working collaboratively and learning cooperatively

Harold Jarche

Improving Organizational Performance. Organizational performance improvement is comprised of reducing errors and increasing insights, according to Gary Klein. Visualize the workflow of a physical job: produce, produce, produce, produce, produce, produce, produce, produce, produce. Now visualize the workflow of a creative knowledge worker: nothing, nothing, nothing, nothing, flash of brilliance, nothing, nothing, nothing.” —Jay Collaboration + Cooperation.

Agility through collaboration

Harold Jarche

Clark Quinn proposes a better approach, collaborative co-design : Things are moving so fast, and increasingly the work will be solving new problems, designing new solutions/products/services, etc, that we won’t be able to anticipate the actual work needs. In short, tying back to my post on collaboratively designing job aids, I think we need to be collaboratively designing workflows. Tags: Learning Performance Improvement

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training > performance > social

Harold Jarche

This post looks at resources related to my training-performance-social workshop. We forget to minimize forgetting and improve remembering. We measure so poorly that we don’t get good feedback to enable improvement.” ” Performance Improvement. Harold’s Performance Improvement Toolbox. When Your Employees Can Solve The Biggest Problems With Performance Support. 5) Learning might lead to collaborative works.

Training Evaluation: a mug’s game

Harold Jarche

Dan Pontefract is quite clear in Dear Kirkpatrick’s: You still don’t get it : Let me be clear – training is not an event; learning is a connected, collaborative and continuous process. Since networked or collaborative learning solutions are informal, integrated with the workflow and driven by the learners, these traditional assessments will not work. Informal Learning Performance ImprovementEfficiency is doing things right.

Re-thinking Workplace Learning: extracting rather than adding

Charles Jennings

One clear finding presented was that: “t hose activities that are integrated into manager and employee workflow have the largest impact on employee performance, while those that are distinct events separate from the day-to-day job have less impact.” The general finding is that the more tightly bound learning is to the workflow, the greater the impact it is likely to have. Firstly the focus is not on learning but on performance improvement from the outset.

Dear C-Suite: We Don’t Do Training Anymore

Dan Pontefract

But it is my argument learning professionals must help the C-Suite understand that training is merely an event and that learning must now be defined as a connected, collaborative and continuous process. ” Jane Hart, founder and principal of the Centre for Learning & Performance Technologies, says, “formal training has been the standard way of developing people for so long now that it has just become accepted practice that this is the way things are done.”

A new framework for supporting learning and performance in the social workplace

Jane Hart

What will be required is a completely new range of services – which we might call non-training services – that are focused on supporting continuous performance improvement and learning in the workflow as people do their jobs. They will also become more embedded in the workflow, e.g. learning communities will often be seen as an extension of a group’s existing online activities. 2 – Performance Support Services. 3 – Social Collaboration Services.

Start with the 70. Plan for the 100.

Charles Jennings

702010 towards 100% performance by Jos Arets, Charles Jennings & Vivian Heijnen Copyright: Sutler Media Language: English Pages: 313 Size: 30.5cm x 23.5 Full explanations of how the 70:20:10 approach can be used to help overcome the ‘training bubble’ Descriptions of five new performance-focused roles to support the use of 70:2010 The detailed tasks that need to be executed in each of these roles. They are finding it helps them extend the focus on learning out into the workflow.

It’s Only 65% !

Charles Jennings

The numbers are a useful reminder that the majority of learning occurs through experience and practice within the workflow (the ‘70’), through sharing and supporting others, conversations and networks (the ‘20’), and that a smaller amount of overall learning occurs through structured training and development activities (the ‘10’). How we support learning and building high performance should reflect these differences.

Survey 182

Towards the Connected L&D Department

Jane Hart

The orange area is where I am now seeing quite a lot of interest and activity; that is expanding the traditional L&D area into “packaging” performance support, and also moving into more “scaffolded” and social approaches to formal learning, and also examples of self-service professional learning portals for on-demand access to a range of opportunities.

