Skip to main content

Home/ WomensLearningStudio/ Group items tagged workplace

Rss Feed Group items tagged

Doris Reeves-Lipscomb

4 Models of Social Workplace Learning | Learning in the Social Workplace - 0 views

  •  
    In June 2014, Jane Hart updated her social workplace learning chart with roles and activities, resulting in four social workplace learning models: Directed social learning model (what we did as facilitators to ensure that people participate and stay on track); Guided social learning model (guiding to encourage and support the conversation rather than enforce it) Continuous social learning model (championing the ongoing sharing of knowledge and expertise, encourage learning out loud, working out loud, collaborative working) Independent social learning model (advising individuals to develop the new skills to manage their own learning networks and bring insight/feedback into the organization)
Doris Reeves-Lipscomb

The Connected Workplace | Harold Jarche - 0 views

  •  
    blog by Harold Jarche on the Connected Workplace, 4.15.2013 Excerpts: "Implicit knowledge is best developed through conversations and social relationships. It requires trust before people willingly share their know-how. Social networks can enable better and faster knowledge feedback for people who trust each and share their knowledge. But hierarchies and work control structures constrain conversations. Few people want to share their ignorance with the boss who controls their paycheck. But if we agree that complex and creative work are where long-term business value lies, then learning amongst ourselves is the real work in organizations today. In this emerging network era, social learning is how work gets done." ..."Personal knowledge management (PKM) skills can help to make sense of, and learn from, the constant stream of information that workers encounter from social channels both inside and outside the organization." ..."Collaboration skills can help workers to share knowledge so that people work and learn cooperatively in teams, communities of practice, and social networks." ..."Leaders need to understand the importance of organizational architecture. Working smarter in the future workplace starts by organizing to embrace networks, manage complexity, and build trust."
Doris Reeves-Lipscomb

The Modern Workplace Learning Landscape: it's more than telling people what to learn | ... - 0 views

  •  
    Wonderful summary blog post by Jane Hart on learning in the workplace evolution and how our roles have changed from trainers to learning guides to workplace learning advisor, October 26, 2014.
Doris Reeves-Lipscomb

5 Keys of Dealing with Workplace Conflict - 0 views

  • 2 major causes of conflict:
  • lack of information, poor information, no information, or misinformation.
  • Emotions: Another common mistake made in workplace communications which leads to conflict is letting emotions drive decisions.
  • ...5 more annotations...
  • 1. Define Acceptable Behavior:
  • 2. Hit Conflict Head-on:
  • 3. Understanding the WIIFM Factor:
  • 4. The Importance Factor:
  • 5. View Conflict as Opportunity:
  •  
    article by Mike Myatt on five Keys of Dealing with Workplace conflict, 2/22/12.
Doris Reeves-Lipscomb

New CompTIA Study Offers Insight into How Millennials May Change the Workplace - 1 views

  • “Like the Baby Boomers and Gen Xers that preceded them, Millennials have strong preferences and priorities on what they think the workplace should look like,” said Seth Robinson, senior director, technology analysis, CompTIA. “It will be interesting to see if these preferences become the norm as more millennials enter senior leadership positions; or if millennials change their views as they take on greater responsibilities to clients, communities, employees and shareholders.”
  • rkplace Flexibility
  • Social Media
  • ...2 more annotations...
  • Tech Status
  • When it comes to their comfort level and ability to use technology 70 percent of Millennials label themselves as “cutting edge” or “upper tier.” For Gen X workers, the corresponding figure is 55 percent, and for Baby Boomers, 30 percent. 
  •  
    summary of main findings from just released CompTIA study on millennials' expectations of technology, telecommuting in the workplace, etc. 
Doris Reeves-Lipscomb

Sisterhood Is Not Enough: Why Workplace Equality Needs Men, Too - The New York Times - 0 views

  •  
    Preoccupations feature by Peggy Klaus, August 14, 2016, speaks to whether women-only conferences, corporate workshops, and networking soirees (single-sex type events) enable women to move up in the workplace. May be an overreliance in some corporations.
Doris Reeves-Lipscomb

Digital Skills Help Narrow the Workplace Gender Gap, Accenture Research Finds | Accentu... - 0 views

  • And digital fluency, the extent to which people embrace and use digital technologies to become more knowledgeable, connected and effective, plays a key role in helping women achieve gender equality and level the playing field.
  • A new research report from Accenture (NYSE:ACN), Getting to Equal: How Digital is Helping Close the Gender Gap at Work, provides empirical proof that women are using digital skills to gain an edge in preparing for work, finding work and advancing at work. 
  • “This is a powerful message for all women and girls. Continuously developing and growing your ability to use digital technologies, both at home and in the workplace, has a clear and positive effect at every stage of your career.  And it provides a distinct advantage, as businesses and governments seek to fill the jobs that support today’s growing economy.”
  • ...2 more annotations...
  • the extent to which people are using digital technologies in their personal and home life, as well as in their education and work. T
  • Digital technologies include virtual coursework, digital collaboration tools (webcams, instant messaging), social media platforms and use of digital devices, such as smart phones.
  •  
    press release on Accenture study looking at how digitally savvy women are helping to close the gender gap in the workplace, March 3, 2016. 
Doris Reeves-Lipscomb

