This document discusses liberating learners through self-directed learning. It provides resources and describes a process for self-directed learning called GAME (Goal, Action, Monitor, Evaluate and Extend). The document emphasizes that self-directed learning requires skills like goal-setting, identifying resources, self-organization, time management and critical reflection. It also notes that learning coaches can help provide support and that assessing an individual's readiness for self-directed learning is important.
Responsive. Adaptive. Mobile first. Cross-channel. We all want a web that's more flexible, future-friendly, and ready for unknowns. There’s only one little flaw: Our content is stuck in the past. Locked into inflexible pages and documents, our content is far from ready for today's world of apps, APIs, read-later services, and responsive sites—much less for the coming one, where the web is embedded in everything from autos to appliances.
We can't keep creating more content for each of these new devices and channels. We'd go nuts trying to manage and maintain all of it. Instead, we need content that does more for us: Content that's structured and defined so it can travel and shift while keeping its meaning and message intact. Content that's trim, focused, and clear—for mobile users and for everyone else, too. Content that matters, wherever it's being consumed.
But it's not just that our content is stuck. Truth is, our organizations and clients are stuck, too—and unless we, web professionals of all stripes, take the lead to do things differently, they won't be able to keep up. In this session, well start with revisiting our legacy content and adding the structure and metadata we'll need to make it more flexible. Then, we'll also tackle the heart of the problem: organizational cultures that are terrified of change.
Responsive. Adaptive. Mobile first. Cross-channel. We all want a web that's more flexible, future-friendly, and ready for unknowns. There’s only one little flaw: Our content is stuck in the past. Locked into inflexible pages and documents, our content is far from ready for today's world of apps, APIs, read-later services, and responsive sites—much less for the coming one, where the web is embedded in everything from autos to appliances.
We can't keep creating more content for each of these new devices and channels. We'd go nuts trying to manage and maintain all of it. Instead, we need content that does more for us: Content that's structured and defined so it can travel and shift while keeping its meaning and message intact. Content that's trim, focused, and clear—for mobile users and for everyone else, too. Content that matters, wherever it's being consumed.
But it's not just that our content is stuck. Truth is, our organizations and clients are stuck, too—and unless we, web professionals of all stripes, take the lead to do things differently, they won't be able to keep up. In this session, well start with revisiting our legacy content and adding the structure and metadata we'll need to make it more flexible. Then, we'll also tackle the heart of the problem: organizational cultures that are terrified of change.
Do Not Resuscitate Orders : What They Mean ?SMSRAZA
Most doctors working in Acute areas know when and how to do CPR. However, most get stuck when it comes to ' When not to do CPR' due to cultural, social, ethical and legal issues attached.
Building and maintaining your information architecture (IA) in SharePoint is an important and ongoing operational activity.
As Microsoft Teams quickly spreads across your organization, its fast-paced deployment and ease-of-use capabilities make it a powerful hub for team collaboration, but can also mask the complexity of its underlying IA needs.
In this IntraTeam (https://intrateam.dk) webinar (held January 30, 2019), Microsoft MVP & RD Christian Buckley provided an overview of the unique IA considerations for Teams with the goal of helping viewers better understand the interdependencies and gaps to be filled as their Teams planning gets underway.
The Double Check - Leveraging Microsoft Best Practices for Information Govern...Heather Newman
“Rogue IT” decisions within your team or organization can diminish your Office 365 governance and processes. Heather takes you through research on why “Rogue IT” happens and shares resources for planning and executing an end user adoption and governance strategy that will transform how your team uses Office 365.
The Heart of Data Modeling: 7 Ways Your Agile Project is Managing Data WrongDATAVERSITY
Is your organization using agile approaches to systems development project? Have you found that there are conflicting opinions with what should be done, when it should be done and who should do it? Is there even a suggestion that data modeling isn’t needed on an Agile project? Are your data architects stuck in a waterfall world? Are you asking for “no more changes” to the data model? Do your developers thing that “just the right documentation” means no modeling allowed? Does anyone even know where the reference data for the application is located? Or how it is updated?
In this month’s webinar, Karen will show you how data modeling and Agile approaches CAN work together to deliver quality information systems and solutions, with fewer dysfunctions and less tears.
