Clark Quinn

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The Human-Centered Organization

Clark Quinn

While I want L&D to lead the way (as those are the folks I know), it’s really about leading the way to an organization that’s aligned with  us , with people. The point being, as we reorganize work to tap into the best of us, we’re creating organizations that are humane in a very specific, and hopefully deep, sense.

The new shape of organizations?

Clark Quinn

As I read more about how to create organizations that are resilient and adaptable, there’s an interesting emergent characteristic. While I haven’t had a chance to think about it at scale, like how it would manifest in a large organization, it certainly bears some strengths. What say you? itashare. social strategy

Organizational Learning Engineering

Clark Quinn

We see practices that don’t make sense, and we’re not aligned with what we now know about how we think, work, and learn. Let’s go!

What’s Your Learning Tool Stack?

Clark Quinn

Seriously, this is important, as the tools we use and provide through the organization impact the effectiveness with which people can work.

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Learning Through the Wild

Clark Quinn

Making time for reflection is a component of a learning organization, and getting support in context or having time away from context both are parts.

‘Form’ing learning

Clark Quinn

Last week I ran a workshop for an online university that is working to improve it’s learning design. Substantially. They’re ramping up their staff abilities, and we’d talked about how I could help. They have ‘content’, but wanted to improve the learning design around this. Then we moved on to more hands-on work. desig

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Two separate systems?

Clark Quinn

This is what led to our Coherent Organization model. And their communities are communicating both within, and outside of, the organization.

Building Stronger Organizations

Clark Quinn

A recent Ross Dawson blog post included a mention of building flexibility: “the more flexible the organization, the more able it is to succeed&#.  Along the lines of the biomimicry field, Eileen was inspired by her scientist husband’s work on organisms that live in extreme conditions of heat, salt, cold, and more.

Coherent Implications

Clark Quinn

And right now I’m working with the Coherent Organization model and looking at the implications for decisions. strategy social

Working and learning out loud

Clark Quinn

I’ve been thinking about some of the talk around the Future of Work, and in addition to the free flow of information I recently posted about from the Coherent Organization, I think working out loud is another component. And there are two dimensions: within the organization, and outside the organization. strategy social

A richer suite of support

Clark Quinn

While it’s easy to talk about how we need to support the transition from novice to expert, it might help to be a little more detailed. Can you?

Ambiguity Denial Syndrome?

Clark Quinn

And our learning designs, and organization designs, and our cultures, need to recognize this. And yet, in so many ways, they don’t.

Content isn’t a silo

Clark Quinn

Our silos are breaking down. And, to suit my campaign, I looked for others. The web, too, is a channel for many activities. strategy technology

The wrong basis

Clark Quinn

Of late, I’ve been talking about the approach organizations take to learning.  It’s come up in presentations on learning design, measurement, and learning technology strategy. And the point is simple: we’re not using the right basis. identifying the root cause. mapping back to an intervention design. Please? design strateg

The Quinnovation eLearning Process Survey

Clark Quinn

In the interests of understanding where the market is, I’m looking to benchmark where organizations are. Please feel free to respond and circulate to those you know in other organizations (but try to only have one person from your org fill it out). So here we are.  . welcome your comments or questions as well. Thanks!

70:20:10 furor

Clark Quinn

Organizations are using it (and not just L&D) to take more appropriate solutions.  It’s even been documented down to the nth degree in a newly released book. I have to admit that I’m continually flummoxed by those who rail against the 70:20:10 model. And there’s been quite some vehement opposition. Really? Really.

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Socially Acceptable

Clark Quinn

This is only a start, but I reckon if those don’t make the case that you should be taking a serious look at incorporating social business into your organization. I was talking with my ITA colleagues, and we were discussing the state of awareness of social learning. So I thought I’d take another shot at it. social strategy

Metacognitive Activity?

Clark Quinn

So, as another outcome of the xAPI base camp a few weeks back, I was wondering about tracking not only learning , but meta-learning.

Aligning with us

Clark Quinn

One of the realizations I had in writing the Revolutionize L&D book was how badly we’re out of synch with our brains.

eLearning Process Survey results!

Clark Quinn

So, a few weeks ago I ran a survey asking about elearning processes*, and it’s time to look at the results (I’ve closed it).

Detailing the Coherent Organization

Clark Quinn

However, I want to take it further. Within each were separate elements. As I did so, some commonalities emerged. itashare. social strategy

Moving forward

Clark Quinn

Different organizations will have different starting situations, and contexts, that will mean a different approach will make sense for them. So, I was chided that my last post was not helpful in moving people forward, as I was essentially being derogatory to those who weren’t applying the new understandings. It’s not easy.

