Charles Jennings

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70:20:10 - Beyond the Blend

Charles Jennings

Of course the ‘blending’ concept has been around for much longer than the past few years. University of Salford, UK. Work is becoming more complex.

From Courses to Campaigns : using the 70:20:10 approach

Charles Jennings

There are many reasons why this objective makes good sense. Secondly, we also know that context is vital for effective learning.

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70-20-10: Origin, Research, Purpose

Charles Jennings

This is a re-post of an article by Cal Wick of Fort Hill. The original is on the 70-20 Blog site. There are a few observations from me at the bottom.

Autonomy and Value in Social and Workplace Learning

Charles Jennings

My colleague Jane Hart recently shared the diagram below on her blog. 70:20:10 Model The 70:20:10 model is used to extend learning into the workflow.

Building a Culture of Continuous Learning

Charles Jennings

Most people get it. Classes, courses and curricula – structured learning events – don’t provide all the tools in the toolkit.

The Power of Reflection in an Ever-Changing World

Charles Jennings

(I wrote the original piece this article is based on for Training Industry Quarterly in Winter, 2012. Of course there are exceptions.

Embedding Learning in Work: The Benefits and Challenges

Charles Jennings

If people learn as part of the workflow then this learning is more likely to impact performance in a positive way. itashare

Learning is Behaviour Change: why is it often so hard to help it happen?

Charles Jennings

If you didn''t, your time would end soon -- a lot sooner than it had to. Could you change when change really mattered? Stop or Simply Avoid the Pain?

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The Best of Times, The Worst of Times: opportunities and challenges for the L&D profession

Charles Jennings

believe the L&D profession can take some lessons from both of these Charles Dickens stories, A Tale of Two Cities and A Christmas Carol. n(d)s?t/

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Workplace Learning: Adding, Embedding & Extracting

Charles Jennings

An example might be the creation of some workplace activities as part of, or immediately following, a leadership development programme.

70:20:10 – Above All Else It’s a Change Agent

Charles Jennings

“Progress is impossible without change; and those who cannot change their minds cannot change anything.” In other words, they’re rocket scientists.

What Does the Training Department Do When Training Doesn’t Work?

Charles Jennings

The global training industry is large and in growth again post-2008. So how well is all this money being spent? Speed and change dominate. n(d)-?set

JAY CROSS – Pushing the Envelope to the End

Charles Jennings

“It all boils down to learning, but not the sort of learning you experienced at school. No, this is learning as a life skill. So, farewell, Jay Cross.

It’s Only 65% !

Charles Jennings

The results of yet another 70:20:10 survey were published recently. It also got me thinking about approaches to organisational learning in general.

70:20:10 - A Framework for High Performance Development Practices

Charles Jennings

Over the past few years the 70:20:10 model for development has captured the imagination of organisations across the world. Why is this important?

Nothing Has Changed. Everything Has Changed.

Charles Jennings

A Revolution or a Slow Demise? I’ve recently read Clark Quinn’s excellent new ‘Revolutionize Learning & Development’ book. Used with permission.

The Only Person Who Behaves Sensibly Is My Tailor

Charles Jennings

“The only person who behaves sensibly is my tailor. He takes new measurements every time he sees me. All the rest go on with their old measurements.”

Managing Learning?

Charles Jennings

Donald Taylor recently published an article titled ‘ What does ‘LMS’ mean today ?’. In it Donald posited something I’ve been advocating for years.

PKM 84

In a Complex World, Continuous Learning and Simple Truths Prevail

Charles Jennings

The book ‘The Big Short: Inside the Doomsday Machine’ is Michael Lewis’ marvellous account of the idiocy and greed that led to the sub-prime bubble and the resulting global financial crisis.

70:20:10 Primer

Charles Jennings

I have often been asked to explain the fundamentals of 70:20:10 as a strategic framework quickly and simply. Primer What is 70:20:10? Why the Numbers?

MANAGERS AND MAD HATTERS: WORK THAT STRETCHES

Charles Jennings

This is the third and final of three posts adapted from articles I’ve written for Inside Learning Technologies & Skills magazine. It was published and distributed in the magazine for the Learning Technologies Conference and Exhibition in London 25-26 January 2012. It's a poor sort of memory that only works backwards,” says the White Queen to Alice.

The Power of Conversations

Charles Jennings

“we tell ourselves stories in order to live” Haruki Murakami Jerome Bruner (1915- ) is one of the greatest educational psychologists the world has ever produced. He has spent his long lifetime studying learning and the human mind.