20 ideas to modernize workplace learning | Modern Workplace Learning - 0 views

  •  
    An amazing slideshare presentation by Jane Hart on 20 small steps to take to modernize workplace learning, JUne 2014 with links to 6 key features of the way we now learn. Can purchase resources behind slideshare for 20 euros.
Doris Reeves-Lipscomb

Improve Workplace Learning From A to Z - e-Learning Feeds - 0 views

  •  
    very nice infograph on workplace learning
Doris Reeves-Lipscomb

The Web is my Workplace (and Learnplace) | Learning in the Modern Workplace - 0 views

  • Skype to talk on a regular basis with my close Internet Time Alliance colleagues (Jay Cross, Charles Jennings, Harold Jarche and Clark Quinn) and I mainly use Twitter to connect with my extended set of colleagues around the world. This is the way I find out what they are up to, ask them questions, share ideas and brainstorm with them. (This is my equivalent of going to meetings and having coffee breaks or watercooler conversations, etc.)
  • t is true, that in some organizations it will require (organisational and individual) mindset changes to appreciate that workplace learning today is more than just training. In particular, managers will need to recognize the value of this form of continuous learning, and that they will need to provide time to do it, and indeed measure its success in other ways than through training attendance or online course completion.
  •  
    great blog post by Jane on working independently but learning interdependently via the web/internet.
Doris Reeves-Lipscomb

Win at Workplace Conflict - HBR - 0 views

  • 1. Stay focused on the most essential objectives.
  • 2. Don’t fight over things that don’t matter.
  • 3. Build an empathetic understanding of others’ points of view.
  • ...2 more annotations...
  • 4. Adhere to the old adage: keep your friends close, and your enemies closer.
  • 5. Use humor to defuse difficult situations.
  •  
    five points on managing workplace conflict, Jeffrey Pfeffer, May 29, 2014.
Lisa Levinson

What Happens When Millennials Run the Workplace? - The New York Times - 0 views

  •  
    From the NYT March 19, 2016 Behaviors of millennials in the workplace: social sharing of everything is the norm, they have to be inspired to work, they text people sitting next to them rather than talk directly, and have no boundaries between work and personal life.
Doris Reeves-Lipscomb

5 Factors driving Modern Workplace Learning - Modern Workplace Learning Magazine - 0 views

  • 5 – THE EMERGING GIG ECONOMY The emerging Gig Economy means that there is no longer such a thing a job for life.-  in fact, for most individuals this means they are going to have a life of jobs. One estimate is that current students will have more than 10 jobs by the time they are 38. Companies are also going to be seeing a growing contingent workforce (made up of freelancers, independent professionals and temporary contract workers). Research from Ernst and Young shows that two in five organisations expect to increase their use of the contingent workforce by 2020. This means that people are going to be recruited WITH the skills to do a job; not recruited AND THEN trained to do the job. So if employees want to stay in a company they will therefore need to keep their skills up to date themselves. But in fact, supporting individuals to do just this will actually be beneficial to the organisation as it will reduce the costs of recruitment, So this means helping individuals organize and manage their own professional self-development inline with organizational objectives to achieve a  new level of performance.
  •  
    great article on 5 drivers changing modern workplace learning
Doris Reeves-Lipscomb

It's not about knowledge transfer | Harold Jarche - 0 views

  •  
    Blog by Harold Jarche, April 30, 2012. This excerpt IMO justifies why women (and everyone else!) needs to know how to work in social networks to learn and to help others learn and apply their "capacity for action" in their workplaces and elsewhere. They can transform their workplaces through enriched learning practices. They may not have the HR title but they can still role model organizational learning on a small scale at least. Excerpt: "Individual learning in organizations is irrelevant, as work is almost never done by one person alone. Knowledge, Senge said, is the capacity for effective action (know how) and it is the only aspect of knowledge that really matters in business and life. Value is created by teams and mostly by networks of people. While learning may be generated in teams, this type of knowledge comes and goes. Learning really spreads through social networks." Excerpt: It shows that the company never gave any thought to organizational learning. ■Are employees narrating their work in a transparent environment? ■Does the daily routine support social learning? ■Is time made available for reflection and sharing stories? "Narrating their work in a transparent environment," "support social learning," and "reflection" are all linked to other resources.
Doris Reeves-Lipscomb

Leaning into Discomfort: Social Sector Leadership in the 21st Century - NPQ - Nonprofit... - 0 views