Why Work Out Loud? (for #wolweek)

Clark Quinn

If you’re in a Miranda organization, where anything you say can be held against you, it may not be safe to share.  If your employer will take what you know and then let you go (without realizing, of course, there’s more there), it’s not safe. Not all organizations are ready for sharing you work. You could be wrong.

Social Training?

Clark Quinn

Harold riffs off of Jane’s post, and points out that shifting an organization to a more social way of working takes management’s commitment and work from both above and below.  He lists a number of activities he’s engaged in to try to develop success in several initiatives. And, of course, they’ve posted about it.

L&D Value

Clark Quinn

If they went further, and were also facilitating the ability for the organization to continually innovate – fostering communication and collaboration via tools, practices, and culture – they’d be key to getting people to provide their best. ” Are these ideas incommensurate?  Or is there a reconciliation? Together.

Learning by experimenting

Clark Quinn

In some recent work, an organization is looking to find a way to learn fast enough to cope with the increasing changes we’re seeing.  Or, better yet, learn  ahead of the curve. In the model of a learning organization, experimentation is clearly listed as a component of concrete learning processes and practices.

Heading in the right direction

Clark Quinn

Most of our educational approaches – K12, Higher Ed, and organizational – are fundamentally wrong. What I see in schools, classrooms, and corporations are information presentation and knowledge testing. Which isn’t bad in and of itself, except that it won’t lead to new abilities to  do ! And this bothers me.

Reading List additions

Clark Quinn

For the Revolution Reading List, I  strongly encourage you to read Amy Edmondson’s  Teaming , it’s a great review of the needed changes for organizations to embrace innovation.  My eLearn Mag review is here. I’ve been reading a few other books, and have written up some book reviews on two of them.

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Vale Jay Cross

Clark Quinn

It’s too soon, so it’s hard to write this. My friend and colleague, Jay Cross, passed away suddenly and unexpectedly. He was influential.

Laura Overton #learnatworkau Plenary Mindmap

Clark Quinn

Laura used Towards Maturity data to provide insight into how leading L&D organizations are making their way

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Aligning

Clark Quinn

I’m realizing that a major theme of my work and the revolution is that what we do in organizations, and what we do as L&D practitioners, is not aligned with how we think, work, and learn. And to that extent, we’re doomed to failure. We can, and need to, do better. Let’s start with thinking. Particularly rote information.

Beyond Consulting

Clark Quinn

I was at a retreat this weekend, consorting with colleagues. And I paid attention to his recommendations. Creative, yet practical solutions. Reliably.

2015 top 10 tools for learning

Clark Quinn

Microsoft Word: My writing tool for longer posts, articles, and of course books, and writing is a powerful force for organizing my thoughts, and a great way to share them and get feedback. 99.99% of the time) provides me with links that give me the answer i need. Twitter: I am pointed to many amazing and interesting things via Twitter.

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Moving forward

Clark Quinn

I’ve argued before that there’s a pretty clear path forward for organizations. This takes a new approach from the organization. The necessity to become agile means that the old ‘command and control’ approach won’t cut it any longer. Certain elements are required. This happens both within teams and beyond.

Culture Before Strategy

Clark Quinn

You can start working in these ways within your organization, and grow it. In an insightful article, Ken Majer (full disclosure, a boss of mine many years ago) has written about the need to have the right culture before executing strategy. If it’s not safe to Show Your Work , you can’t capitalize on the benefits. And you should.

Rethinking Design: Pedagogy

Clark Quinn

These aren’t clearly discriminated, but it’s a coarse description. ‘click to see more ‘) and maybe asking quiz questions.

Organizational Knowledge Mastery?

Clark Quinn

If we adapt Harold Jarche’s Personal Knowledge Mastery (or PKM ), which is about Seek-Sense-Share as a mechanism to grow our own abilities, to organizations, we can see a different model. Here’s organizations seek knowledge sources, sense via experiments and reflection, and share internally (and externally, as appropriate ;).

A bit more detail

Clark Quinn

So, at the center are people, the individuals who constitute the organization. They are the ones who form teams. Does this help?

Learning and frameworks

Clark Quinn

And if we foster self-learning skills, we can accelerate the learning outcomes for the organization. That’s real learning, and the recognition that it should not be left to chance is how these frameworks help raise awareness and provide an opportunity for L&D to become more relevant to the organization. So, what do you think?

Making constructive conversations

Clark Quinn

As part of my thinking about the Future of Work, I’ve been thinking about how to make it safe to share, in the sense of an innovation culture (ala the Learning Organization ). My My colleague, Charles Jennings, shared a very useful format to facilitate this, and I wanted to think out loud about it in terms of actionable items.