September 2022 CIAOPS Need to Know WebinarRobert Crane
Slides from CIAOPS September 2022 webinar that provided Microsoft 365 news update, open Q & A as well as a focus session on a migration framework. Video recording is available at www.ciaopsacademy.com
SharePoint Saturday Cape Town 2019 - - Without Change, There Would Be No Butt...Heather Newman
We all want to be quicker, more productive and collaborate rapidly on any device at any time. The good news is that our technology continues to innovate at the speed of light. The bad news is true adoption is sorely lacking, we often stick to what we know.
Join Heather Newman, Microsoft MVP and Chief Marketing Officer of Content Panda, as she uses real-world use cases to provide you the blueprint for a metamorphic change in employee productivity and simple tips and tricks for using Microsoft Teams and Microsoft Planner on the go.
You’ll leave this session with a clear understanding of how your employees can leverage both Microsoft Teams and Planner together with OneNote, OneDrive and SharePoint.
Shazam!
Do Not Resuscitate Orders : What They Mean ?SMSRAZA
Most doctors working in Acute areas know when and how to do CPR. However, most get stuck when it comes to ' When not to do CPR' due to cultural, social, ethical and legal issues attached.
Building and maintaining your information architecture (IA) in SharePoint is an important and ongoing operational activity.
As Microsoft Teams quickly spreads across your organization, its fast-paced deployment and ease-of-use capabilities make it a powerful hub for team collaboration, but can also mask the complexity of its underlying IA needs.
In this IntraTeam (https://intrateam.dk) webinar (held January 30, 2019), Microsoft MVP & RD Christian Buckley provided an overview of the unique IA considerations for Teams with the goal of helping viewers better understand the interdependencies and gaps to be filled as their Teams planning gets underway.
The Double Check - Leveraging Microsoft Best Practices for Information Govern...Heather Newman
“Rogue IT” decisions within your team or organization can diminish your Office 365 governance and processes. Heather takes you through research on why “Rogue IT” happens and shares resources for planning and executing an end user adoption and governance strategy that will transform how your team uses Office 365.
The Heart of Data Modeling: 7 Ways Your Agile Project is Managing Data WrongDATAVERSITY
Is your organization using agile approaches to systems development project? Have you found that there are conflicting opinions with what should be done, when it should be done and who should do it? Is there even a suggestion that data modeling isn’t needed on an Agile project? Are your data architects stuck in a waterfall world? Are you asking for “no more changes” to the data model? Do your developers thing that “just the right documentation” means no modeling allowed? Does anyone even know where the reference data for the application is located? Or how it is updated?
In this month’s webinar, Karen will show you how data modeling and Agile approaches CAN work together to deliver quality information systems and solutions, with fewer dysfunctions and less tears.
September 2022 CIAOPS Need to Know WebinarRobert Crane
Slides from CIAOPS September 2022 webinar that provided Microsoft 365 news update, open Q & A as well as a focus session on a migration framework. Video recording is available at www.ciaopsacademy.com
SharePoint Saturday Cape Town 2019 - - Without Change, There Would Be No Butt...Heather Newman
We all want to be quicker, more productive and collaborate rapidly on any device at any time. The good news is that our technology continues to innovate at the speed of light. The bad news is true adoption is sorely lacking, we often stick to what we know.
Join Heather Newman, Microsoft MVP and Chief Marketing Officer of Content Panda, as she uses real-world use cases to provide you the blueprint for a metamorphic change in employee productivity and simple tips and tricks for using Microsoft Teams and Microsoft Planner on the go.
You’ll leave this session with a clear understanding of how your employees can leverage both Microsoft Teams and Planner together with OneNote, OneDrive and SharePoint.
Shazam!
Atlassian User Group NYC - May 24, 2017 SlidesMarlon Palha
Talks on May 24th at Schoology were provided by:
Laura Daly, Atlassian - DevOps, the Atlassian Way
Boris Berenberg, Blended Perspectives - Optimizing JIRA and Confluence
Dan RIley, Atlassian - StatusPage Product Overview
Data Governance in an Agile SCRUM Lean MVP WorldDATAVERSITY
Most of us learned data modeling via a waterfall-driven methodology lens. Yet Agile and other modern development methods have for the most part assumed that data governance is an anti-pattern to just getting things (software) done. Well look at questions such as:
•Are Agile and Data Governance Enemies?
