Charles Jennings

70-20-10: Origin, Research, Purpose

Charles Jennings

The study interviewed 191 currently successful executives from multiple organizations. I might add that there is a lot of variance between organizations and levels and types of people. This is a re-post of an article by Cal Wick of Fort Hill. The original is on the 70-20 Blog site.

Autonomy and Value in Social and Workplace Learning

Charles Jennings

If not, that means that organizations need to understand and implement something like a human performance technology model for L&D before they can move on to social learning. Perhaps this is why social learning is being resisted or put into a formal training box in many organizations.

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Development Mindsets and 70:20:10

Charles Jennings

Widespread evidence of development mindsets is essential if organisations are to achieve Peter Senge’s ‘Learning Organization’ status and if the 70:20:10 model is to be successfully used. Professor Carol Dweck is a psychologist at Stanford University and the prime force behind mindset theory.

Building a Culture of Continuous Learning

Charles Jennings

Most people get it. Classes, courses and curricula – structured learning events – don’t provide all the tools in the toolkit. They’re bit-players in a much larger world of organisational learning and performance.

70-20-10: Origin, Research, Purpose

Charles Jennings

The study interviewed 191 currently successful executives from multiple organizations. I might add that there is a lot of variance between organizations and levels and types of people. This is a re-post of an article by Cal Wick of Fort Hill. The original is on the 70-20 Blog site.

70:20:10 - A Framework for High Performance Development Practices

Charles Jennings

It provides an easy-to-use and cost-effective solution for any individual professional or organization, regardless of location, size or industry sector. Over the past few years the 70:20:10 model for development has captured the imagination of organisations across the world.

The Only Person Who Behaves Sensibly Is My Tailor

Charles Jennings

“The only person who behaves sensibly is my tailor. He takes new measurements every time he sees me. All the rest go on with their old measurements.” George Bernard Shaw I’ve always enjoyed George Bernard Shaw’s writing. He was a man who made a great deal of sense to me.

Will the App Become the New Classroom?

Charles Jennings

We may have added some technology, better lighting, and more comfortable chairs, but our organizations’ classrooms and approaches today are little changed either. Mobile apps are increasingly being built and deployed by organizations to support workers.

Jay Cross Memorial Award - 2017

Charles Jennings

Recipients champion workplace and social learning practices inside their organization and/or on the wider stage. Marcia co-organized and co-hosted the Creating a Learning Culture conference at the Darden School of Business at the University of Virginia, leading to a book of the same title.

Determinism, Best Practice, and the ‘Training Solution’

Charles Jennings

Determinism is the philosophical idea that every event, including every human decision and action, is the inevitable result of preceding actions and that, given certain conditions, there is only one outcome. Nothing else can happen.

Internet Time Alliance Predictions for 2013

Charles Jennings

Further, we’ll see more examples of the notion of a ‘performance ecosystem’ of resources aligned around individual needs and responsibilities, instead of organized around the providing silos.

Down But Not Quite Out: what can we learn from the plights of Learning Tree International and Readers Digest?

Charles Jennings

These turbulent economic times have not been kind to two of the large publishers of catalogues and journals - Reader's Digest and Learning Tree International.

Organizing

Stephen Downes: Half an Hour

Quoted at length from Self-organization of complex, intelligent systems: an action ontology for transdisciplinary integration , Francis Heylighen , Integral Review : A mobilization system would combat this confused and unproductive way of acting by redirecting effort in the most efficient way at the most important issues.

organizing for the network era

Harold Jarche

In my last post I noted that many organizations today are nothing more than attractive prisons. These organizations are artifacts of a time when information was scarce and hard to share, and when connections with others were difficult to make and required command and control.

Why Organizations Don’t Learn

Jay Cross

Where organic, bottom-up meets corporate top-down. An article entitled Why Organizations Don’t Learn by Francesca Gino and Bradley Staats in the November 2015 issue of Harvard Business Review caught my eye.

Lateral Organizations

Harold Jarche

Lateral organizations, or more egalitarian structures, have been the exception. In the endless allure of non-hierarchical organizations , David Creelman notes that both forms have their flaws, but says it’s best to thoroughly understand the history of the field.

Creating the AAA Organization

Harold Jarche

For an organization to be agile and adaptive, the people in it need to be aware of what is happening around them, have alternative pathways to gather information and knowledge, and must be allowed to act to meet/solve both local and global goals/problems.

The post-hierarchical organization

Harold Jarche

The way we manage our organizations is largely ineffective for the complex challenges we face, whether driven by the environment, demographics, economics, or politics. With an external environment that is highly connected, organizations have to get connected inside.

designing the emergent organization

Harold Jarche

In The Rise of Emergent Organizations, Beth Comstock, Vice Chair at GE, cites five rules of thumb to guide organizational design for the emerging network era.

Networked individuals trump organizations

Harold Jarche

As hyperlinks subvert hierarchy , so does work fragmentation subvert organizations. In knowledge-based work the primary unit of value creation has shifted from the organization to the individual.

