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Neil Movold

Value Networks and the True Nature of Collaboration - 1 views

www.valuenetworksandcollaboration.com

Value Networks Collaboration Knowledge

shared by Neil Movold on 12 Jul 11 - No Cached
  • Neil Movold on 12 Jul 11
     
    Value Networks and the true nature of collaboration meets this challenge head on with a systemic, human-network approach to managing business operations and ecosystems.
Neil Movold

Harold Jarche » Social Learning, Complexity and the Enterprise - 0 views

www.jarche.com/...-complexity-and-the-enterprise

Social Learning

shared by Neil Movold on 17 Oct 11 - No Cached
  • There is a growing demand for the ability to connect to others. It is with each other that we can make sense, and this is social. Organizations, in order to function, need to encourage social exchanges and social learning due to faster rates of business and technological changes. Social experience is adaptive by nature and a social learning mindset enables better feedback on environmental changes back to the organization.
  • The Internet has fundamentally changed how we communicate on a scale as large as the printing press or the advent of written language.
  • Our relationship with knowledge is changing as our work becomes more intangible and complex. Notice how most value in today’s marketplace is intangible, with Google’s multi- billion dollar valuation an example of value in non-tangible processes that could be deflated with the development of a better search algorithm. Non-physical assets comprise about 80 percent of the value of Standard & Poor’s 500 US companies in leading industries.
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  • A collective, social learning approach, on the other hand, takes the perspective that learning and work happen as groups and how the group is connected (the network) is more important than any individual node within it.
  • The manner in which we prepare people for work is based on the Taylorist perspective that there is only one way to do a job and that the person doing the work needs to conform to job requirements [F.W. Taylor, The Principles of Scientific Management, 1911]. Individual training, the core of corporate learning and development, is based on the premise that jobs are constant and those who fill them are interchangeable.
  • Individual learning in organizations is basically irrelevant because work is almost never done by one person.
  • Social learning is how groups work and share knowledge to become better practitioners.
  • “a dynamic two-way flow of power and authority, based on knowledge, trust, credibility and a focus on results, enabled by interconnected people and technology”.
  • Neil Movold on 17 Oct 11
     
    There is a growing demand for the ability to connect to others. It is with each other that we can make sense, and this is social. Organizations, in order to function, need to encourage social exchanges and social learning due to faster rates of business and technological changes. Social experience is adaptive by nature and a social learning mindset enables better feedback on environmental changes back to the organization.
Neil Movold

Gamification And The Power Of Influence | Fast Company - 0 views

www.fastcompany.com/...ion-and-the-power-of-influence

Gamification Influence

shared by Neil Movold on 18 Jun 12 - No Cached
  • Gamification offers a means of applying the benefits of social engagement directly to your properties
  • Gamification is fundamentally an analytics challenge
  • The Behavior Analytics found within a smart gamification platform provide significant insight regarding what users are doing across your community
  • Neil Movold on 18 Jun 12
     
    In any industry, the need to manage your brand's community is pressing. Companies have invested significant resources into building community on social networks, but as Facebook and other social media sites continue to block access to your user data, smart marketers and business leaders are realizing that the real value of social engagement is found on their own web properties and applications. Gamification offers a means of applying the benefits of social engagement directly to your properties. It is a proven business strategy that enables businesses to influence the behaviors of your entire community, and exceed your user-driven business objectives.
Neil Movold

Social Media + Learning is more than Social Learning - 0 views

www.elearningcouncil.com/...more-social-learning-jane-hart

Social Learning E-Learning

shared by Neil Movold on 16 Oct 11 - No Cached
  • 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.
  • It is clear that a huge number of people who have been using social media for their personal use have now recognised their value for professional use, and are also using the very same tools to address their own organisational problems – mainly because enterprise systems just don’t provide them with the functionality they require to do so. Forrester estimated this was around 47% business users in early 2011 and was likely to rise to 60% by then end of the year.
  • Neil Movold on 16 Oct 11
     
    Although we learn every day, in everything we do, whether it is in what we read, watch or listen to, or in the conversations and discussions we have with other people, at some time people started believing that the only important learning happens in a formal setting, e.g. in a school classroom or a university lecture hall.
Neil Movold

IBM Research: A new era of computing: cognitive systems - 0 views

www.research.ibm.com/new-era-of-computing.shtml

Big Data Cognitive Systems

shared by Neil Movold on 22 Dec 12 - No Cached
  • In cognitive systems, performance improvements will derive from scaling in: moving key components, such as storage, memory, networking and processing onto a single chassis, closer to the data.
  • The volume of data produced today isn't just increasing—it's getting faster, taking more forms and is increasingly uncertain in nature.
  • Uncertainty arises from such sources as social media, imprecise data from sensors and imperfect object recognition in video streams. IBM experts believe that by 2015, 80 percent of the world's data will be uncertain.
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  • Whereas in today's programmable era, computers essentially process a series of "if then what" equations, cognitive systems learn, adapt, and ultimately hypothesize and suggest answers.
  • Neil Movold on 22 Dec 12
     
    "Over the past few decades, Moore's Law, processor speed and hardware scalability have been the driving factors enabling IT innovation and improved systems performance. But the von Neumann architecture-which established the basic structure for the way components of a computing system interact-has remained largely unchanged since the 1940s. Furthermore, to derive value, people still have to engage with computing systems in the manner that the machines work, rather than computers adapting to interact with people the way they work."
Neil Movold