Social & Workplace Learning through the 70:20:10 Lens

Charles Jennings

There have been millions of words written and spoken about ‘informal’ and social learning over the past few years. Actually, the

When Learning is the Work: Approaches for supporting learning in the workplace

Charles Jennings

Two weeks ago I ran a webinar under this title for Citrix. At the start I posed the question “when you think about one great learning experience you’ve had, can you remember where it occurred? The response from this group

Language Learning - an Exemplar of the 70:20:10 Approach?

Charles Jennings

Humans are an incredibly inquisitive and extremely social species. These also drive our learning patterns. We are all life-long learners. Petr Ruzick.

PKM 17

Through the 70:20:10 Looking Glass

Charles Jennings

This is the second of three posts adapted from articles written for Inside Learning Technologies & Skills magazine. The original has been published here. The third article will be posted here a little while after it has been published in the magazine for the Learning Technologies Conference and Exhibition in London 26-27 January 2012. In the first

Learning in Wonderland: the untapped potential of workplace learning

Charles Jennings

This is the first of three posts adapted from articles I have written for Inside Learning Technologies & Skills magazine. This article appeared in November 2011.  The second and third articles will be posted here a little while after they have been published in the magazine. I’ve taken Lewis Carroll’s ‘Alice in Wonderland’ as a theme for the series.

Why the Real Power of eLearning is Social

Charles Jennings

This post was prompted by a webinar I gave on behalf of Citrix/GoToWebinar on 6th July 2011 and originally posted as a guest post on the Learning Pool blog. I’ve made a few changes to it here. Looking Back eLearning has been with us in one form or another for at least the past 50 years, maybe longer.

Compliance Training: does it really work?

Charles Jennings

Until relatively recently I’d always bought into the argument that organising regulatory and compliance training is one of the important and necessary tasks for an L&D department. Every organisation has compliance and regulatory requirements it needs to meet. In highly regulated industries even more so.

Re-thinking Workplace Learning: extracting rather than adding

Charles Jennings

By almost any standards the sample in this study was large – 8,500 cases drawn from 14 organisations across six industries in nine countries. itashar

The Need to Adapt to the Speed of Change or Die: lessons for L&D from the retail industry

Charles Jennings

Yesterday another great British institution slid into the history books. Composer Edwin Elgar took part in the opening ceremony. think there are.

The #Blimage Challenge

Charles Jennings

For a bit of fun this afternoon my colleague Jane Hart set a few of us a #Blimage challenge. Just make sure the images aren’t too rude. Watch out.

Lost in Translation:

Charles Jennings

Why Learning Professionals Need to Learn to Speak their Stakeholders’ Language The language we use is important. There’s no doubt about that. Human cultural development owes a great deal to our ability to communicate complex thoughts and be clearly understood by others so they can take actions.

Who Needs Training, Again?

Charles Jennings

At some point in time I am sure we’ve all found ourselves with an answer staring us in the face, but we just haven’t managed to see it yet. Most of us know there are

Real learning – let’s not confuse it with completing templated exercises

Charles Jennings

I read a piece written by Kate Graham of e2train on Thursday and it started me thinking about the ‘real learning versus managed learning’ debate.

Inaugural Jay Cross Memorial Award

Charles Jennings

Reposted from the Internet Time Alliance website. They share their work in public and often challenge conventional wisdom. It’s wider than that.

21st Century L&D Skills

Charles Jennings

I was recently involved in a discussion about 21st Century learning skills in one of the LinkedIn Groups. So, what’s changed? Then two things happened.

When it's just so obvious NOT to train it's painful to watch it happen

Charles Jennings

Some managers and L&D people just don’t seem to get it. You might as well throw the money spent on these activities out the window. Bingo!

The Driving Test: the canary in the mine for formal training?

Charles Jennings

The first chapter of ‘ 70:20:10 towards 100% performance’ (the recent book by Arets, Jennings & Heijnen) is titled ‘the training bubble’. billion).

Sleepwalkers – the emerging landscape of organisational learning

Charles Jennings

Arthur Koestler’s masterpiece ‘The Sleepwalkers: A History of Man’s Changing Vision of the Universe’ is a book that I have re-read every 10 years or so, and have regularly given to young people – usually for 18th or 21st birthdays – in the probably mistaken belief that it will help them understand their world a little better.

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