Group items tagged

Most learning doesn't occur during formal training programs. It happens through processes not structured or sponsored by an employer or a school. Informal learning is the term I use to describe what happens the rest of the time.

To truly understand the learning in your organization you might want to recognize the informal learning already taking place and put in practices to cultivate and capture more of what people learn. This includes strategies for improving learning opportunities for everyone and tactics for managing and sharing what you know.

Often, the most valuable learning takes place serendipitously, by random chance.

Formal learning includes the hierarchically structured school system that runs from primary school through the university and organized school-like programs created in business for technical and professional training. Informal learning describes a lifelong process whereby individuals acquire attitudes, values, skills and knowledge from daily experience and the educative influences and resources in his or her environment, from family and neighbors, from work and play, from the market place, the library and the mass media. Intentional learning is the process whereby an individual aims to learn something and goes about achieving that objective. Accidental learning happens when in everyday activities an individual learns something that he or she had not intended or expected.

reading journals or magazines, reading book(s), talking with experts, talking with peers, email or other written correspondence, and through a coach or mentor.

"Still think learning means school? Expand your definition of learning to include conversations with your peers and your children, from books, articles, informal networks, Internet searching, television, and what you learn through trial and error. Use everything that happens in your world as a resource to learn more now." Learn More Now, Informally. Marcia L. Conner, May 2005.

Real learning, the kind of “aha!” moment that signals the brain has connected the dots, is an absolutely wondrous and amazing mystery. It involves memory, synapses, endorphins, and encoding, and, more often than not, those accidental and serendipitous moments we call informal learning.

Informal learning is what goes on around our formal learning process.

Formal learning happens when knowledge is captured and shared by people other than the original expert or owner of that knowledge. The knowledge can be captured in any format—written, video, audio—as long as it can be accessed anytime and anywhere, independent from the person who originally had it. Examples of such formal knowledge transfer include live virtual-classroom courses with prepared slides, self-paced off-the-shelf instructional CBT courses, books, video- and audiotapes, team rooms in which documents are stored, digital libraries and repositories, a real-time seminar on the Web (or webinar), electronic performance-support tools, programs accessed during a job or task, instructor- led courses that follow an outline, repeatable lecture labs, a recorded Web-based meeting, or even e-mails that can be forwarded. Formal learning often requires prerequisites, pre- and post-assessments, tests, and grades, and it sometimes results in certification. It is often presented by an instructor, and attendance and outcomes are tracked.

Informal learning is what happens when knowledge has not been externalized or captured and exists only inside someone’s head. To get at the knowledge, you must locate and talk to that person. Examples of such informal knowledge transfer include instant messaging, a spontaneous meeting on the Internet, a phone call to someone who has information you need, a live one-time-only sales meeting introducing a new product, a chat-room in real time, a chance meeting by the water cooler, a scheduled Web-based meeting with a real-time agenda, a tech walking you through a repair process, or a meeting with your assigned mentor or manager.

We all need that kind of access to an expert who can answer our questions and with whom we can play with the learning, practice, make mistakes, and practice some more.

If we want to become smarter companies, we need to encourage informal learning. We need to create what I have been calling collaborative learning environments, where we seamlessly knit together formal and informal learning. We need to use technology to facilitate the informal as well as the formal transfer of knowledge by including expert locators, e-mail connections with instructors, real-time Internet meeting places, virtual-learning support groups, instant messaging, expert networks, mentor and coaching networks, personal e-learning portals, moderated chats, and more. We need to start taking advantage of the tools and technology that exist today and those coming online tomorrow. We need to create the 100 percent learning solution, in which the proscribed formal learning events and the serendipitous learning moments are given equal value. Formal learning is only the beginning of the challenge, not the end.

To illustrate the difference between formal and informal learning, let’s consider the game of golf. If you want to learn to play golf, you can go to a seminar, read a book about the history and etiquette of golf, watch a videotape of great golfing moments, and then you can say you know something about golf. But have you really learned to play golf?

From your first tee shot on your first hole, it takes hours of adopting and adapting, alone and in a foursome, in all sorts of weather and conditions. You discover what you know and can do, swing all the clubs, ask all sorts of questions, fail and succeed, practice and practice some more, before you have really learned to play golf. Real learning, then, is the state of being able to adopt and adapt what you know and can do—what you have acquired through formal learning—under a varying set of informal circumstances.

I call this the 75/25 Rule of Learning. We get only about 25 percent or less of what we use in our jobs through formal learning. Yet the majority of companies are currently involved only with the formal side of the continuum. Most of today’s investments in corporate education are on the formal side. The net result is that we spend the most money on the smallest part of the learning equation.

The other 75 percent of learning happens as we creatively adopt and adapt to ever changing circumstances.

We need to factor those accidental, informal intersections of learning and performance into the process.

We need to foster informal moments of knowledge transfer.

In the early days of the personal computer, we would all go to the same course to “learn” how to use an application or operating system, and then we would go back to our desks, usually with a thick how-to manual. The problem was that we never used those manuals. Instead, we found the local “power user,” the person who for one reason or another had spent more time playing with the computer, or had taken more courses, or had learned directly from an expert, and we began to pepper that person with phone calls and show up frequently at his or her doorway or cube entrance. Two things quickly became apparent. First, the power user was teaching what people had not managed to learn in the class, and second, the power user had learned how to use the PC in a very different way: what he or she showed you was often not the way it had been taught. But it was the time I spent huddled in front of the power user’s screen when I really learned the word processing and spreadsheet and graphics programs I needed in my work. My learning may have started in the course, but it ended in the huddle.

no formal mailboy-training program. I just walked around for an unspecified number of days with a senior mailboy, watching and learning, asking and listening. I was a young apprentice on the move. Then, one day, when I was deemed fit and ready, I walked around on my own. And if I had a question, I went over by the water cooler (yes, they did have them back then), where the mailroom su