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现在我们将这个挑战留给诸位。 有什么办法可以让TED走进中国的小学，中学和大学的课堂？有什么办法可以让TED走进跨国公司，国营企业和民营企业的会议室？有什么办法可以让TED走进酒吧，咖啡馆和茶楼？有什么办法可以让TED走进电影院，图书馆和博物馆？……

早前Boingboing上提到过一个TEDtalk的大学校园版，由加拿大英属哥伦比亚大学的学生策划组织，发动学校里的师生参与演讲。那么，我们何时会看到大陆的学生朋友自发举办类似的活动呢？

盲点来自理所当然。

昨晚在图书馆看到了芝加哥大学出版的 Great Books 丛书（主编是Mortimer Adler），那是一个通识教育的丛书，收录了西方上至苏格拉底下至海德格尔的几十位大家的经典著作，丛书的开首有两卷专门分不同的主题来介绍书中收录的文本，读到那里的时候，我想起了TED。 TED的一些演讲其实可以在一些课程的引论课中使用，而由于TED涵盖的知识范围非常广，因而也使得TED走进课堂有了可能。Great Books系列是古人的大智慧之汇集，而TED则可谓今人大智慧之汇集，若能把此二者相结合，也许可以结出美丽的果实。 以下几个文章供大家参考： 台湾东吴大学經典領域選讀經驗分享： http://www.scu.edu.tw/generaledu/newenews/lecture01_xhtml.html 维基百科上关于 Great Books的简介：http://en.wikipedia.org/wiki/Great_books 感兴趣的话还可以读一读《纽约时报》的这个报道： http://www.nytimes.com/2008/11/16/books/review/Campbell-t.html

This pattern of behavior (and availability of technology), of course, has been further enhanced by the availability of social networking, which led us to the fourth phase shown above.  Today’s employee has access to formal training, overwhelming amounts of other information, and actual human beings online.  Adding this all together, the corporate learning landscape has undergone a dramatic change.  Now, when someone needs to “learn” something, we must consider the various ways they can gain these skills or information:  they can go to a class, they can take an online course, they can look up support information on the web, they can read a book, or they can find someone who knows what to do and get help.  And we, as L&D professionals, must “formalize” this informal learning environment and make sure we align our investments toward talent management and the needs to build deep levels of skill.

This shift has created tremendous challenges for the corporate training department.  Our research shows that 68% of knowledge workers now feel that their biggest learning problem is an “overwhelming volume of information.”   This information exists in many formats, it is often out of date, and they are not sure how to find what they need.  In some sense the need for “formal” training is greater than ever (you can make sure you get the right information presented in the right way).  Yet in fact, now corporate training professionals must grapple with a whole new set of issues:  how do I create a complete “learning environment” (not a learning program) which supports this new world of formal and informal learning?

And the shift has impacted our profession as well.  Our research members now tell us that the biggest help they need is not in developing new content, but rather building the organizational learning culture and understanding the new skills and disciplines they need to be effective.

As you can see, the framework is multi-faceted.   If you would like to walk through it in detail, I encourage you to read our in-depth whitepaper.  Briefly, the framework has six main areas:   Learning Programs (the solution-oriented training solutions you deliver), Audiences and Problems (a clear segmentation of your audiences and their specific needs), Learning Approaches (the four ways in which learning solutions are developed and delivered), Learning Disciplines (the things you as an L&D professional must now know to stay current in this area), Tools & Technology (the vast array of technology you can rely on to build and deliver these solutions),  and Learning Culture (the underlying business processes, management processes, and talent management programs which support enterprise learning).

不错，我们需要从“未来是湿的”角度理解作者所讲的社会性软件和社会性网络。这是我们的诠释，我们的概念，我们要借他人之酒浇我们心中之块垒。原因无他，中国社会太干巴巴的了，需要加湿。

互联网，就是中国的加湿器，未来的加湿器。