Organizing Talent

Harold Jarche

The opposite of ‘routine’ is ‘original’ Labour is routine. Talent is original. Even advanced technical Labour can be in essence routine. As Labour, once you learn how to do something, you are able to repeat it.

Calling Frederic Laloux Of Reinventing Organizations

Dan Pontefract

Dear Frederic, I read your book, Reinventing Organizations. Its implementation and feasibility in medium and large-sized organizations is of concern to me, so I’d love to understand how it can actually be achieved. (I 31 May, 2015.

self-organization is the future

Harold Jarche

If we as a society think it is important that citizens are engaged, people are passionate about their work, and that we all contribute to making a better world, then we need to enable self-organization. Like democracy, self-organized teams are hard work.

The Coherent Organization

Jay Cross

This post continues an ongoing conversation about The Coherent Organization. The article describes The Coherent Organization , the Internet Time Alliance ‘s shorthand for a company where individuals are aligned with the organizational mission and information flows from outside in and back again in ways that accelerate work. ” Yesterday Clark wrote about detailing the Coherent Organization. Coherent OrganizationCo·her·ent (k -hîr nt, -h r -) means.

Perhaps the Purpose of an Organization?

Dan Pontefract

The yin-yang relationship between an engaged organization and an impeccable level of customer service just might be the new purpose of an organization. employee engagement organization Purpose customer service purpose

Reinventing Organizations – Review

Harold Jarche

What is a “Teal Organization”? Frédéric Laloux, in Reinventing Organizations , uses a colour scheme, based on Integral Theory , to describe the historical development of human organizations: Red > Orange > Green > Teal.

Building the network era organization

Harold Jarche

Part of the shift that organizations will have to make in the network era will be not only to add new dimensions, but to retrieve some old ones. So what does a connective, cooperative organization look like?

The Rise of the T-Shaped Organization

Irving Wladawsky-Berger

The concept of T-shaped skills was first introduced over 20 years ago, but its importance, - to both individuals and organizations, - has continued to rise. The growing demand for T-shaped skills points to the rise of the T-shaped organization.

self-organization and self-reflection

Harold Jarche

‘As we do not have bosses in our organization, we decided to have just one meeting every 6 months in order to share amongst us all where we are going as a company, defining a maximum of 3 primary objectives. How to Choose a Model of Self-organization , by @aarondignan.

Organize for Complexity

Harold Jarche

Neils Pflaeging read my ebook Seeking perpetual beta and said that “after reading the book one yearns for more from you about the right learning architecture, about how to develop organizations applying this thinking, about how to build learning programs and infrastructure.”

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 industrial era organization, quite simply, wasn’t. And, the evidence seems to be that such organizations are more successful.

no organization is an island

Harold Jarche

Organizations are alive when people can exert their autonomy in ethical practice. Even progressive organizations often miss out on the latter, described by the authors as an, “ inherent tendency toward growth development and integrated functioning ”. The organization must be alive.

Four Key Actions To Change Your Organization’s Purpose

Dan Pontefract

It is a wholesome way of being and operating for any organization. Purpose is more than a cause. As I argue in my book, The Purpose. Dan's Related Posts: Inspiring CEO Quotes About A Higher Purpose A Few Easy Steps For Entrepreneurs To Take To Enact A Higher Purpose Purpose: The Word of 2016 Download Chapter 1 of “The Purpose Effect” For Free Evolution of the Chief Learning Officer. Purpose Marc Benioff purpose Salesforce Unilever

The Organization as a Cycling Peloton

Dan Pontefract

This got me thinking about one of my favourite personal passions (cycling) and our corporate organizations. Maybe if we were to act like a peloton in our organizations, we might see higher levels of employee engagement. collaboration engagement leadership organization cycling peloton

Creating More Intelligent Organizations

Irving Wladawsky-Berger

organize these collaborations and enhance them with innovative IT-based. If so, is it possible to create more intelligent organizations? Another CCI project is aiming to answer these questions by trying to understand the intrinsic nature of intelligent organizations.

the keystone of the intelligent organization

Harold Jarche

The intelligent organization is based on a simple structure that has the flexibility to deal with complex situations. Organizations have to be designed to promote creative and non-routine work, and leave the machines to handle the boring stuff.

Leadership, Connectivity, Execution, Organization

Harold Jarche

Metaphors that provide the common mental frameworks for our organizations are also powerful tools. Today, more people are viewing the organization as a biological system, bringing new metaphors that can change the way we think, and act.

Organizing for diversity and complexity

Harold Jarche

It comes down to the fact that what we know and do inside our organizations is insufficient to address external complexity or to be innovative. Connecting the diversity of markets and society to the organization, instead of creating firewalls, is a major challenge for leadership today.

10 Insights to Create a Connected and Engaged Organization

Dan Pontefract

The fine folks at 33 voices put together an outstanding Slideshare program of thoughts and quotes from me, as it pertains to creating a connected and engaged organization. I hope you can utilize it in the organization where you currently work.

A guide to complexity and organizations

Harold Jarche

Via Jay Cross is this amazing synthesis – Organize for Complexity – of how complexity affects our work and the ways in which we can change our organizational structures to account for complexity, instead or adding more complication.