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. Insights usually come while working, resting, and playing — not while undergoing formal education or training.

the bridge from education to experience

Harold Jarche

Given the dominance of knowledge work in the modern workplace, the cognitive apprenticeship model may provide some insight. While cognitive apprenticeship was originally designed for teachers working with students in a formal setting, it can be used in the workplace as well.

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? Strategic transformation is more than changing what you work on.

Understanding behaviour

Harold Jarche

In his book Drive , Dan Pink looked at rewards, consequences and motivation at work and showed that much of what we have taken for granted is just not supported by the research. Rewards are still an important aspect to consider in workplace performance. A nalyzing Performance Problems.

The Future of the Training Department

Harold Jarche

Before industrialization, work was local or industry meant cottage-industry. About three hundred years ago, work became an organizational matter. Factories require groups of people working together. Clocks measure working hours instead of the sun.

Seeing motivation with new eyes

Harold Jarche

Where there is a genuine lack of skills and knowledge, training may be required, but it should only be in cases where the other barriers to performance have been addressed. I have since looked at the Organizational Development and Knowledge Management fields for different perspectives.

Leveraging collective knowledge

Harold Jarche

This week, a few related knowledge management (KM) articles crossed my path and I’d like to weave them together. Nancy Dixon discusses three eras of knowledge management as moving from Explicit Knowledge (document management) to Experiential Knowledge (communities of practice; expertise locators) and now to Collective Knowledge (social media). The illusion of knowledge. Each person’s knowledge needs and knowledge use are unique.

Why PKM?

Harold Jarche

Here is a short video introduction on why personal knowledge mastery ( PKM ) is becoming a required skill and mindset for professionals today. We continue to see that labour has diminishing value as routine work keeps getting automated. Your Work?

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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.” Creative work is not routine work done faster.

Internet Time Alliance heads to the Netherlands

Jay Cross

On December 13, Charles Jennings and Jay Cross will share a vision of working smarter at a private dinner with executives from across the Netherlands. We will share concrete examples of improving customer focus, modernizing the learning function, and improving knowledge productivity.

Management in Networks

Harold Jarche

Collaboration is working together toward a common objective. Implicit in many workplaces is that if you are not focused on the objective at hand, you are not doing any real work. They cannot see the potential of social networks for enabling sense-making and knowledge-sharing.

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.

change the system, not the leader

Harold Jarche

We need organizations and structures that let all people cooperate and collaborate to get work done. Strong networks, combined with temporary and negotiated hierarchies to get work done, become the simple building blocks for an organization in a state of perpetual beta.

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50 suggestions for implementing 70-20-10

Jay Cross

Replacing today’s haphazard approaches with systematic, enlightened management accelerates the development of future workers and gets the entire organization working smarter. Convergence of work and learning. Work and learning have merged.

Share Best Practices - Patterns

Tony Karrer

What works in my marriage won't necessarily work in -- and may even damage -- yours. Dodged that bullet. :) Patterns and Knowledge Work I understand the concern that when you share best practices, you may come out with very different results.

Trends in Learning

Tony Karrer

Environmental Changes Some of the common trends I discuss in presentations are: Decreased L&D budgets Faster pace Increased workforce mobility Shorter job tenure Increased job fragmentation - fewer numbers in any one role Constant increase in complexity Greater concept work Need for faster proficiency Changing expectations for learning The bottom line is that Learning and Development needs to do more with less these days or they will be marginalized.

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Workplace Productivity

Tony Karrer

One of the favorite quotes I used to use during presentations was Drucker - The most important contribution of management in the 21st century will be to increase knowledge-worker productivity. This is a big reason that I started Work Literacy. I firmly believe that all management and workplace learning professionals need to be constantly looking at how we can improve the performance of knowledge workers.

The Enterprise 2.0 Recovery Plan

Andy McAfee

As I got to work and tried to deliver results and benefits as quickly as possible, I’d be guided by a set of principles, many of which I’ve discussed in this blog: The company ‘knows’ the answers to our questions. The knowledge required to answer them exists within the workforce. This knowledge is widely diffused, constantly changing, and not contained in the mind of any single person (As Friedrich Hayek pointed out many years ago), but it is out there.

Long Live?

Tony Karrer

None of the bloggers studied have PhDs, yet many want to be seen as, or perceived themselves to be, experts There is no data to validate or invalidate their expert status—the only thing that can be garnered from the interview is their own emic perspective; that is, what they say about themselves and the permission they give themselves to analyse and give their opinions about certain issues within their area of knowledge. And you cannot Separate Knowledge Work from Learning.