INDUSTRY INSIGHTS YOUR PEERS ARE READING
Learning Organization. Performance Support. Even performance support tools can be developed centrally, by external consultants or an internal team. Secondly, individuals will become responsible for their learning and their actions. MORE
When the book on informal learning came out, nay-sayers attacked me as some kind of loony. QUESTION: How do you know that informal learning works? ANSWER: How did you learn to walk and talk? How did you learn to kiss? Has their performance improved? MORE
Each new node gives them more opportunities to learn and to perform better. When people are actively pulling in learning resources rather than taking what’s pushed at them, the value of the network goes turbo, an effect the authors call the collaboration curve. In nearly all of these group efforts, rapid leaps in performance improvement arise as participants get better faster by working with others. This underpins Informal Learning 2.0. MORE
It’s time to help the C-Suite – aside from Peter Aceto and other learning savvy and employee engagement focused C-Suite leaders – to appreciate and understand that organizations don’t do training anymore. ” What can learning leaders contemplate? MORE
Tony Karrer clarifies his comments about traditional training becoming “marginalized&# , which is worth a full read but I’d like to pick up on this comment: If you look at what makes a good situation for formal learning: Large Audience. MORE
Much of our work has been around informal learning and performance improvement in the workplace. Some of the methods I’ve developed are in my performance Toolbox , so that I can share and also learn from others. MORE
Jane Hart’s recent post on changing the role of L&D (learning & development) explains how training departments need to move beyond packaging content and toward scaffolding and capability building. I used to say I did ABC Learning [Anything But Courses]. MORE
Process improvement, like Six Sigma, stifles innovation. Process improvement is a tool set, not an overarching or unifying concept for an organization. Process improvement is a means — for certain contexts like manufacturing — and not an end in itself. MORE
Social learning is how we get things done in the increasingly complex modern workplace. Collaborative work is fueled though ongoing social learning, making the integration of learning and working essential in any organization. Tweet. MORE
The 70 percent: learning from experience. People learn by doing. We learn from experience and achieve mastery through practice. Apprenticeship & peer learning. In the meantime, junior apprentices learn from senior apprentices. It accelerates learning. MORE
1 - The Top 100 Tools for Learning 2012 list is revealed. On 1 October 2012 I revealed the results of the 6th Annual Survey of Tools for Learning – the Top 100 Tools for Learning 2012 – and provided a brief analysis of the results. MORE
People learn their jobs by doing their jobs. These posts offer guidance to managers who want to make learning from experience and conversation more effective. Convergence of work and learning. Work and learning have merged. We learn on the job to do the job. MORE
I was once a Certified Performance Technologist, and as I said to Dave Ferguson , I don’t see much value in re-certification when it consists of checking off boxes of how many conferences you have attended. Tom Gram, now Certifiable (Certified Training & Development Professional with CSTD), wonders: Most learning and performance professionals will notice areas where the competencies could be modified to incorporate crossover disciplines and meet emerging trends. MORE
702010 towards 100% performance by Jos Arets, Charles Jennings & Vivian Heijnen Copyright: Sutler Media Language: English Pages: 313 Size: 30.5cm x 23.5 They are finding it helps them extend the focus on learning out into the workflow. The importance of informal learning at work. MORE
The 70:20:10 reference model states that, in general, what we learn at work comes 70% from experience, 20% from exposure to new work, and 10% from formal education. When we learn as we work, at the moment of need, then we learn in context and we remember what we have learnt. MORE
I don’t usually get information about training and performance improvement in the Wall Street Journal but this article clearly spells out the benefits of linking training directly to the workplace. MORE
The Practice of Training in the 21st Century is an online presentation I will be doing for CSTD on 4 March 2009 at 1:00 PM EST. There is a fee for the event which supports CSTD’s work in fostering the profession of training, workplace learning and human resources development in Canada [my services are pro bono ]. Tags: Performance Improvement Informal Learning MORE
If people learn as part of the workflow then this learning is more likely to impact performance in a positive way. The same study found employees with high exposure to on-the-job learning activities were 262% more engaged than those who had no exposure to on-the-job learning. MORE
Organizational performance improvement is comprised of reducing errors and increasing insights, according to Gary Klein. Learning and development (L&D) practices reflect this priority on error reduction. Innovation Learning Performance Improvement MORE
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. It can and does occur in formal, informal and social ways every day in and out of your job. MORE
