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小石 -

Modernize Corporate Training: The Enterprise Learning Framework | - 0 views

  • In the mid 1990s we entered what I call the “blended and informal learning” era.  Organizations realized that “e-learning” was not as all-powerful as we once imagined, and the concepts of blended learning began.   Many companies actually “reopened” and “reinvested” in their classroom programs again.  I wrote The Blended Learning Book in 2004 and it continues to be highly relevant today.   As organizations adopted more and more blended learning concepts and the internet became more widely available, we realized that the many of original concepts of e-learning (replacing instructor led training) were incorrect:  what we really needed to do was create a “new” learning experience on the web, one which included both formal (structured) programs as well as a wide variety of informal (unstructured) forms of content.  
  • Google, of course, forced this evolution upon us.  Employees and young workers, used to “googling” any problem they wanted to solve, no longer wanted to sit through long, formal online programs unless they were very entertaining.  Today, in fact, according to Basex research published in May of this year, 28% of all employee work is wasted by people multi-tasking between email, google, and various other forms of “informal learning.”  The same research also found that the average employee visits 45 websites every day!
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  • 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).
小石 -

社交网站改变阅读 - FT中文网 - FTChinese.com - 0 views

  • 就在一年前,米勒每天的生活还是从登陆雅虎(Yahoo)网站首页、点击网站编辑挑选的主要新闻报道的相关链接开始。而如今,米勒一天的生活从主要的社交网站Twitter和Facebook开始——他在上面浏览朋友和熟人推荐的文章和视频。
  • 米勒表示:“你认识的人,会选择你更感兴趣的东西。”
  • 由于网址链接在多个平台上共享,所以难以精确统计出通过社交网站共享信息的上升数量。同时,网址缩写等新型服务,使得网络流量监控变得更为复苏。网址缩写服务将通常的URL(即网址)链接——可能多至数百个字符——截短,从而降低了复制或粘贴的难度。
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  • 《纽约时报》(New York Times)社交媒体编辑珍妮弗•普雷斯顿 (Jennifer Preston)表示:“我们需要出现在人们谈论和使用我们的内容的地方。那种认为读者会在你的网站上阅读所有内容,并且只能来你这里的想法已相当过时。”
  • 对于一直在寻求扩大其受众范围的媒体公司而言,这是一项潜在的益处。大多数主要内容网站的在线读者数量都在上升。Harper's杂志编辑比尔•瓦希克(Bill Wasik)表示:“媒体机构迅速回应,以适应共享信息的人们的需求。大型机构在这方面做得很好。”瓦希克著有《病毒文化中的生与死》(And Then There's This: How Stories Live and Die in Viral Culture)一书。
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小石 -

DIGITAL YOUTH RESEARCH | Kids' Informal Learning with Digital Media - 0 views

  •  
    isaac: 为了孩子,就去读读Mimi Ito 带领的青少年互联网研究吧
xiuli zhuang

Web 2.0 Summit 2009 - Co-produced by TechWeb & O'Reilly Conferences, October 20 - 22, 2... - 0 views

  • Web to work—its technologies, its business models, and perhaps most importantly, its philosophies of openness, collective intelligence, and transparency.
  • Last year we focused on where the Web met the world. This year, the Web is the world.
  • how the world is putting the Web to work to make business more efficient, culture more vibrant, and society more tolerant.
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