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Use Your Towards Maturity Learning Landscape Audit to find out:Your staff's preferences for different types of learning resources or modes of deliveryTheir willingness to use their own technologies and to share their learning with othersHow actively they are using social media and apps in their day-to-day life and workWhat formal learning they are involved with - both inside and outside workTheir views on working online - what works, what doesn’t work, what they find most helpful and what gets in the wayA comparison of the key findings for different groups of staff – managers, job roles, age, experience, location and othersWhen is it useful to conduct a Learning Landscape Audit?When designing new learning and performance solutionsWhen you are setting strategy and agreeing long term business plansWhen allocating resourcesWhen making the business case for changeWhen you need to set a benchmark prior to introducing change

But whether or not they succeed will depend on the alignment of a very special trinity: leadership, culture and strategy. Collaborative organisations have leadership models that are open, conversational in style and flat. That’s certainly the style at Tangerine where everyone is a “leader” and everyone can expect to talk to anyone and be listened too.

These organisations also have cultures that are open, high on trust and low on fear of failure. The message isn’t: “What went wrong?” but “What did you learn?”. They have strategies that clearly articulate the benefits of new styles of working. And they create the structures that support, recognise and reward it.

Overall, there are eight ways to spot a collaborative organisation:   Leadership teams model collaborative behaviours Resources are devoted to developing and sustaining this way of working High levels of task interdependence The default setting is sharing information There are high levels of trust Conflict seen as part of the creative process – everyone understands and can deal with it The environment of the company and its technology support collaborative working People don’t have to talk about it – it’s just the way things get done

Social media listening is not a new idea. But it’s usually done in the interests of marketing, reputation, research or customer service. Here – from a serious government body – is recommendation that organisations could use social media listening as real data to inform and assist with operations. It’s recognition that the data shared online, in realtime, by passengers, has more value than as mere reputational currency or customer service fodder.

How much useful information is being offered that might not be formally addressed to an organisation’s Twitter or Facebook presence?

It is continuous

It is on demand

It happens in short bursts

People have different views of what diversity means in practical terms, but there's one thing everyone can agree on: making people from diverse backgrounds feel at home has become a value that runs deep in the fabric of Canadian society.

"Promoting diversity and inclusiveness is one of Canada's defining values,

inclusive workplaces for employees from five diverse groups: women; visible minorities; persons with disabilities; Aboriginal peoples; and lesbian, gay, bisexual and transgender (LGBT) peoples.

It turns out conflict isn’t always bad. In fact, psychologically it can be extremely positive, especially in a team environment.

1. Inspiring adaptability.

4. Improving productivity.

1. Personalized learning.

personalized, relevant and contextualized learning can increasingly be tailored based on the learner's own passions, strengths, needs, family, culture, and community.

2. Expanded learning opportunities.

Wainhouse Research, a consulting firm in Duxbury, Mass., estimates that a knowledge worker — one whose job focuses on handling information — in the United States spends an average of 104 minutes each month in conference ca

lls. Such calls have become an orgy of multitasking, serving as a backdrop for a free-for-all of household chores, personal hygiene, online shopping and last-minute income tax filing

Mr. Reece asks his clients to use videoconferencing. He says there are always people who will resist, telling him their Internet connection is too weak, for example. Giving them the benefit of the doubt, he asks that they put up a still photo. “Even if you only get a photo, it’s more humanizing,” he said.

he could really prepare what he wanted to say. Introverts like Dyer tend to be more reflective and really think through their ideas or answers to questions, especially when it comes to learning, experts say.

Introversion has to do with the amount of stimulation an individual enjoys and thrives on," says Kasevich. "Introverts prefer much less stimulating environments than extroverts."

Among introverts, Kasevich says, "solitude is a catalyst for innovation."

His new book The Power of Habit explores the science behind why we do what we do — and how companies are now working to use our habit formations to sell and market products to us.

every habit starts with a psychological pattern called a "habit loop," which is a three-part process. First, there's a cue, or trigger,

third step, he says, is the reward: something that your brain likes that helps it remember the "habit loop" in the future.

Himmelman defines networking as exchanging information for mutual benefit. T

go-around of information exchange,

Himmelman defines coordination as exchanging information and altering activities for mutual benefit and for a common purpose.