Catherine Lombardozzi writes, in Time for an Evolution : To those of you who feel like you just stepped into the middle of a conversation, a learning environment (to my mind) is a collect of resources and activities for learning. Informal Learning Learning Performance Improvement MORE
Tom Gram discusses the integration of learning and work (my professional passion) and gives a list of ten strategies for integration, of which three are discussed in detail in Part 1 (I’m already looking forward to Part 2): 1. Link Learning to business process. Build a performance support system. That shows how relevant training is to the integration of working & learning and something to consider at the dawn of the learning age. Use action learning. MORE
As Nick concludes, “ The implication is that if you will need to re-use tacit knowledge in the future, then you can’t rely on people to remember it. &# With more information passing by us from multiple sources, our ability to keep track of it with only our brains is rather limited. I use a combination of my blog, bookmarks, and tweets to inform my outboard brain so I can retrieve contextual knowledge as I interact with my clients and colleagues. MORE
Much as the Reformation, sped by the new technology of the printing press, ushered in an era of believing and thinking for ourselves, we have the makings of our own Learning Reformation. Workers, provided the right tools and resources, can figure out what they need to learn. MORE
I became interested in knowledge management (KM) as I was introduced to it in the mid 1990’s while practising instructional systems design (ISD) and human performance technology (HPT) in the military. In the late 1990’s knowledge management was part of our solution suite at the Centre for Learning Technologies ( CLT via The Wayback Machine). I was also seeing the similarities with personal learning environments: PLE. personal learning environment. MORE
So one approach that I have been promoting is, instead of thinking of Formal and Informal Leaning as polar opposites, rather to think in terms of a Social Workplace Learning Continuum (as shown diagrammatically in the image on the right). Social learning MORE
PKM is an individual, disciplined process by which we make sense of information, observations and ideas. The Web has given us more ways to connect with others in our learning but many people only see the information overload aspect of our digital society. Information. MORE
Tweet Inspired by Jay Cross, Amanda Fenton asks how her Corporate Learning department could better meet the needs of employees. I think these are excellent questions and the answers form the basis of addressing how to integrate work and learning in the enterprise. MORE
This meant routinely comparing the performance of doctors and hospitals, looking at everything from complication rates to how often a drug ordered for a patient is delivered correctly and on time. And, he insisted, hospitals should give patients total access to the information. “ ‘No secrets’ is the new rule in my escape fire,” he said. He argued that openness would drive improvement, if simply through embarrassment. MORE
Charles Jennings explains the framework in detail so that organizations can use it to improve how people work and learn at work. The 70:20:10 Framework is based on learning at work, not in a classroom and not in a lab. 70%: Experience. 20%: Exposure. 10%: Education. MORE
The researchers (possibly on work experience) declared that “ 50:26:24 is the average learning mix in most companies right now ”. It also got me thinking about approaches to organisational learning in general. Learning ? Learning is a process not an event. MORE
Sometimes guilds helped apprentices learn by doing things under the eye of a master, but there weren’t any trainers involved. Xerox Learning, DDI, Forum Corporation, and hundreds of other “instructional systems companies&# sprung up. Adopting new models of learning. MORE
My colleagues and I often get cast as informal learning zealots in pieces written to placate the training industry and maintain the status quo , especially the lucrative compliance training market. The Reaper knows that work is learning and learning is the work. MORE
About 10 years ago I worked on a project with nursing staff as they changed their basic care model from one that was patient-centric to a model where “nurses engage the person/family to actively participate in learning about health” The McGill Model of Nursing is learning-centric. MORE
Charles Jennings made a comment on Corporate Learning Trends that got me thinking about the need for a reset of the whole training function: Baldwin, Ford and Weissbein’s research (20 and 10 years ago, respectively) showed that the USA spends around $100 billion on training every year, but only about 10% of the expenditures result in transfer to the job. This is also an opportunity to reset our notions of learning and working. Informal Learning 2.0 MORE
In 2010/2011 Jay Cross and I worked worked with a corporate university of a large US company with the objective to cultivate a fully engaged, high performing workforce through rapid, collaborative, informal, self-directed learning. Integrating informal learning support into work. MORE