Social Learning and Knowledge Management | Designed For Learning - 0 views

www.designedforlearning.co.uk/nd-knowledge-management-part-1

Social Learning knowledge

shared by Neil Movold on 12 Nov 12 - No Cached
  • The valuable knowledge resides in people’s heads so the best way to surface it is via conversations in communities – communities of practice and communities of interest.
  • knowledge management appears to be making a comeback but this time it has a shiny new suit and it’s called social learning
  • Tacit knowledge is knowledge, sometimes called know-how, that resides in people’s heads and is hard to codify (write down). Why is it hard to write down? Usually because it is either complex or contextual or simply because those who have it don’t actually recognise its value (unconscious competence).
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  • Explicit knowledge is knowledge that can be codified in some way (written down, stored in a visual, or embedded in a process). Explicit knowledge is good because although it is created by people it can be stored in a system.
  • Systems Centric or People Centric?
  • These networks became known as communities of interest (COI) or communities of practice (COP)
  • Neil Movold on 12 Nov 12
     
    "For about five years around the turn of the century most of my days were spent helping clients manage their knowledge. Back in 2000 knowledge management (KM) was really big. Every year I'd head off to Amsterdam for the obligatory industry conference, KM Europe. We even had our own home grown conference, KM UK, with pretty much the same people but with less impressive venues. Then suddenly things went quiet - KM Europe was suddenly cancelled in 2005, KM UK limped along (and is still going today). KM had lost its way. The promises hadn't been fulfilled. Of course KM just didn't disappear overnight - it just degraded gracefully. One client, a very large UK multinational, shed their KM teams and announced that KM was now 'embedded in the business'. KM still goes on but it's likely to be on the margins and not essential for peak organisational performance whereas in 2000 KM really was positioned as a game changer. So what happened? That's a good question and one which this post is my first attempt at exploring why KM failed to deliver on its early promises. And why do this sort of navel gazing now? Because knowledge management appears to be making a comeback but this time it has a shiny new suit and it's called social learning."
Neil Movold

Transforming the Workplace: Critical Skills and Learning Methods for the Successful 21s... - 0 views

bigthink.com/...successful-21st-century-worker

Social Learning eLearning market research

shared by Neil Movold on 17 Feb 13 - No Cached
  • The fading ranks of middle management have lost their edge, thanks to revolutions in both technology and globalization. Indeed, the latest wave of technology advances—cloud computing, advanced mobile applications and devices, and rapidly expanding social networks to name a few—have greatly eased access to knowledge work. Nowhere is this change seen more dramatically than with the rapidly ascending workforce in high-growth markets outside the United States. Business writer Seth Godin remarks ominously, “If you're the average person out there doing average work, there's going to be someone else out there doing the exact same thing as you, but cheaper.” The game has shifted to a far more competitive, globally-connected field of play, requiring individuals to differentiate themselves in authentic, compelling ways like never before. Godin concludes, “If you're different somehow and have made yourself unique, people will find you and pay you more.”
  • How We Will Learn: Technology-Enabled Informal LearningWhen we talk about fostering agility, curiosity and continuous learning, we’re fortunate because today we have a host of Web-based technologies (including social, mobile, video, games, and personalized portals) that can serve as perfect tools to support the self-directed learner.By utilizing technology-enabled informal learning resources, collaborative learners can easily share and exchange knowledge, and self-directed learners can continuously teach themselves. These tools allow us to gain and share knowledge when, where and how we want it.Technology-enabled informal learning (that is, technology-based learning that takes place outside a formal classroom environment) also makes sense for organizations because we know that people learn in a variety of ways, and they usually like to learn on their own terms. This insight is derived from Howard Gardner, the influential educational thinker, who has argued that all of us have multiple intelligences. Adjusting and adapting to this cognitive norm, Gardner explains, will generally result in greater skill development and sharper problem solving.
  • According to ASTD’s Learning Executive’s Confidence Index for the fourth quarter of 2011, almost 55% of learning executives expect an increase in the use of informal learning and Web 2.0 tools in their organizations over the next 6 months.
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  • According to Nucleus Research, the average sales person spends 3 to 5 hours per week searching for information across five corporate systems, leaving two out of every three searches feeling overwhelmed by the volume of information they must process. Recent research from the University of Texas concludes that a mere 10% increase in information accessibility results in a 14.4% increase in sales.
  • It’s these passionate, self-directed learners who will help drive the 21st century workforce transformation that our global economy requires.
  • The Self-Directed Learner Is an Inspired LearnerSelf-directed learners are intrinsically motivated. They understand that their passion for learning is fundamentally connected to their ability to differentiate themselves and succeed in the workplace. They know where they need to get smarter to add even more value to their organizations and to advance their careers. They take responsibility for their own learning because they are passionate, inspired and curious.
  • Neil Movold on 17 Feb 13
     
    "There are many explanations for today's uncertain economy. But Nobel economist Joseph Stiglitz of Columbia University has advanced an analysis that's starting to resonate. In a recent article, Stiglitz says that our problem is "rooted in the kinds of jobs we have, the kind we need, and the kind we're losing, and rooted as well in the kind of workers we want, and the kind we don't know what to do with." To advance our economy, Stiglitz believes that wrenching, fundamental change is required - no less dramatic than the shifts experienced by an earlier generation during the Great Depression. While Stiglitz and I work in different worlds, I see evidence in all types of organizations that we need to better prepare, train, and inspire successful self-directed learners to meet today's challenges. As I see it, there are two big questions to consider. First, what are the critical 21st century skills that the workforce of tomorrow needs to develop and master today? Secondly, how can we improve our learning methods to enable the self-directed learner to thrive in this new environment?"
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