•How can we get stuff done AND get systems delivered?
•And what do we do about existing systems delivered without data governance attention?
We'll also look at how data modeling fits in the answers to these questions.
Following best practices can help ensure your success. This is especially true for Force.com applications or large Salesforce orgs that have the potential to push platform limits.
Salesforce allows you to easily scale up from small to large amounts of data. Mostly this is seamless, but as data sets get larger, the time required for certain operations may grow too. Join us to learn different ways of designing and configuring data structures and planning a deployment process to significantly reduce deployment times and achieve operational efficiency.
Watch this webinar to:
Explore best practices for the design, implementation, and maintenance phases of your app's lifecycle.
Learn how seemingly unrelated components can affect one another and determine the ultimate scalability of your app.
See live demos that illustrate innovative solutions to tough challenges, including the integration of an external data warehouse using Force.com Canvas.
Walk away with practical tips for putting best practices into action.
Extending your SharePoint Information Architecture to Microsoft TeamsChristian Buckley
Presentation given at SharePoint Saturday Utah, February 9th, 2019 at the Karen G. Miller Conference Center at Salt Lake Community College (SLCC) in Sandy, Utah.
Case Study: Building a Culture of Analytics in HR at MicronHuman Capital Media
Supporting 30,000 employees worldwide, the Workforce Information team at Micron Technology Inc. has a clear vision: When someone thinks of analytics at Micron, they want that person to think of HR. For most companies today, that seems a tall order to fulfill. And with Micron’s highly technical staff of more than 10,000 engineers, it was a particularly bold aspiration. Over the past two years Micron’s Workforce Information team, working within the HR department, has made significant progress in achieving that goal.
Since implementing Visier Workforce Analytics in late 2013, Micron’s Workforce Information team has rolled out self-service analytics to more than 150 HR leaders and business partners and more than 800 business-area managers globally. As a result, Micron is uncovering new workforce insights that can be used to make decisions that are closely linked to business performance.
For more than 30 years, Micron’s teams of dreamers, visionaries and scientists have redefined innovation — designing and building some of the world’s most advanced memory and semiconductor technologies.
Join 2014 Brandon Hall Excellence in Technology award-winner Tim Long, director of Workforce Information at Micron, as he discusses his team’s journey in enabling HR to “demand evidence and think critically.”
Long will share his team’s experience:
Developing global standards for workforce data.
Implementing a highly scalable solution for workforce analytics on demand.
Fostering a data-driven culture within HR.
Leveraging workforce analytics in HR processes, such as compensation reviews..
Speaker:
Tim Long - Director of Workforce Information Micron Technology INC.
As the director of Workforce Information at Micron Technology Inc., Tim Long leads a team of business intelligence engineers, analysts and data scientists to create insight from workforce data. Long’s team supports Micron’s strategic commitment to data-driven decision making helping to inform people decisions with sound analytics. Long holds a bachelor’s degree in mechanical engineering from the University of Wyoming and a master’s degree in business analytics from New York University’s Stern School of Business
Boston Data Engineering: Designing and Implementing Data Mesh at Your Company...Boston Data Engineering
Data Mesh is a fairly new approach to help companies do more with data, faster. It requires both organizational and technical changes to enable autonomy and self-service, treat data as a product and encourage secure collaboration.
In this session, we will discuss practical approaches you can implement today to help your company start benefiting from Data Mesh. We'll show you how to create autonomy by splitting responsibility between data producers and consumers, share datasets and make data discovery easy.
We'll show a demo with producers building an ingestion pipeline that publishes datasets to consumer accounts (data mesh domains). SQL templates will be provided for members to follow along and build on their own.
We'll present these use cases built with data mesh design patterns:
1. A multi-tenant data lake that allows data producers to share datasets with consumers outside of the organization (3rd parties).
2. A security data lake that allows different teams to publish curated logs to their local Elasticsearch clusters for analysis, and to a central data lake for retention, auditing and historical analysis.
We'll also discuss managing data contracts/schemas between producers and consumers, to enable ownership and better data quality when sharing datasets.