My two recent Learning in the Workplace surveys showed that ( a ) people consider that informal learning is much more important, if not essential, to them than training, and ( b ) that they learn informally on a much more regular (if not continuous) basis than they learn formally. MORE
Military Instructional Systems Design (ISD) has greatly informed and inspired civilian training. Also, new operating procedures are constantly updated with information from the Lessons Learned Centre. Tags: Learning Performance Improvement Work MORE
Is your learning and development team able to transform so it can support complex work, help people be more creative, and adapt to the changing nature of the digital workplace? While learning is personal, much of it happens while we are working with others. MORE
Improving your personal productivity (SENSE & USE). Here’s the a description and rationale for adopting PKM, individually and within organizations: PKM is a way to deal with ever-increasing amounts of digital information. MORE
A major theme in my writing has been our shift to a networked society and what that means in how we work and learn. I’m especially interesting in the fact that working and learning are merging in many contexts. Learning. Informal. MORE
Tweet Yesterday we hosted a conversation on social learning and working smarter, facilitated by the folks at Citrix and the eLearning Guild. In Jane’s social learning community a few comments arose about the lack of interaction. Bandura’s Social Learning Theory. MORE
In a Learning 2.0 world, where learning and performance solutions take on a wider variety of forms and where churn happens at a much more rapid pace, what new skills and knowledge are required for learning professionals? Being a learning professional in a Web 2.0 MORE
“In the period ahead of us, more important than advances in computer design will be the advances we can make in our understanding of human information processing – of thinking, problem solving, and decision making…&#. PKM is an individual, disciplined process by which we make sense of information, observations and ideas. Engaging others can actually make it easier to learn and not become overwhelmed. Tweet. MORE
Harold Jarche
MARCH 5, 2017
Organizational performance improvement is comprised of reducing errors and increasing insights, according to Gary Klein. Learning and development (L&D) practices reflect this priority on error reduction. Innovation Learning Performance Improvement
Jay Cross
APRIL 28, 2012
When the book on informal learning came out, nay-sayers attacked me as some kind of loony. QUESTION: How do you know that informal learning works? ANSWER: How did you learn to walk and talk? How did you learn to kiss? Has their performance improved?
Harold Jarche
SEPTEMBER 4, 2019
Process improvement, like Six Sigma, stifles innovation. Process improvement is a tool set, not an overarching or unifying concept for an organization. Process improvement is a means — for certain contexts like manufacturing — and not an end in itself.
Harold Jarche
DECEMBER 17, 2017
The 70:20:10 reference model states that, in general, what we learn at work comes 70% from experience, 20% from exposure to new work, and 10% from formal education. When we learn as we work, at the moment of need, then we learn in context and we remember what we have learnt.
Harold Jarche
SEPTEMBER 8, 2013
Charles Jennings explains the framework in detail so that organizations can use it to improve how people work and learn at work. The 70:20:10 Framework is based on learning at work, not in a classroom and not in a lab. 70%: Experience. 20%: Exposure. 10%: Education.
Harold Jarche
MARCH 7, 2016
Is your learning and development team able to transform so it can support complex work, help people be more creative, and adapt to the changing nature of the digital workplace? While learning is personal, much of it happens while we are working with others.
Harold Jarche
FEBRUARY 23, 2018
In 2010/2011 Jay Cross and I worked worked with a corporate university of a large US company with the objective to cultivate a fully engaged, high performing workforce through rapid, collaborative, informal, self-directed learning. Integrating informal learning support into work.
Harold Jarche
FEBRUARY 21, 2013
Jane Hart’s recent post on changing the role of L&D (learning & development) explains how training departments need to move beyond packaging content and toward scaffolding and capability building. I used to say I did ABC Learning [Anything But Courses].
Harold Jarche
FEBRUARY 13, 2011
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. It can and does occur in formal, informal and social ways every day in and out of your job.
Harold Jarche
AUGUST 30, 2010
Learning Organization. Performance Support. Even performance support tools can be developed centrally, by external consultants or an internal team. Secondly, individuals will become responsible for their learning and their actions.
Harold Jarche
NOVEMBER 10, 2010
Tweet Inspired by Jay Cross, Amanda Fenton asks how her Corporate Learning department could better meet the needs of employees. I think these are excellent questions and the answers form the basis of addressing how to integrate work and learning in the enterprise.
Harold Jarche
OCTOBER 21, 2009
Sometimes guilds helped apprentices learn by doing things under the eye of a master, but there weren’t any trainers involved. Xerox Learning, DDI, Forum Corporation, and hundreds of other “instructional systems companies&# sprung up. Adopting new models of learning.