  •  
    Article on Leaning into Discomfort: Social Sector Leadership inthe 21st Century, NPQ (Nonprofit Quarterly), May 7, 2012 Excerpt from interview with Nancy Northup, Center for Reproductive Rights: ""In fact, leaning into discomfort, I think, is critical, to make sure that what we are doing-both externally, as we work to establish reproductive rights around the world, and internally, at the organization level-is bold enough. The organization had better be feeling discomfort if it's leaning into new strategies and ways of working. "You have always to ask, Am I pushing for the change that's really needed? On all of those levels, you have to continually refresh and check and make sure that you're getting the most power for the mission by being as uncomfortable as possible. Because change is hard, and the reason why you have to look at all those different levels-yourself, your organization, and then the world-is that if you're not willing to hold the tension of change as an organization, how can you begin to understand what you have to risk and what others have to risk to make change happen in the world?"" Excerpt from interview with Ai-jen Poo, National Domestic Workers Alliance: As Poo observed, "Domestic workers work in isolated workplaces. They don't have any job security whatsoever, and there are no labor standards or protections, except-for now-in New York, because of us. But really, there's nothing mediating the relationship between a worker and an employer-your workplace is somebody else's so-called castle. It already takes a lot of courage to assert your rights and dignity, and to make sure that you get paid on time, and to make sure that you can get home on time to your own children. And all of these challenges that are just day-to-day challenges of living in that environment already demonstrate a tremendous amount of day-to-day courage." Excerpt from interview with George Goehl, National People's Action
Doris Reeves-Lipscomb

Traditions in adult and workplace learning - List | Diigo - 0 views

  •  
    Excellent list of Diigo linked resources assembled by Elyse Eidman-Aadahl on traditions in adult and workplace learning. Has implications for how we structure the learning processes/places for WLS.
Doris Reeves-Lipscomb

Connected leadership is not the status quo | Harold Jarche - 0 views

  •  
    Jarche's post on connected leadership, November 14, 2013. Gives us rationale for leadership online emphasis. "Those in positions of leadership have to find ways to nurture creativity and critical thinking. The connected workplace is all about understanding networks, modelling networked learning, and strengthening networks. In networks, anyone can show leadership, not just those appointed by management." Second excerpt: "leadership will be seen for what it is - an emergent property of a network in balance and not some special property available to only the select few. This requires leadership from everyone - an aggressively intelligent and engaged workforce, learning with each other. In the connected workplace, it is a significant disadvantage to not actively participate in social learning networks. Leadership in networks does not come from above, as there is no top."
Doris Reeves-Lipscomb

Small changes to make a big difference and modernise workplace learning « Lea... - 0 views

  •  
    Unusually good assessment IMO by Jane Hart of how modern learning differs from traditional training practices, 4/28/2014. She identifies six key features: autonomy small and short continuous on demand social anywhere, anytime, on any device Are these features then the new standards for learning concierges, learning coaches, learning stewards and facilitators? As well as for the learners themselves?
Doris Reeves-Lipscomb

Elance Annual Impact Report 2013 - 0 views

  •  
    Our Vision -- One day 1 in 2 people will work online. Millions of businesses and freelancers will work through the workplace with the best selection of talent, jobs and tools. Elance will be that workplace. Connecting the world through work
Doris Reeves-Lipscomb

Build an Enterprise Learning Network in your Enterprise Social Network and in... - 0 views

  •  
    Interesting blog post by Jane Hart on building an enterprise learning network within an enterprise social network. Is the WLS going to be an enterprise learning network? Perhaps not in the usual sense of an organization with employees comprising a workforce. But perhaps it can use some of the same techniques advocated by Hart below: Under Part Two 1. new social approaches to training and online learning--backchannel learning, online social workshops ("participants with a lot of autonomy, so that they participate in the ways that they feel more comfortable and best suits them..." ); tiny training aka microlearning--short bursts of learning ten minutes long... 2. Innovative Learning Initiatives--social onboarding, social mentoring 3. Continuous series of learning activities and events 10 minutes a day - provide a daily link to a place where individuals can spend just 10 minutes learning something new. Note: 10 minutes a day, each weekday adds up to around 6 days of training in a year! Live chats - run regular live Twitter-like live chat sessions on different topics. They might just take place over 1 hour or be a longer all-day event that people can join in at any time. Hot seats - put one of your people (e.g. CEO or a leading expert) in the hot seat for a period of time, and encourage employees to ask them questions. Book club - organise a monthly time for conversation around a book of interest. Lunch'n'Learns - ask someone to lead a short informal session on a topic of interest to them. This might be purely conversational or involve a web meeting or face-to-face meeting, with the ELN used as a backchannel. 4 - SUPPORT OTHER PEOPLE-BASED LEARNING SERVICES Your ESN provides the opportunity to set up and support other learning activities in private group spaces. A Learning Help Desk service (aka Learning Concierge service) which provides an advice centre for ad hoc learning and performance problems. - See more at:
1 - 20 of 120 Next › Last »
Showing 20 items per page