Meetup: https://www.meetup.com/boston-data-engineering/events/291383661/
Video: https://youtu.be/lIcmomYZ3mo
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
10. The prototype
Systems
Systems
Systems
Systems
SAP Hub
Maximo Hub
ActivPlant Hub
Come along on 28 Nov to see the CCA team present on
#SAP #master data at the SAP User Group in Sydney –
alongside Staples and Kimberly-Clark
http://www.saug.com.au/communities/event/207/master
-data-strategy-overview-from-staples-coca-cola-amatil-
and-kimberly-clark
Really productive #syrup room #SAP best practice session
today with Key users from every State. We mapped out a
streamlined process that you can view at the link below.
Change request raised and with IS for assessment. Thanks
@[JulieCox] for great facilitation!
https://ccamatil1.sharepoint.com/sites/AustraliaSCSyste
ms/SitePages/SyrupRoomSAP.aspx
Supply Chain Systems
Matrix
Super User & Key User
Directory
Knowledge Bites
SC Multi-Media Library
Syrup Room
Optimisation
Maximo Mobile Project
19. Self-Directed Learning is a process in which
individuals take the initiative, with or without the help
of others, to:
• Diagnose their learning needs
• Formulate learning goals
• Identify resources for learning
• Select and implement learning strategies, and
• Evaluate outcomes
Knowles (1975) Self-directed learning, New York: Association press, p.18
Ever feel like your L&D team has too many balls in the air, is trying to juggle too many priorities.
Have you ever heard the complaint or excuse “but no-one has trained me.”
Do you ever wish people in your organisation would take more initiative and responsibility for their own learning? Without waiting for someone else to ‘train them’, thus alleviating some of the pressure on small L&D teams with tight budgets and too many priorities?
Do you have difficulty keeping up with the pace of change in business? Keeping up with the need for new knowledge and skills?
As Charles Jennings would ask, “Can you organisation learn at the speed of business?”
Perhaps you share some of these challenges with me, and my organisation. My role is to develop technical capability in Supply Chain at Coca-Cola Amatil. Challenges such as these are driving a range of initiatives to shift how people learn. One of these is to empower and enable more effective self-directed learning.
One area we are focussing on this year is capability in use of computer systems and associated processes in manufacturing and maintenance. We have started with our Super Users and Key Users (around 40 people across Australia), using an internally developed certification program to lift performance. This will have a knock-on impact to performance of End Users and overall business performance.
Strategies within this program include performance analysis, Communities of Practice, performance support, and user-generated content. Ultimately the key to this program is self-directed learning. So, we are using this program to figure out how to liberate our learners – how to enable them to purposefully take charge of their own learning and to support each other to learn. And also to figuring out what that means for those of us who work in L&D.
During 2014 there’d been some restructuring in Supply Chain which had resulted in a 10% cut in our permanent head count. We lost some people who were Go To people for key business systems. We knew that our IT department would be shrinking in the coming year. For too long Supply Chain had not been masters of their own destiny in regard to our systems capability.
It was October, time for annual planning. A senior manager, Bill, came to me to talk about systems capability. His team had reviewed current state of our systems. Bill has strong commercial acumen. When he focuses on something you can almost see it being pulled apart and Bill figuring out how to to put it back together so it works better. He can also be a bit like a coiled spring – as he focuses in on something there’s an intense energy that builds around that thing, attracting others to his vision and resources to his plan.
Bill wanted the Academy, which I lead, to come up with an approach to address business continuity risk associated with the people in our Super User and Key User roles. He’d seen some of the work we’d started doing in knowledge sharing in our Maintenance & Engineering areas and was enthusiastic that we do something really “modern”.
He talked about creating a Google-like environment where people could tap into resources and each other. He talked about people learning fluidly as they worked. The word agile was mentioned more than once.
He asked for a strategy that he could present to the Senior Management Team within a week. I got working on this with one of my team members, Justine and we duly sat down the following Thursday with the obligatory PowerPoint presentation. Well, said Bill, this is headed in the right direction, but we need to make it more compelling so that the SMT buys in – so that we get the commitment and resources to make it happen. I’m giving you 24 hours to build a prototype of the Google-like environment.
That was a challenge. But we did it. And Bill was delighted with what he saw. The energy in the coiled spring released and he bounced out of the room with the prototype ready to sell the overall approach to the SMT. This left Justine and I to look at each other with a mixture of excitement and a tinge of concern about what had been set in motion.