Harold Jarche
MARCH 31, 2011
Tweet Yesterday we hosted a conversation on social learning and working smarter, facilitated by the folks at Citrix and the eLearning Guild. In Jane’s social learning community a few comments arose about the lack of interaction. Bandura’s Social Learning Theory.
Harold Jarche
JULY 15, 2010
Improving your personal productivity (SENSE & USE). Here’s the a description and rationale for adopting PKM, individually and within organizations: PKM is a way to deal with ever-increasing amounts of digital information.
Harold Jarche
AUGUST 26, 2009
A major theme in my writing has been our shift to a networked society and what that means in how we work and learn. I’m especially interesting in the fact that working and learning are merging in many contexts. Learning. Informal.
Harold Jarche
AUGUST 17, 2010
Social learning is how we get things done in the increasingly complex modern workplace. Collaborative work is fueled though ongoing social learning, making the integration of learning and working essential in any organization. Tweet.
Harold Jarche
JANUARY 27, 2010
PKM is an individual, disciplined process by which we make sense of information, observations and ideas. The Web has given us more ways to connect with others in our learning but many people only see the information overload aspect of our digital society. Information.
Harold Jarche
NOVEMBER 24, 2012
My colleagues and I often get cast as informal learning zealots in pieces written to placate the training industry and maintain the status quo , especially the lucrative compliance training market. The Reaper knows that work is learning and learning is the work.
Harold Jarche
AUGUST 2, 2010
I became interested in knowledge management (KM) as I was introduced to it in the mid 1990’s while practising instructional systems design (ISD) and human performance technology (HPT) in the military. In the late 1990’s knowledge management was part of our solution suite at the Centre for Learning Technologies ( CLT via The Wayback Machine). I was also seeing the similarities with personal learning environments: PLE. personal learning environment.
Harold Jarche
JULY 28, 2010
This meant routinely comparing the performance of doctors and hospitals, looking at everything from complication rates to how often a drug ordered for a patient is delivered correctly and on time. And, he insisted, hospitals should give patients total access to the information. “ ‘No secrets’ is the new rule in my escape fire,” he said. He argued that openness would drive improvement, if simply through embarrassment.
Harold Jarche
AUGUST 4, 2010
As Nick concludes, “ The implication is that if you will need to re-use tacit knowledge in the future, then you can’t rely on people to remember it. &# With more information passing by us from multiple sources, our ability to keep track of it with only our brains is rather limited. I use a combination of my blog, bookmarks, and tweets to inform my outboard brain so I can retrieve contextual knowledge as I interact with my clients and colleagues.
Harold Jarche
JULY 5, 2009
In a Learning 2.0 world, where learning and performance solutions take on a wider variety of forms and where churn happens at a much more rapid pace, what new skills and knowledge are required for learning professionals? Being a learning professional in a Web 2.0
Harold Jarche
AUGUST 23, 2010
“In the period ahead of us, more important than advances in computer design will be the advances we can make in our understanding of human information processing – of thinking, problem solving, and decision making…&#. PKM is an individual, disciplined process by which we make sense of information, observations and ideas. Engaging others can actually make it easier to learn and not become overwhelmed. Tweet.
Harold Jarche
AUGUST 5, 2009
Tony Karrer clarifies his comments about traditional training becoming “marginalized&# , which is worth a full read but I’d like to pick up on this comment: If you look at what makes a good situation for formal learning: Large Audience.
Harold Jarche
DECEMBER 19, 2008
I don’t usually get information about training and performance improvement in the Wall Street Journal but this article clearly spells out the benefits of linking training directly to the workplace.
Harold Jarche
NOVEMBER 18, 2009
Military Instructional Systems Design (ISD) has greatly informed and inspired civilian training. Also, new operating procedures are constantly updated with information from the Lessons Learned Centre. Tags: Learning Performance Improvement Work
Harold Jarche
FEBRUARY 8, 2009
The Practice of Training in the 21st Century is an online presentation I will be doing for CSTD on 4 March 2009 at 1:00 PM EST. There is a fee for the event which supports CSTD’s work in fostering the profession of training, workplace learning and human resources development in Canada [my services are pro bono ]. Tags: Performance Improvement Informal Learning
Harold Jarche
APRIL 11, 2009
Charles Jennings made a comment on Corporate Learning Trends that got me thinking about the need for a reset of the whole training function: Baldwin, Ford and Weissbein’s research (20 and 10 years ago, respectively) showed that the USA spends around $100 billion on training every year, but only about 10% of the expenditures result in transfer to the job. This is also an opportunity to reset our notions of learning and working. Informal Learning 2.0
Dan Pontefract
NOVEMBER 4, 2013
It’s time to help the C-Suite – aside from Peter Aceto and other learning savvy and employee engagement focused C-Suite leaders – to appreciate and understand that organizations don’t do training anymore. ” What can learning leaders contemplate?
