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. Visualize the workflow of a physical job: produce, produce, produce, produce, produce, produce, produce, produce, produce. Now visualize the workflow of a creative knowledge worker: nothing, nothing, nothing, nothing, flash of brilliance, nothing, nothing, nothing.” —Jay

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.

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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.

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.

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. Harold’s Performance Improvement Toolbox. When Your Employees Can Solve The Biggest Problems With Performance Support. Learning after Benchmark performance with each other.

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. This influences the third key point, that reflection of one’s performance is an important part of the learning process and this is often in a social context as well. LMS are disconnected from 1) Experience, 2) Performance & 3) Reflection.

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.

Workplace Learning: Adding, Embedding & Extracting

Charles Jennings

High performing individuals, teams and organisations focus on exploiting development opportunities in the workplace because that’s where most of the learning happens. Adding Learning to Work When faced with the opportunities to help with workplace learning, many HR, talent development, and learning professionals react by simply adding learning to the workflow. There is also often an attempt to apply learning metrics (rather than performance metrics) to the outcomes.

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. The Research A 2009 study by the Learning & Development Roundtable, a division of the Corporate Executive Board, reported that on-the-job learning had three times the impact on performance improvement over formal training programs. By their very nature informal and social learning is embedded in the daily 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. They will also become more embedded in the workflow, e.g. learning communities will often be seen as an extension of a group’s existing online activities. 2 – Performance Support Services. 4 – Performance Consulting 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 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.

It’s Only 65% !

Charles Jennings

The numbers are a useful reminder that the majority of learning occurs through experience and practice within the workflow (the ‘70’), through sharing and supporting others, conversations and networks (the ‘20’), and that a smaller amount of overall learning occurs through structured training and development activities (the ‘10’). How we support learning and building high performance should reflect these differences.

Survey 182

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.” In complex and changing markets, innovation has much higher business value than merely coordinating internal tasks or improving processes. Process improvement is a tool set, not an overarching or unifying concept for an organization.

Towards the Connected L&D Department

Jane Hart

The orange area is where I am now seeing quite a lot of interest and activity; that is expanding the traditional L&D area into “packaging” performance support, and also moving into more “scaffolded” and social approaches to formal learning, and also examples of self-service professional learning portals for on-demand access to a range of opportunities.

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. Other activities in the workplace – such as challenging experiences, opportunities to practice in ‘real’ situations, support, advice and guidance from colleagues, and reflection, are all more important than courses in helping build high performance. This is why it is better to approach performance challenges with a campaign mindset than a course mindset.

Course 168

2012: That was the year that was

Jane Hart

4 - A new framework for supporting learning and performance in the social workplace. In this post in March 2012 I proposed my Workplace Development Services (WDS) framework to help organisations understand the range of new services and activities that will be required that are focused on supporting continuous performance improvement and learning in the workflow as people do their jobs. 8 - Emerging new roles for learning and performance professionals.

Survey 179

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. realising that it is about measuring success not in terms of learning – but in terms of chnges in performance that results form it.

Course 187

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. It means that conversations can continue more easily after an event, in the workflow, and this supports the transition of learning communities to communities of practice. 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’. than others who may have integrated training activities more closely with the workflow (eLearning, ‘brown bag lunches’, on-the-job coaching etc.). 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. But, by doing this, it will ensure “learning” becomes much more embedded in the workflow than it has ever done before.

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.” In 2012, Peter Aceto, the President and CEO of ING DIRECT – a Canadian bank with 1.78 million customers and over $38 billion in assets – delivered a speech where he waxed lyrical about being a social CEO.

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.

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. Social learning needs to be integrated into the daily workflow. What’s working in social business in 2012? This is the question that CMSWire asked me to write about.

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.

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. . The input may be establishing social learning networks; the output is improvement in the business overall. Top performers are the 20% of the team that generate 80% of the results. A 1% improvement at this level makes waves. Performance support.

FAQ 139

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. There will be, however, a good measure of progress by tracking how business operations are improving overall, demonstrating tangible performance improvement(s).

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. In February I added links to over 100 resources in my 2012 Reading List , but these are my 10 favourite. I have listed them in chronological order of their publication – together with a quote from each, which will give you an indication of why I found it of interest.