Because delivering on this kind of vision is easier said than done.
And we knew that just because this ‘Google like environment’ built, people wouldn’t just come and play. Particularly if the game was new to them and they weren’t sure of the rules.
Even if we told them the rules, this wouldn’t be enough to make it happen.
But what would we need to tackle?
In November I came across the idea of learned helplessness in learning via blog posts from Mark Britz and Nick Leffler, people in my Personal Learning Network.
In a 2011 post Mark argues that the power of formal learning lies on its pervasiveness. We are "trained" at school to the idea that learning only happens when someone is teaching. And this conditioning continues with classroom training and eLearning in the workplace. Learning is controlled by others.
Nick also suggests that we have forgotten how to explore due to formal learning. He tells a story of his days as a computer tech in a school where people would ask him how to do some thing rather than figure it out for themselves.
This idea of conditioning creating learned helplessness aroused my curiousity and I wonder whether it was really true – both generally, and specifically whether it was at play in my organisation.
It wasn’t long before I had an ‘aha’ moment on this question – in a way that left me, well, a little embarrassed. I regard myself as a strong self-directed learner and was proud of the online Personal Learning Network I had created. However, my view of myself was about to be shaken.
There were a couple of things from the prototype that I didn’t know how to build in SharePoint– one was a discussion forum, and the other was a site for knowledge sharing which used features that I had not seen used within CCA, although I’d seen them elsewhere. I floated a few questions past our IT department, but didn’t find their replies very helpful – particularly the one where they said that custom development was not allowed. I put off making a start on figuring out how to set these things up. I caught myself complaining that IT were not at all helpful and wondering aloud (probably a touch too loudly) why they weren’t training me.
Enter the hero of this story – Helen Blunden. Helen, from Activate Learning Solutions was working with us on establishment of a community of practice for our Maintenance & Engineering teams. While I was sitting a little paralysed she was hooking into learning about SharePoint. It wasn’t long before she started sending me links to how to guides, online discussions and videos showing how to do what we wanted.
I could see that there was something in the idea of the workplace setting potentially conditioning people to expect to be trained rather than actively seeking to address their own learning needs, and that mindset was a part of what we needed to address.
I have since discussed conditioning and mindset with our Super Users and Key Users so that they can look out for it in themselves. I have also given them explicit permission to open the cage and be free as learners – just in case any of them needed it.
Imagine for a moment what you might do if you had been inside a cage that you didn’t even know existed, dependent on someone else for survival – for the occasional scrap of food and water. Then suddenly someone pointed out the bars to you, opened the door and asked you to go find food yourself. What would you do?
Some of you may spread your wings and soar. Others may walk tentatively out of the cage, but stay close by. Some would remain sitting on the perch inside the cage, not sure what to do.
Awareness and permission are a step in the right direction, but it’s not just mindset we need to address to liberate our learners.
Behaviours, skills and learning processes also need to be address.
We can’t just tell them to go forth and take charge of their own learning. We have to support them.
Here is where our guided social learning program, Work Connect and Learn comes in. We conduct this program over a period of five weeks using a weekly one hour webinar with pre and post webinar activities. The activities which use resources curated from the internet, discussions in online forums and use of other collaboration tools.
Early in the program we introduce skills for connecting with others and building a network, and collaborating with others, no matter where they are.
We ask them to start building a daily habit of applying these behaviours and working out loud. Some of you may recognise the Three Tiny Habits poster from Simon Terry, which has been a clear, easy to use tool to help people to start to create habits around these new behaviours. Each week we check how people are going building these habits and what value they are seeing in them.
In week 4 of the program we explicitly address Self-Directed learning.
We start by exploring how people learn in the modern workplace. Some of you may have seen, or even participated in, Jane Hart’s Learning in the Workplace survey where she asks participants to rank a list of learning methods from 1-10 based on the impact or value of that learning method.
We replicated this survey internally with our Systems group and compared the results with the global survey. 3 of the top 4 results were the same – knowledge sharing within your team, general conversations and meetings, and networks and communities. I do wonder if we had run this survey before we started the Work Connect and Learn program rather than three weeks into it whether the results would have been different.
