Harold Jarche » A framework for social learning in the enterprise - 0 views
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shared by Enrique Rubio Royo on 28 Sep 10
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The social learning revolution has only just begun. Corporations that understand the value of knowledge sharing, teamwork, informal learning and joint problem solving are investing heavily in collaboration technology and are reaping the early rewards.
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Why is social learning important for today’s enterprise?
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All organizational value is created by teams and networks.
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Social learning is how groups work and share knowledge to become better practitioners. Organizations should focus on enabling practitioners to produce results by supporting learning through social networks
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Wirearchies inherently require trust, and trusted relationships are powerful allies in getting things done in organizations
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Communications without trust are just noise
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Think and act at a macro level (what to do) and leave the micro (how to do it) to each worker or team
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there are five types of learning that should be supported by the organization
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Implementing social learning
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ASL – Accidental & Serendipitous Learning: from Stocks to Flow
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Learning is conversation and online conversations are an essential component of online learning
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Online communication can be divided into Stocks (information that is archived and organized for reference and retrieval) and Flows (timely and engaging conversations between people, including voice or written communications). Blogs allow flow and micro-blogs, like Twitter, enable great flow due to the constraint of 140 characters
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Stock on the Internet is everywhere and the challenge is to make sense of it through flows of conversation. It is no longer enough to have the book, manual or information, but one must be able to use it in changing contexts
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Because of this connectivity, the Web is an environment more suited to just-in-time learning than the outdated course model
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We are working and learning in networks and the only thing a network can do is share
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PDL – Personal Directed Learning: from Clockwork & Predictable to Complexity & Surprising
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the orientation of learning is shifting from past (efficiency, best practice) to future (creative response, innovation)
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Work competencies will still need to be developed through practice and appropriate feedback (what training does well) but that practice will have to be directly relevant to the individual or group (group training is an area of immense potential growth)
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Developing emergent practices, a necessity when there are no best practices in our changing work environments, requires constant personal directed learning.
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In complex environments it no longer works to sit back and see what will happen. By the time we realize what’s happening, it will be too late to take action.
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GDL – Group Directed Learning: from Worker Centric to Team Centric
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the real work in organizations is done by groups
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Organizing our own learning is necessary for creative work.
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Developing social learning practices, like keeping a work journal, may be an effort at first but later it’s just part of the work process. Bloggers have learned how powerful a learning medium they have only after blogging for an extended period.
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IOL – Intra-Organizational Learning: from Subject Matter Experts to Subject Matter Networks
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Subject Matter Networks as a new way of finding organizational knowledge. Instead of looking for subject matter experts from which to design training, we should extend knowledge gathering to the entire network of subject-matter expertise.
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Good networks make for effective organizations.
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Networked communities are better structures in dealing with complexity,
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can help facilitate fast feedback loops without hierarchical intervention
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Collaborative groups are better at making decisions and getting things done.
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the emerging knowledge-intensive and creative workplace has these attributes
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FSL – Formal Structured Learning: from Curriculum to Competency
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There remains a need for training in the networked workplace but it must move away from a content delivery approach.
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With work and learning merging in the network, groups need to find ways that support each member’s learning, while engaged in tasks and projects
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Think of it as social ADDIE (analysis, design, development, implementation, evaluation) for the complex workplace.
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Our workplaces are becoming interconnected
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Reaction times and feedback loops have to get faster and more effective
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We need to know who to ask for advice right now but that requires a level of trust and trusted relationships take time to nurture
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Therefore, we need to share more of our work experiences in order to grow those trusted networks
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Knowledge workers today need to connect with others to co-solve problems. Sharing tacit knowledge through conversations is an essential component of knowledge work. Social media enable adaptation, and the development of emergent practices, through conversations.
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This is social learning and it is critical for networked organizational effectiveness
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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
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Individual training for job preparation requires a stable work environment, a luxury no one has any more.
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owever, when you look at the modern organization, it is moving to a model of constant change
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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.