OK, so here’s the deal – if learning is work and work is learning, why is organizational learning controlled by a learning management systems (LMS) that isn’t connected to the work being done in the enterprise? Learning is no longer what you do before you go to work, never having to learn anything else in order to do your job. MORE >>

Personal Knowledge Management: A way to deal with ever-increasing digital information. Requires an open attitude to learning and finding new things (I Seek). Develops processes of filing, classifying and annotating for later retrieval. Uses open systems that enable sharing. Aids in observing, thinking and using information & knowledge (I Sense). MORE >>

Tweet Curtis Ogden at The Interaction Institute provides a very good summary of the differences between network-centric and hierarchy-centric thinking, called Network Thinking : Adaptability instead of control. Emergence instead of predictability. Resilience and redundancy instead of rock stardom. Contributions before credentials. ” 5. MORE >>

Note: This is a revised HTML version of previous PDF’s posted on the site , which should make it easier for sharing. We may learn on our own but usually not by ourselves. People learn socially. One is internally focused, as in “How do I learn this?” and the other is external, as in “Who can help me learn this?”. Categorize. Make Explicit. MORE >>

Here’s an elevator pitch , in 10 parts, for social learning , which is what really makes social business work. The increasing complexity of our work is a result of our global interconnectedness. Today, simple work is being automated (e.g. bank tellers). Complicated work (e.g. accounting) is getting outsourced. MORE >>