Learning makes brains physically bigger.
Learning also makes them smarter. Smarter translates into faster, newer,
better, and more competitive. And the competitive advantage of smarter
in a Darwinian business ecosystem eventually leads to more profits.
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shared by Sebastian Weber on 05 Jun 08
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Emily Chang - Blog: Twitterverse Launches - 0 views
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shared by Sebastian Weber on 05 Jun 08
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Gartner urges action on data-centre emissions - ZDNet UK - 0 views
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At the Water Cooler of Learning by David Grebow :: Ageless Learner - 0 views
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Ist so was wie lesen von zufällig in Netvibes gefundenen Ressourcen, die man dann mit seinem existierenden Wissen verknüpft, auch informal learning?
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Meiner Meinung nach ja, weil das lesen im informellen Umfeld geschieht (es war ja nicht beabsichtigt, dieses Thema jetzt zu lesen). Es ist accidential learning
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If people in your company learn what your company needs to know and do, you can get smarter. You can have a higher corporate IQ than some other company, and you can win. The only problem is that we have very little idea how real learning occurs. We spend billions of dollars on formal training and education, and then we wonder, where is the payoff?
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Mashups (z.B. Diigo) macht es möglich, dass Leute tendenziell qualitativ besser (oder überhaupt) informell lernen. Statt die vielen Informatoinen die in vielen Artikeln verstreut sind mühselig zu organisieren (ausdrucken, annotieren, nebeneinander legen, zusammenfassung schreiben), kann man das alles schön über Services wie Diigo machen. Außerdem sind die Sachen wiederverwendbar (Mashup) und sharebar.
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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.
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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.
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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.
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Vorteile von informellem Lernen: * Der Lernende entscheidet selbst, wen er wann was frägt * Er kann die Lerngeschwindigkeit steuern. Er hat Zeit zu reflektieren und die Sachverhalte mit existieriendem Wissen in Verbindung zu bringen * Während des formalen Lernens (z.B. in einem Kurs) ist man häufig überfordert zuzuhören und gleichzeitig zu refklektieren und die Sachverhalte zu vestehen (z.B. ist man nur mit Abschreiben oder lesen beschäftigt)
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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.
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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.
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How to establish informal learning into the organization. Informal learning must go hand in hand with formal learning. At the beginning, when there is no expert who you can ask (informal learning), somebody has to read articles (formal learning). He establishs deeper knowledge of the subject with the time by try & error, connection of the subject with his existing knowledge and by discussion with other people. New people, who want to learn the subject can then benefit from the expert and can leverage informal learning techniques. In fact, informal learning is by far the greater and most important part of learning activities.
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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?
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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.
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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.
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The other 75 percent of learning happens as we creatively adopt and adapt to ever changing circumstances.
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We need to factor those accidental, informal intersections of learning and performance into the process.
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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.
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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
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The Power of Informal Learning - 0 views
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comparison formallearning informallearning learning mupple08
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Although more formal forms of instruction such as the classroom and e-learning will be around for years, it’s becoming more and more important to watch and harness the more informal methodologies that our students are utilizing. Most of these methods have been around for years, but have gone unnoticed by the training community.
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Informal methods of learning are often found right in the work environment. They are seen as techniques that a learner can take advantage of right away and with work-related resources. Another reason these methods are so popular is because they are often very short. Advanced learners tell us that they don’t have the time or budget to attend more formal learning. Even the immediacy of e-learning is seen as something that will take too much valuable time. Finally, learners have matured to a point where they want to drive their learning in a more meaningful and self-directed manner. These informal methods are seen as more student-driven and job-relevant than most formal options.
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Two of the most common informal environments used today are e-communities and, of all things, the learners’ neighbors sitting all around them. E-communities, often called communities of practice, are made up of threaded message boards, frequently asked question (FAQ) Web sites and chat environments. They have existed under the radar screen of most training programs for years. Many have grown to have huge followings of subject-matter experts (SMEs) and super-users.
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The easiest way to control and encourage these communities is to sponsor them within the corporation itself. “Brown-bag” lunches and meet-the-expert days are some examples of ways organizations are formally tapping into what used to be an ineffective and costly method of learning.
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How to Develop an eLearning Platform (Process, Costs, Challenges) - 1 views
os-system.com/...-to-develop-elearning-platform
analyzing information organizing information education collaboration evaluating information informal learning
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Over the past decades, scientific and technological progress has been observed in all areas of activity. Education is not an exception either, which is very important today. The field of education is one of the most advanced and innovative industries that is rapidly developing. The education sector plays a significant role in creating an innovative climate and increasing the competitiveness of the economy at all. Therefore learning platforms are rapidly gaining popularity among students, employees of organizations, self educators. That is why some people can think about creating an educational website that can be useful for viewers. Here you can read more about the eLearning app development process.