Learning in the Social Workplace by @c4lpt
Jane Hart sets out to explore the following three questions in this insightful Slideshare presentation. If Social Business is not yet on your roadmap, and really by now it should be, this presentation will help you better understand what all the fuss is about and how you can make a start embedding learning into the social workplace.
- How individuals are using Social Media
- How organisations are using Social Technologies
- How frameworks are guiding new organisations approaches
Learning in the Social Workplace
One of my favourite quotes from the presentation can be found on page 23 and is by Paul Adams, Stop talking about social…
Social is not a feature. Social is not an application. Social is a deep human motivation that drives our behaviour almost every second we’re awake… The leading businesses are recognizing that the web is moving away from being centred around content, to being centred around people. That is the biggest social thunderstorm. and all of us are going to have to understand it to succeed. So stop talking about social as a distinct entity. Assume it in everything you do.
Key social learning resources: Part 10
This is the latest post from Jane Hart in her excellent series on Social Learning. Part 10 includes two presentation slide decks from Charles Jennings – Do you feel the need to manage learning? and Harold Jarche – Managing in a Networked World.
http://www.c4lpt.co.uk/blog/2011/11/07/key-social-learning-resources-part-10-sociallearning/
#learning #internet time alliance #devlearn #slideshare
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The Internet Time Alliance: Who are we?
Learn smarter, Work smarter, Think smarter…
Who we are
Internet Time Alliance is five can-do practitioners with more than a century of experience managing projects, designing interventions, improving service, increasing sales, and boosting profits.
Jon Husband and Paul Simbeck-Hampson are Associate members of Internet Time Alliance.
Background
Several years ago Jay realized that while he championed social learning in books and conferences, he did most of my work in solitary.
Jane Hart and Jay linked arms and were soon joined by Clark Quinn and Harold Jarche. Jane and Jay have known each other for years and think alike. Clark and Jay had founded the MetaLearning Lab seven years earlier and have met for lunch & beer and worked on things together ever since. The following year, Harold and Jay had offered online, open-source unworkshops that stretched from Tokyo to Tel Aviv. When Charles Jennings retired as CLO at Thomson Reuters, we immediately invited him to join us.
Principals.
Jay Cross champions informal learning, web 2.0, and systems thinking. His calling is to help business people improve their performance on the job and satisfaction in life. He is the author of Informal Learning: Rediscovering the Natural Pathways that Inspire Innovation and Performance. His insights and stories will expand your perspective and enliven your meetings.
Jane Hart is founder of the Centre for Learning and Performance Technologies, where she keeps track of existing and emerging technologies. Jane has recently implemented more than a dozen social learning environments in Europe – in universities, non-profit and profit making organisations.
Harold Jarche helps organizations make sense of the Web for community building, collaboration, professional development and communication. Harold is an independent consultant with 25 years of experience in the public and private sectors. Harold’s popular blog has provided a wealth of information for more than six years. He holds degrees from the Royal Military College of Canada and the University of New Brunswick.
Charles Jennings served as CLO of Reuters and Thomson Reuters for eight years, and knows organizational learning. He has deep experience in both the business and learning practitioner sides of planning and implementing world-class performance solutions for organizations.
Clark Quinn is recognized as a leading advocate of design that respects how people really learn, courtesy of a PhD in applied cognitive science at UCSD. A respected speaker and writer, he’s been responsible for numerous innovative designs that integrate learner, learning, and user experience into successful performance solutions.
Transforming Business: Social Media and Conversations
Clipped from:
Transforming Business: Social Media and Conversations
In a conversation with my ITA colleagues (we keep a Skype channel open and conversations emerge daily), we revisited the idea that there’s a higher perspective that needs to be highlighted: social media is a business engine, both internally and externally! Jane Hart’s been helping clients with social media marketing, and this has been an entree to talk about social media for working and learning.
The point here is that conversations are the engine of business. (I mean conversations in the broad sense of discussions, collaborations, partnerships, productive friction, and more.) We converse, therefore we work. Just as, internally, innovation, research, new products etc are the results of interaction, so to are the external aspects of business. Market research is listening to customers, branding is conversations about value propositions, negotiations with partners and suppliers, RFPs, it’s all communication. And, the Cluetrain Manifesto has let us know that with the internet and more open information, we can’t control the conversation, we have to be authentic and engage in open communication.
So if we move up a level, we recognize that both internally and externally, to succeed we need to facilitate conversations. We need a social media infrastructure that allows stakeholders internally and externally to negotiate mutual goals and collaborate to achieve them. The successful organization needs to fundamentally rewire itself into a wirearchy. He who communicates best, wins.
Communication is fundamental to human nature; we’ve developed the ability to accelerate our adaptation to the environment by communication. We’ve moved from evolution to invention. We interact, therefore we are. I’ve largely been focused on internal dialog, but it’s clear that from an executive perspective, you need to realize that communication is fundamental, and social media is another technology lever to move the earth. We’ve been doing it with the phone and email, but there are so many more powerful tools to augment those now. We moved from the buggy to the automobile, and we can (and should) move from email to a rich social media environment. If we want competitive advantage, at any rate. And you do, don’t you?
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