What is innovation?

Harold Jarche

“An innovation is the implementation of a new or significantly improved product (good or service), or process, a new marketing method, or a new organisational method in business practices, workplace organisation or external relations.” Innovation requires both goal-oriented collaboration and opportunity-driven cooperation, because complex problems cannot be solved alone. Process improvement is a tool set, not an overarching or unifying concept for an organization.

2012: That was the year that was

Jane Hart

4 - A new framework for supporting learning and performance in the social workplace. In this post in March 2012 I proposed my Workplace Development Services (WDS) framework to help organisations understand the range of new services and activities that will be required that are focused on supporting continuous performance improvement and learning in the workflow as people do their jobs. 7 - Collaboration and community skills are the new workplace skills.

Survey 179

Why your Enterprise Social Network is your most valuable social learning platform

Jane Hart

In the workplace, social learning comes through social collaboration. For this reason the new enterprise social platforms (like Enterprise Social Networks (ESNs) that underpin social collaboration are your most valuable social learning platforms. as these platforms are designed to foster collaboration, communication and knowledge sharing among employees. This is the article I wrote for the January edition of Inside Learning Technologies magazine.

The Only Person Who Behaves Sensibly Is My Tailor

Charles Jennings

Some of these data points may be useful to help improve the efficient running of L&D departments and therefore of value to HR and L&D leaders, but many of the metrics and data are simply ‘noise’. than others who may have integrated training activities more closely with the workflow (eLearning, ‘brown bag lunches’, on-the-job coaching etc.). This type of measurement needs to be part of designed performance improvement initiatives.

Supporting the Social Workplace Learning Continuum

Jane Hart

And that in fact, we should we be employing the very same (social) tools or platforms that are used by individuals and teams in their daily workflow to do their jobs. This might be an enterprise social collaboration platform (if one exists) or else other social tools - or even a bit of both. But, by doing this, it will ensure “learning” becomes much more embedded in the workflow than it has ever done before.

What’s working in social business

Harold Jarche

” My focus on social business stems from a background in training, knowledge management, performance improvement and social learning. A dysfunctional company culture does not improve with transparency, it just gets exposed. Social business also requires power-sharing; for how long will workers collaborate and share if they cannot take action with their new knowledge and connectivity? Social learning needs to be integrated into the daily workflow.

Listening

Clark Quinn

As one of the premier promoters of evidence-based design, he responded to my question about what to post on with: Any “How Tos” using methods, tools and techniques that you’ve found to work in L&D and Performance Improvement. When working a strategy session with clients, I seed the discussion before hand with the challenges and background material, and ask that everyone think on their own before we begin collaboration.

Through the Workscape Looking Glass

Jay Cross

Let’s talk about performance.” . Clark Quinn’s recent book, Revolutionizing Learning and Development , slams L&D, which should be named Performance and Development, for seriously underperforming. . The input may be establishing social learning networks; the output is improvement in the business overall. Top performers are the 20% of the team that generate 80% of the results. A 1% improvement at this level makes waves. Collaboration and cooperation.

FAQ 139

Time for the Training Department to be Taken Seriously

Xyleme

In front of an audience consisting of the people responsible for developing and executing on their company’s ECM strategy, Bob Hecht, Senior Vice President of Publishing Technologies at Informa, presented on how Informa’s performance improvement businesses, the groups responsible for the development of the company’s training content, transformed the company’s content-driven business through an enterprise project they dubbed “Olympus”. Home About Podcasts Videos Xyleme Inc.

My top 10 favourite resources from February

Jane Hart

3 - The collaboration pyramid (or iceberg) , Oscar Berg, 14 February 2012. What we see when we think of collaboration in the traditional sense (structured team-based collaboration) is the tip of the iceberg – teams who are coordinating their actions to achieve some goal. ” 5 – Workforce collaboration in the network era , Harold Jarche, 23 February 2012. Social business emerges from social learning that itself emerges from collaborative work.