intuition, equip Jay to "extraordinaire". This digital age has no secrets for Jay,
communicate a very useful point of view to organizations He has spent his life trying to improve - in fact, reinvent - the tools who surfs, blogs and twitters 24/7 – or so it seems. He
and individuals alike who need to understand how to work and processes we are all subjected to in the hope we learn balances his digital ventures with trips to his favorite
smarter. I've worked with Jay in multiple setting and find something. If you spend an hour with Jay you will learn more than cities on the continent and I for one am always delighted
him constantly asking great questions, experimenting with a month with most people. He can add real value to your to see Jay on this side of the Atlantic, when he comes to
new forms and formats, and convening groups of skilled organization and his contacts and network is large, deep, and Berlin to share his latest insights with old and new friends
practitioners in these areas. You will learn a great deal varied. Highly recommended.” at Online Educa.”
working with Jay.” Kevin Wheeler, Founder and Chairman, Future of Talent Institute Rebecca Stromeyer, Owner, ICWE
Jerry Michalski, Founder, The REXpedition
“Jay Cross is the C-Man. Jay C's all. He is at once comrade, “Jay is a real gem: he's a true visionary but also
“One cannot talk with Jay for any length of time and not confidant, close colleague, collaborator, co-learner, co- fundamentally practical. He's completely professional, but
come away with new perspectives, frames, and insights. conference coordinator (with me), and companion. You will find is also a nice guy with a wicked sense of humor! He's on
Jay's fresh perspectives are transformative. The way one him highly contemplative, clever, curious, constructive, my short list of top people.”
views the world determines what one sees as relevant. conscientious, concerned, courageous, and concerned for you! Clark Quinn,
Once you learn a different way to view the world, new Call on him often. I constantly and consistently do just that.”
patterns of relevance emerge and new ideas appear Curtis Bonk, Professor, Indiana University “Jay is one of the most courageous personalities I've
everywhere!” ever encountered, especially in a field where self-
John Adams, Gadfly, NextNow “Jay Cross is 110% dedicated to the pursuit of knowledge and interested cowardice is pretty much the rule. His clarity of
making positive contributions to corporate education. He has vision on all things relating to learning in the corporate
“I've been to Jay's house, where the Internet Time Lab is been there and done that long before "eLearning" got so popular, world is only matched by his commitment to helping
rooted. More importantly, I've had the pleasure of Jay's well before CBTs but definitely after the Gutenberg Bible and the others make it work. He cuts through nonsense with
company on several occasions, in and out of the house. I printing press. Jay has told me some wonderful stories of his incredible speed and precision. He's so good at seeing
value Jay highly both for his professional thought experiences in what he calls the "early days" of corporate and describing processes that work and don't work that
leadership and for his personal attitude. He's really good at education. Though Jay has a great deal of experience he is still most people in the field admire his contributions and then
combining advice based on his solid experience and future re-inventing himself, current and relevant in his thought spend their time finding safe ways to protect the status
outlook with catalyzing your own thoughts. The perfect leadership. quo, which guarantees their livelihood.
partner for clarifying strategic opportunities.”
Herwig Rollett, Head of Research Cooperation, Know- Last year I asked Jay to come and present to an internal learning Is Jay a revolutionary? Only in his long-term vision. For
Center community within Cisco Systems. Jay made the time for our the rest his focus is on the nuts and bolts of human
request and provided us with an excellent overview of informal relations, which is what transfer and development of
“I often wonder if original thinkers still roam the earth. Then learning. I've known Jay for 10+ years and I consider him to be knowledge is all about.”
I recall a prognosticator from the Berkeley area with part of the inner circle of learning experts in our industry.” Peter Isackson, Director, Didaxis
decades of limpid thoughts on informal learning; Jay Cross Milo Dodds
is an original thinker with an important message. Find a
way to connect with him, your thinking is certain to change.”
Charles Fred, Founder & CEO, The Breakaway Group