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There are two key areas where this is happening and where it is having an impact on organisational learning.Extensive use of public social media sites like YouTube, Scribd, Slideshare, Blogger, Wordpress, Wikipedia, and so on, that support the creation, sharing and commenting of content, as well as the co-creation of content, means that workers are now using similar approaches in their organisations to co-create and share their own content within their own work teams.Extensive use of social networking sites like Facebook, Twitter, LinkedIn, etc where individuals have built a personal network of trusted friends, means that they are using similar approaches to build networks of trusted colleagues (both internally and externally), as well as power team workspaces and internal communities of practice.

This new approach will embrace both the use of external social media tools as well as internal tools, but what is clear these tools will need to support - as well as power - far wider approaches to learning, than has hitherto been the case. In fact as learning and working become much more closely integrated, “learning” will not be seen as a separate activity requiring separate, dedicated learning systems or platforms, but will need to be supported and enabled within the normal workflow collaboration systems.

Project-based learning: Games are interactive, "lean-forward," and participatory. They enable players to step into different roles (e.g. scientist, explorer, inventor, political leader), confront a problem, make meaningful choices and explore the consequences of these choices. Games can help make learning more engaging, relevant and give students real agency in ways that static textbooks simply cannot.

Personalized learning: Games are designed to enable players to advance at their own pace, fail in a safe and supportive environment, acquire critical knowledge just-in-time (vs. just-in-case), iterate based on feedback and use this knowledge to develop mastery. Games can help teachers manage large classes with widely divergent student capabilities and learning styles through embedded assessment and individualized, adaptive feedback.

24/7 learning: Games offer a delicate mix of challenges, rewards and goals that drive motivation, time-on-task and a level of engagement that can seamlessly cross from formal to informal learning environments. Given that kids spend more time engaged with digital media than any other activity (other than sleep), games can enable an increasing portion of this out-of-school digital media time to effectively reinforce in-school learning (and vice-versa).

But here are the solutions that this challenge brings to mind. Eliminate paper from the budget and remove all copiers and computer printers from schools and the central office (with exceptions of essential need). “On this date, everything goes digital.” Create a professional development plan where all faculty and staff learn to teach themselves within a networked, digital, and info-abundant environment — it’s about Learning-Literacy. Although workshops would not completely disappear, the goal would be a culture where casual, daily, and self-directed professional development is engaged, shared, and celebrated — everyday! Then extend the learning-literacy workshops to the greater adult community. Establish a group, representing teachers, staff, administration, students, and community. Invite a “guru” or two to speak to the group about the “Why” of transforming education.  Video or broadcast the speeches to the larger community via local access, etc. The group will then write a document that describes the skills, knowledge, appreciations and attitudes of the person who graduates from their schools — a description of their goal graduate. The ongoing work of writing this document will be available to the larger community for comment and suggestion. The resulting piece will remain fluidly adaptable. Teachers, school administrators, and support staff will work in appropriately assembled into overlapping teams to retool their curricula toward assuring the skills, knowledge, appreciations and attitudes of the district’s goal graduate. Classroom curricula will evolve based on changing conditions and resources. To help keep abreast of conditions, teachers and support staff will shadow someone in the community for one day at least once a year and debrief with their teams identifying the skills and knowledge they saw contributing to success, and adapt their curricula appropriately.

The district budget will be re-written to exclude all items that do not directly contribute to the goal graduate or to supporting the institution(s) that contribute to the goal graduate. Part of that budget will be the assurance that all faculty, staff, and students have convenient access to networked, digital, and abundant information and that access will be at least 1 to 1. A learning environment or platform will be selected such as Moodle, though I use that example only as a means of description. The platform will have elements of course management system, social network and distributive portfolio. The goal of the platform will be to empower learning, facilitate assessment, and exhibit earned knowledge and skills to the community via student (and teacher) published information products that are imaginative, participatory and reflect today’s prevailing information landscape. Expand the district’s and the community’s notions of assessment to include data mining, but also formal and informal teacher, peer, and community evaluation of student produced digital products. Encourage (or require) teachers to produce imaginative information products that share their learning either related or unrelated to what they teach.  Also establish learning events where teachers and staff perform TED, or TELL (Teachers Expressing Leadership in Learning) presentations about their passions in learning to community audiences. Recognize that change doesn’t end and facilitate continued adapting of all plans and documents. No more five-year plans. Everything is timelined to the goal graduate.

Epistemologies of the Digital Age Epistemology is the study of knowledge and, according to Shaffer, every age has its own epistemology, i.e., what it means to know something. Computers — which are increasingly becoming ubiquitous in work and school — provide the means to think in new ways, which will fundamentally reconfigure our thinking and theories of knowledge. Computers in general, and epistemic games in particular, are structuring new epistemologies for our digital age. “The epistemology of School,” in Shaffer’s words, “is the epistemology of the Industrial Revolution — of creating wealth through mass production of standardized goods. School is a game about thinking like a factory worker. It is a game with an epistemology or right and wrong answers in which Students are supposed to follow instructions, whether they make sense in the moment or not.” While this kind of epistemology may have been appropriate and even innovative for the Industrial Revolution, it is outdated for our informational economy and digital age. Being literate in the digital age uses reading and writing as a foundation to build upon, but they are no longer solely sufficient. Students must learn to produce various kinds of media and learn how to solve problems using simulations.

This book is the result of my attempts to answer these questions with data and evidence from a variety of sources. Essentially, I reached the following conclusions: The current education reform efforts that attempt to provide a common, homogenous, and standardized educational experience, e.g., the Common Core Standards Initiative in the U.S., are not only futile but also harmful to preparing our children for the future. Massive changes brought about by population growth, technology, and globalization not only demand but also create opportunities for “mass entrepreneurship” and thus require everyone to be globally minded, creative, and entrepreneurial. Entrepreneurship is no longer limited to starting or owning a business, but is expanded to social entrepreneurship, policy entrepreneurship, and intrapreneurship. Traditional schooling aims to prepare employees rather than creative entrepreneurs. As a result the more successful traditional schooling is (often measured by test scores in a few subjects), the more it stifles creativity and the entrepreneurial spirit. To cultivate creative and entrepreneurial talents is much more than adding an entrepreneurship course or program to the curriculum. It requires a paradigm shift—from employee-oriented education to entrepreneur-oriented education, from prescribing children’s education to supporting their learning, and from reducing human diversity to a few employable skills to enhancing individual talents. The elements of entrepreneur-oriented education have been proposed and practiced by various education leaders and institutions for a long time but they have largely remained on the fringe. What we need to do is to move them to the mainstream for all children.