gaining insight through social and informal learning

Harold Jarche

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. These five triggers can be enhanced through informal and social learning. While courses cannot be developed to directly improve these human traits — curiosity, creativity, empathy, passion, and humour — systems can be put in place to promote them at work.

Controversy over Informal Learning

Jay Cross

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? QUESTION: How can you measure what people learn? Has their performance improved? QUESTION: How can we assess the ROI of informal learning? But hold it, how to you assess the ROI of formal learning?

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supporting workplace performance

Harold Jarche

Many workplace performance issues cannot be solved through training, such as: Poor communications. Unclear performance measures. Rewards and consequences are not directly linked to the desired performance. When performance is infrequent. We can embed learning with work.

connecting work, learning, and life

Harold Jarche

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. At the 70:20:10 Institute [disclosure: I am a service partner], the basic approach is to start with the 70 (experience) because this is where learning and working are most connected. When we learn as we work, at the moment of need, then we learn in context and we remember what we have learnt.

insights over processes

Harold Jarche

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. The fundamental problem with all process improvement methodologies is that you get myopic. “Since Frederick Taylor’s time we’ve considered business – our businesses – vast machines to be improved.

Experience, Exposure, Education

Harold Jarche

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. Charles describes workplace learning as based on four key activities: Exposure to new and rich experiences. Making time to reflect on new observations, information, experiences, etc. 70%: Experience. 20%: Exposure. 10%: Education.

strategic transformation of workplace learning

Harold Jarche

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? This means changing the very essence of what ‘learning’ means in the company, through both a new understanding of how it happens in the workplace (i.e. not just through conventional training but as people carry out their daily jobs) and how performance problems can be solved in different ways.

working smarter case study

Harold Jarche

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. The aim was for employees to learn fast enough to keep up with the demands of their jobs and grow into experts in their field. Integrating informal learning support into work. We are focused on continuous learning, not events.

moving beyond training

Harold Jarche

Working smarter means that everyone in an organization learns from experience and shares with their colleagues as part of their work. We cannot know in advance and prepare formal instruction for everything that people need to learn on the job today. This is the social learning workshop.

Scaffolding and capability building

Harold Jarche

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. What I like about this matrix is that it makes it easier to describe my professional services in the organizational learning area. I used to say I did ABC Learning [Anything But Courses]. Informal Learning Performance Improvement SocialLearning

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. It can and does occur in formal, informal and social ways every day in and out of your job. The ‘event’ is not solely how learning occurs. Event-based instructional interventions, or the course as learning vehicle, is an outdated and useless way to look at workplace learning.

Organizational change, unpacked

Harold Jarche

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. Tags: Informal Learning Performance Improvement Wirearchy Tweet In the evolving social organization , I included a table with several descriptive terms, which Amanda Fenton suggested needs to be “unpacked&#.

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Corporate Learning’s focus

Harold Jarche

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. Q1) Close to 80% of learning happens informally and 20% formally, yet we spend most of our time and money on the 20%. One final note, don’t try to formalize informal learning.

The Future of the Training Department

Harold Jarche

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. Thousands upon thousands of trainers attended conferences to learn about new approaches like programmed instruction, behavior modification, roleplay, certification, CD-ROM, sensitivity training. Adopting new models of learning.

Working Smarter, one day at a time

Harold Jarche

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. What tools are you using to create the performance/support and learning communities? Performance support starts as a complement to social learning, but then we move to having the community co-develop the performance support tools.

A personal learning journey

Harold Jarche

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.

Practice to be best

Harold Jarche

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.

Leveraging collective knowledge

Harold Jarche

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.

PKM: Working Smarter

Harold Jarche

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. It requires an open attitude toward learning and finding new things (I Seek). A PKM mindset aids in observing, thinking and using information & knowledge better (I Sense).

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Conversations and collaboration

Harold Jarche

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. If 90% of the knowledge needed to get work done is not supported by enterprise software or organizational learning departments, then there is a significant imbalance in most organizations today. Tweet.

Mind Map: The Networked Society

Harold Jarche

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 (often viewed from the limited perspective of training or education) is not a separate activity, removed from work. Learning. Informal.

