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Perpetual Beta Posted on March 27th, 2009 by Harold Jarche It hadn't really occurred to me before that pilots are an almost inextricable aspect of Enterprise 2.0. Of course the 'iterate and refine' concept can be implemented in other ways, but I think it's fair to say that organizations absolutely need to get good at running pilots, if they're not already there. It is a key facet of the path that leads to improved organizational performance. So says Ross Dawson in pilots as a key instrument for improving organizational performance in a complex world. If you take the cynefin approach for working in complex environments you first Probe then Sense and then Respond in order to develop emergent practice. There are no good or best practices that will work for your context in a changing complex environment, so probing (AKA: piloting or Beta releases) is necessary to see what works. However, changing from a highly designed approach to an agile method is difficult. I previously recommended that instructional design adopt agile methods but even in the programming world, letting go of old ways is difficult as Sara Ford at Microsoft explains in how I learned to program manage an agile team after six years of waterfall.

"If we're to believe the experts rather than the man-in the-street, the 21stCentury started on 1st January 2001 rather than on 1st January 2000. Subsequently, we're now in the second half of the last year of the first decade of the millennium. That being the case, it's probably worthwhile reflecting on the changes that have impacted our training/learning departments over the past 10 years. It's also worthwhile thinking forward to the world we're likely to be facing over the next 10 and considering what an ideal learning and development team might look like if it is to effectively navigate the future."

"Bernard Woods (Goss Gilroy Inc.) and I have developed a Methodology to provide a variety of stakeholders with a roadmap in addition to rigorous methods and tools for specifying and evaluating learning, training and development (LT&D). The Methodology gives senior managers, learning, training and development professionals, professional evaluators and similar stakeholders what they need to make a convincing case to senior management about improvements in work performance and organizational results. The Methodology is not positioned to replace other techniques and methods, but to complement them. We are trying to provide a more formal way for people to understand their business/work problems at a systemic level, assess if learning, training and development (LT&D) is useful for solving them and if so, provide a minimalist set of tools for evaluating LT&D initiatives that enable drawing a line of sight to organizational results. "

Curriculum-free, interactive, self-service learning is the way of the future, but it's a future most training departments are not quite ready to adopt. Most of us agree on where we're headed: to ecologies where work and learning are one and the same, where people help one another build competency and master new crafts, where members of self-sustaining communities of professionals participate because they take pride in maintaining their standards and doing a great job, and where everyone strives to be all she can be. Open, participative, bottom-up, networked, flexible, responsive: that's what we're after. If only it were that simple. Learning professionals are already over-burdened. Budgets are tight. The economy is a shambles. Management demands cost-effective, rapid-impact solutions. And they want them up and running tomorrow. Pulling this off requires choosing among a myriad of new technologies, coordinating with IT, cobbling together social networking tools, CYA with legal, monitoring social network performance, and answering demands for new approaches, all the while doing the old job with fewer resources and more demands.

This Directory contains over 2,700 tools for learning in two main sections: 1. for creating, delivering and managing learning and performance support solutions 2. for personal learning and productivity, for sharing resources, as well as group collaboration (also includes some enterprise tools) The tools in this Directory are both freeware/open source and commercial.

Knowledge Work Types : eLearning Technology Several people have asked for some clarification on my definition of Concept Work and Concept Workers. To help clarify this and to begin thinking through implications for Work Literacy Skills, I went back through a couple of different sources. Thomas Davenport classifies Knowledge Work Types in Thinking for a Living: How to Get Better Performances And Results from Knowledge Workers using a variety of classifications. One was based on the complexity of the work. Work that requires greater interpretation/judgment vs. work that is relatively routine. He also classified these according to the level of dependence on others. Within that he then defined the following types of knowledge workers: * Transaction Worker - Routine, individual, ex. call center. * Integration Worker - Routine, collaborative, ex. systems development * Expert Worker - Interpretation/judgment, individual, ex. family physician * Collaboration Worker - Interpretation/judgment, collaborative, ex. investment banker

Learning as a Network Posted on May 7th, 2009 by Harold Jarche Mohamed Amine Chatti extends the framework on personal knowledge networks with his post on Learning as a Network (follow link for graphic): The Learning as a Network (LaaN) perspective draws together some of the concepts behind double-loop learning and connectivism. It starts from the learner and views learning as the continuous creation of a personal knowledge network (PKN). For each learner, a PKN is a unique adaptive repertoire of: - One's theories-in-use. This includes norms for individual performance, strategies for achieving values, and assumptions that bind strategies and values together (conceptual/internal level) Tacit and explicit knowledge nodes (i.e. people and information) (external level

Abstract A recent draft manuscript suggested that Facebook use might be related to lower academic achievement in college and graduate school (Karpinski, 2009). The report quickly became a media sensation and was picked up by hundreds of news outlets in a matter of days. However, the results were based on correlational data in a draft manuscript that had not been published, or even considered for publication. This paper attempts to replicate the results reported in the press release using three data sets: one with a large sample of undergraduate students from the University of Illinois at Chicago, another with a nationally representative cross sectional sample of American 14- to 22-year-olds, as well as a longitudinal panel of American youth aged 14-23. In none of the samples do we find a robust negative relationship between Facebook use and grades. Indeed, if anything, Facebook use is more common among individuals with higher grades. We also examined how changes in academic performance in the nationally representative sample related to Facebook use and found that Facebook users were no different from non-users.

From Participation to Creation This 2020 Forecast illuminates how we are shifting toward a culture of creation in which each of us has the opportunity - and the responsibility - to make our collective future. People are creating new selves, organizations, systems, societies, economies, and knowledge. We are seeing "educitizens" define their rights as learners and re-create the civic sphere. Networked artisans and ad hoc factories are democratizing manufacturing and catalyzing new local economies. These creators are highlighting the significance of cooperation and cross-cultural intelligence for citizenship and economic leadership. Furthermore, advances in neuroscience are creating new notions of performance and cognition and are reshaping discussions of social justice in learning. Communities are beginning to re-create themselves as resilient systems that respond to challenges by replenishing their vital resources and creating flexible, open, and adaptive infrastructures. Together, these forces are pushing us to create the future of learning as an ecosystem, in which we have yet to determine the role of educational institutions as we know them today.