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. Performance Improvement PKMastery SocialLearning

how professionals learn for work

Harold Jarche

It is interesting to note that most people value learning that is directly connected to their workflow. My social learning workshop provides one approach for improving the workplace performance spectrum, and the 70:20:10 Institute offers several programmes.

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.

Training Evaluation: a mug’s game

Harold Jarche

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.

Experience-Performance-Reflection

Harold Jarche

The above diagram, by Nick Milton , shows some important aspects of what influences performance [hint: blue]. Therefore there is no such thing as “ knowledge transfer “ Second, performance is taking action on knowledge. Performance Improvement SocialLearning

Agility through collaboration

Harold Jarche

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 Instead of factory-style production teams, agile programming uses far fewer, but better, programmers.

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.”

Embedding Learning in Work: The Benefits and Challenges

Charles Jennings

If people learn as part of the workflow then this learning is more likely to impact performance in a positive way. By their very nature informal and social learning is embedded in the daily workflow. The majority of learning occurs naturally as part of the workflow.

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. 2 – Performance Support 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 They are finding it helps them extend the focus on learning out into the workflow.

It’s Only 65% !

Charles Jennings

How we support learning and building high performance should reflect these differences. Continuous Learning is the goal of 70:20:10 The final point I would make is that focusing on ‘the numbers’ masks the fact that learning happens as a continual process and usually as part of the workflow.

Survey 236

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.”

Towards the Connected L&D Department

Jane Hart

But this blue area is where the “real” learning takes place in the workplace – in the workflow informally and socially.

From Courses to Campaigns : using the 70:20:10 approach

Charles Jennings

Courses may help with the basics, or to refresh our knowledge, but courses alone won’t deliver high performance. This is why it is better to approach performance challenges with a campaign mindset than a course mindset.

Course 219

2012: That was the year that was

Jane Hart

4 - A new framework for supporting learning and performance in the social workplace. 8 - Emerging new roles for learning and performance professionals.

Survey 235

Overcoming the Course and Control mindset hurdles

Jane Hart

I refer to this as informalizing and socializing formal learning – and it is of course a good first step, but it is not addressing the bigger picture of how to support learning as it is really happening informally and socially in the workflow.

Course 245

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

Jane Hart

That is, it helps to think in terms of performance outcomes – i.e. what individuals need to be able to do as a result – rather than on learning outcomes or course completions. 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’. 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.

My top 10 favourite resources from February

Jane Hart

If a department is not part of the networked workflow, or tries to block it, it is part of the problem.” ” 9 - The 0% solution to learning , The performance improvement blog, 23 February 2012.

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

Dan Pontefract

” 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.”

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. What’s working in social business in 2012?

What Are the Chances of Pragmatic Pathways for Social Business?

Luis Suarez

He talks as well, as part of the mix, about the power of social business and the role of evangelists (those champions) along with the power of social technologies and the use they make of them for their day to day workflows.

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. . Top performers are the 20% of the team that generate 80% of the results.

FAQ 181

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. My diagramming bent had me map out the workflow of a client’s production process, to identify opportunities to tweak the process to bring in better learning science with minimal interruption.

Time for the Training Department to be Taken Seriously

Xyleme

We as an industry dedicate vast amounts of R&D resources to general functionality such as workflow, collaboration and now social media functionality that will never get adopted past the departmental level. Home About Podcasts Videos Xyleme Inc.