The key point made through this survey is that modern workplace learning is more than training and eLearning, and that in face learning from instruction through courses – either online or face to face – is really a small part of how we learn.
Having discussed mindset, behaviours and habits we then moved on to process.
Malcolm Knowles defines self-directed learning as a process – one in which the individual takes initiative, with or without the help of others, for their own learning.
I pointed out to our Super Users and Key Users that they had been asked to perform this role (which, by the way, is not their primary role but an add-on) based in part on their initiative and ability to learn. We had also confirmed through discussion during the webinar that they were already learning as they worked. However, there was an opportunity for them to get more purposeful and effective in how they managed their own learning by applying a simple process.
We introduced them to a four step process represented by the acronym ‘GAME’.
We walked through each step of the GAME process and discussed ideas for what and how they could do things at each step.
Early in the year we had conducted an individual needs analysis with each Super User and Key User to baseline their current knowledge and skill against a series of performance outcomes. This meant that each person had a very clear picture of where their development opportunities were. We had asked them to use this analysis to identify and prioritise their development goals, to document these in their Individual Development Plan.
As a group we brainstormed practical ideas for learning activities across the 702010 framework.
We suggested that they take 10 minutes every week to look at their Individual Development Plan, check what they had done in the previous week, and identify and plan learning activities in the coming week.
We also suggested that once a month they take 15 minutes to evaluate their progress against the performance outcomes from the Needs Analysis as well as the effectiveness of their learning strategies and activities. We gave them three questions to use for this reflection – What, So What, Now What.
Of course, there are some skills required to effectively manage your own learning. These include goal setting, identifying learning activities & resources, organising yourself and managing your time, and reflecting on your progress and learning process. Perhaps some of the group weren’t strong in all of these skills.
So we made sure they knew they were not alone. We discussed other people they could use to support their learning in a range of ways. These included pairing up with a learning buddy from the group, their manager who could help them in a variety of ways including accessing learning opportunities in the workplace, and their local Capability manager or Academy team who could act as learning coaches.
Of course, the people in our Capability roles need to be comfortable with being learning coaches. This is an expansion of their role – beyond designing structured learning programs, creating and driving training plans. So, this is an ongoing discussion we are having in our Capability Community about our role in enabling self-directed learning.
Even those who are positive about this change in their role do sometimes feel uncomfortable with it. More than once I’ve had people in the Capability Team say to me “but we’re not moving fast enough with this program” or “our Super Users and Key Users are too busy to create content”. I assure them that this is a long term game, that we are shifting our learning culture and initially we may need to go slow to go fast.
One final tool I want to mention is the Self-Directed Learning Readiness diagnostic which is available online. It helps to identify an individual’s readiness for Self-Directed learning and we are using it to help identify which people in our group may benefit from some additional support with managing their own learning.
I took the survey, curious to see how ready I really was for Self-Directed Learning given the way I had complained about IT not training me on SharePoint. I was greatly relieved to find that I rated in the 90th percentile and my faith in myself to manage my own learning and sense of credibility to help liberate learners in my organisation was restored.
Note: In order to determine the content of the SDLRS, a three-round Delphi survey of authorities on self-direction was done. Of the 20 persons asked to participate in the survey, 14 agreed. The participants were: Drs. Herbert A. Alf, B. Frank Brown, Edward G. Buffie, Arthur W. Chickering, Patricia M. Coolican,Gerald T. Gleason, Winslow R. Hatch, Cyril O. Houle (first two rounds only), Malcolm S. Knowles, Wilbert J. McKeachie, Barry R. Morstain, Mary M. Thompson, Allen Tough, and Morris Weitman.The Delphi survey involved the listing and rating of characteristics which the authorities considered important for self-direction in learning, including attitudes, abilities, and personality characteristics. Characteristics emerging from the Delphi survey with a median rating of desirable, necessary, or essential for self-direction in learning were used as a basis for the construction of items for the SDLRS. A detailed description of the Delphi process and of the original developmental work on the Self-Directed Learning Readiness Scale is described in Dr. Guglielmino's dissertation, referenced on the website www.lpasdlrs.com
In summary, here is the list of factors we are addressing in order to liberate our learners.
Environment
Mindset
Behaviours
Habits
Skills
Process
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Do we have time for questions?