Harold Jarche
JUNE 16, 2009
Tom Gram discusses the integration of learning and work (my professional passion) and gives a list of ten strategies for integration, of which three are discussed in detail in Part 1 (I’m already looking forward to Part 2): 1. Link Learning to business process. Build a performance support system. That shows how relevant training is to the integration of working & learning and something to consider at the dawn of the learning age. Use action learning.
Jay Cross
FEBRUARY 12, 2013
People learn their jobs by doing their jobs. These posts offer guidance to managers who want to make learning from experience and conversation more effective. Convergence of work and learning. Work and learning have merged. We learn on the job to do the job.
Harold Jarche
JANUARY 27, 2009
I was once a Certified Performance Technologist, and as I said to Dave Ferguson , I don’t see much value in re-certification when it consists of checking off boxes of how many conferences you have attended. Tom Gram, now Certifiable (Certified Training & Development Professional with CSTD), wonders: Most learning and performance professionals will notice areas where the competencies could be modified to incorporate crossover disciplines and meet emerging trends.
Jay Cross
FEBRUARY 13, 2013
The 70 percent: learning from experience. People learn by doing. We learn from experience and achieve mastery through practice. Apprenticeship & peer learning. In the meantime, junior apprentices learn from senior apprentices. It accelerates learning.
Harold Jarche
FEBRUARY 27, 2009
Much as the Reformation, sped by the new technology of the printing press, ushered in an era of believing and thinking for ourselves, we have the makings of our own Learning Reformation. Workers, provided the right tools and resources, can figure out what they need to learn.
Harold Jarche
NOVEMBER 19, 2008
Much of our work has been around informal learning and performance improvement in the workplace. Some of the methods I’ve developed are in my performance Toolbox , so that I can share and also learn from others.
Charles Jennings
NOVEMBER 17, 2014
If people learn as part of the workflow then this learning is more likely to impact performance in a positive way. The same study found employees with high exposure to on-the-job learning activities were 262% more engaged than those who had no exposure to on-the-job learning.
Charles Jennings
AUGUST 20, 2014
The researchers (possibly on work experience) declared that “ 50:26:24 is the average learning mix in most companies right now ”. It also got me thinking about approaches to organisational learning in general. Learning ? Learning is a process not an event.
Charles Jennings
DECEMBER 6, 2015
702010 towards 100% performance by Jos Arets, Charles Jennings & Vivian Heijnen Copyright: Sutler Media Language: English Pages: 313 Size: 30.5cm x 23.5 They are finding it helps them extend the focus on learning out into the workflow. The importance of informal learning at work.
Jane Hart
MAY 20, 2012
My two recent Learning in the Workplace surveys showed that ( a ) people consider that informal learning is much more important, if not essential, to them than training, and ( b ) that they learn informally on a much more regular (if not continuous) basis than they learn formally.
Jane Hart
DECEMBER 27, 2012
1 - The Top 100 Tools for Learning 2012 list is revealed. On 1 October 2012 I revealed the results of the 6th Annual Survey of Tools for Learning – the Top 100 Tools for Learning 2012 – and provided a brief analysis of the results.
Harold Jarche
OCTOBER 1, 2015
About 10 years ago I worked on a project with nursing staff as they changed their basic care model from one that was patient-centric to a model where “nurses engage the person/family to actively participate in learning about health” The McGill Model of Nursing is learning-centric.
Jay Cross's Informal Learning
APRIL 8, 2009
Each new node gives them more opportunities to learn and to perform better. When people are actively pulling in learning resources rather than taking what’s pushed at them, the value of the network goes turbo, an effect the authors call the collaboration curve. In nearly all of these group efforts, rapid leaps in performance improvement arise as participants get better faster by working with others. This underpins Informal Learning 2.0.
Jane Hart
JUNE 4, 2012
So one approach that I have been promoting is, instead of thinking of Formal and Informal Leaning as polar opposites, rather to think in terms of a Social Workplace Learning Continuum (as shown diagrammatically in the image on the right). Social learning
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