The five informal learning methods described in yesterday’s post on Learning in the Workplace have one thing in common. To compensate for its complicated processes, the enterprise attempts to shift to another paradigm, and tries to become a learning organization, putting significant effort into training. MORE >>

The bank has a central online learning portal where employees can take “courses”, particularly compliance training. Developing all of this compliance training must account for a significant amount of revenue for the e-learning industry (anyone have figures on this?). Informal LearningWikipedia. MORE >>

Prescribing training for all organizational learning is like handing out band-aids without a diagnosis. This becomes evident when ~80% of learning on the job is informal and less than 10% of the knowledge needed for work is in our heads. Organizational learning. Almost all value is created by teams and networks of people. MORE >>

To compensate for its complicated processes, the enterprise attempts to shift to another paradigm, and tries to become a learning organization, putting significant effort into training. Complexity and the new Enterprise. There is growing complexity both inside and outside the organization. Complexity. Value Networks. MORE >>

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? In the 21st century networked economy, learning and working are becoming one. MORE >>