PKM Workshop – Toronto 13 November 2010

Harold Jarche

“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.

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PKM in 2010

Harold Jarche

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. Engaging others can actually make it easier to learn and not become overwhelmed. Effective learning is the difference between surfing the waves or being drowned by them. Information.

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Ask not for whom the Reaper comes

Harold Jarche

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. My colleague Charles Jennings looks at workplace learning from the perspective of Experience, Exposure & Education; with the latter accounting for about ten percent of time and effort. The Reaper knows that work is learning and learning is the work.

Skills for learning professionals

Harold Jarche

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? My basic premise was that working and learning in networks is an important aspect of professionalism: Today, active involvement in informal learning, particularly through web-based communities, is key to remaining professional and creative in a field.

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The marginalized training function

Harold Jarche

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. Knowledge workers need to learn from the emergent processes they continuously create to deal with a complex environment. Tags: Informal Learning Performance Improvement

The Practice of Training in the 21st Century

Harold Jarche

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

Push the Reset Button

Harold Jarche

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

On-job support is critical

Harold Jarche

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. In Lessons Learned , Harry Martin describes two cases and provides several links for further reading.

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Group-centric work and training

Harold Jarche

Military Instructional Systems Design (ISD) has greatly informed and inspired civilian training. Groups of soldiers who will work together usually participate in “collective training&# and this typically follows some kind of cycle of preparing for operations, performing missions and coming back from missions. Also, new operating procedures are constantly updated with information from the Lessons Learned Centre. Individual Training.

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Integrating Learning and Work

Harold Jarche

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.

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

Dan Pontefract

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. Sure, for the purists and traditionalists in the learning space who are hell-bent to ensure the ‘sage on the stage’ continues, I’m certain they will scoff at the very mention of trying to erase the term training from Oxford’s illustrious dictionary.

The future of certification

Harold Jarche

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.

50 suggestions for implementing 70-20-10

Jay Cross

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. In a time of increased business speed, learning is vital. To stay ahead and create more value, you have to learn faster, better, smarter. They have to learn on the fly.

50 suggestions for implementing 70-20-10 (2)

Jay Cross

The 70 percent: learning from experience. People learn by doing. We learn from experience and achieve mastery through practice. Apprenticeship & peer learning. Apprenticeship is a time-honored method of learning by experience, but I suspect that it didn’t go down like the history books tell us. In the meantime, junior apprentices learn from senior apprentices. Nothing new there: we learn more from our peers than from our superiors.

A Learning Reformation

Harold Jarche

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. Let’s face it, especially in light of how our institutions have screwed up the world, we all have to be learning together. Workers, provided the right tools and resources, can figure out what they need to learn. Make it easy to share information by Simplifying & Synthesizing.

Learning Together

Harold Jarche

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. Today, at 8:00 PM GMT we’ll be introducing our new venture, TogetherLearn. Details are on the LearnTrends collaborative site.

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Overcoming the Course and Control mindset hurdles

Jane Hart

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. These findings are of course in line with study after study that shows that most learning in the workplace happens outside of formal training. Social learning

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2012: That was the year that was

Jane Hart

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. 2 - 10 things to remember about social learning (and the use of social media for learning). 3 - Only 14% think that company training is an essential way for them to learn in the workplace.

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Embedding Learning in Work: The Benefits and Challenges

Charles Jennings

(a version of this article was originally written as background for an #OzLearn chat held on Twitter, 11th November 2014) The Power of Embedded Learning A common finding that has emerged from study after study over the past few years is that learning which is embedded in work seems to be more effective than learning away from work. If people learn as part of the workflow then this learning is more likely to impact performance in a positive way.

It’s Only 65% !

Charles Jennings

The researchers (possibly on work experience) declared that “ 50:26:24 is the average learning mix in most companies right now ”. The report of the 50:26:24 survey went on to say: “It’s widely accepted that the 70:20:10 model is the most effective learning blend for business, but getting to that perfect mix can be a challenge. It also got me thinking about approaches to organisational learning in general. Learning ? Learning is a process not an event.

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leadership is learning

Harold Jarche

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. In an era of ubiquitous connectivity, leadership at all levels and all sectors must be about promoting learning.

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.