by Jon Husband
February 26, 2010 at 1:34 pm
· Filed under FASTforward'09
My colleague Harold Jarche often says … “work is learning, and learning is work”. And my FF blog colleague Rob Patterson is unpacking our current understanding of what a “job” is (Marshall McLuhan long ago signaled that when we began communicating with each other at the speed of light, it would mean the demise of “the job”, and that rather we would get into “playing roles”).
It seems clear that the environment we are all moving into demands serious consideration of such statements, and that Enterprise 2.0 adoption and implementation will make these issues even more important.
Here is a blog post Harold developed recently that synthesizes well some core concepts. It may be useful to those who are considering adoption of Enterprise 2.0 capabilities and what work design issues will come up and how to address them. I am re-publishing it here with his permission.
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A framework for social learning in the enterprise
The social learning revolution has only just begun. Corporations that understand the value of knowledge sharing, teamwork, informal learning and joint problem solving are investing heavily in collaboration technology and are reaping the early rewards.
- Jay Cross
Social learning
Why is social learning important for today’s enterprise?
George Siemens has succinctly explained the importance of social learning in the context of today’s workplace:
There is a growing demand for the ability to connect to others. It is with each other that we can make sense, and this is social. Organizations, in order to function, need to encourage social exchanges and social learning due to faster rates of business and technological changes. Social experience is adaptive by nature and a social learning mindset enables better feedback on environmental changes back to the organization.
The Internet has fundamentally changed how we communicate on a scale as large as the printing press or the advent of written language. Charles Jennings explains why we need to move away from a focus on knowledge transfer and acquisition, an approach rooted in Plato’s academy:
We are moving to the world of the sons of Socrates, where dialogue and guidance are key competencies. It is a world where the capability to find information and turn it into knowledge at the point-of-need provides the key competitive advantage, where knowing the right people to ask the right questions of is more likely to lead to success than any amount of internally-held knowledge and skill.
Our relationship with knowledge is changing as our work becomes more intangible and complex. Notice how most value in today’s marketplace is intangible, with Google’s multi-billion dollar valuation an example of value in non-tangible processes that could be deflated with the development of a better search algorithm. Non-physical assets comprise about 80 percent of the value of Standard & Poor’s 500 US companies in leading industries.
From replaceable human resources to dynamic social groups
The manner in which we prepare people for work is based on the Taylorist perspective that there is only one way to do a job and that the person doing the work needs to conform to job requirements [F.W. Taylor, The Principles of Scientific Management, 1911]. Individual training, the core of corporate learning and development, is based on the premise that jobs are constant and those who fill them are interchangeable.
However, when you look at the modern organization, it is moving to a model of constant change, whether through mergers and acquisitions or as quick-start web-enabled networks. For the human resources department, the question becomes one of preparing people for jobs that don’t even exist. For example, the role of online community manager, a fast-growing field today, barely existed five years ago. Individual training for job preparation requires a stable work environment, a luxury no one has any more.
A collective, social learning approach, on the other hand, takes the perspective that learning and work happen as groups and how the group is connected (the network) is more important than any individual node within it.
MIT’s Peter Senge has made some important clarifications on terms we often use in looking at work, job classifications and training to support them.
Knowledge: the capacity for effective action. “Know how” is the only aspect of knowledge that really matters in life.
Practitioner: someone who is accountable for producing results.
Learning may be an individual activity but if it remains within the individual it is of no value whatsoever to the organization. Acting on knowledge, as a practitioner (work performance) is all that matters. So why are organizations in the individual learning (training) business anyway? Individuals should be directing their own learning. Organizations should focus on results.
Individual learning in organizations is basically irrelevant because work is almost never done by one person. All organizational value is created by teams and networks. Furthermore, learning may be generated in teams but even this type of knowledge comes and goes. Learning really spreads through social networks. Social networks are the primary conduit for effective organizational performance. Blocking, or circumventing, social networks slows learning, reduces effectiveness and may in the end kill the organization.
Social learning is how groups work and share knowledge to become better practitioners. Organizations should focus on enabling practitioners to produce results by supporting learning through social networks. The rest is just window dressing. Over a century ago, Charles Darwin helped us understand the importance of adaptation and the concept that those who survive are the ones who most accurately perceive their environment and successfully adapt to it. Cooperating in networks can increase our ability to perceive what is happening.
Making social learning work
Jon Husband’s working definition of “Wirearchy” is “a dynamic two-way flow of power and authority, based on knowledge, trust, credibility and a focus on results, enabled by interconnected people and technology”. We are seeing increasing examples of this on the edges of the modern enterprise. World Blu’s annual listing of our most democratic workplaces continues to grow and gain attention. Google’s dedicated time-off for private projects, given to its engineers, promotes non-directed learning and collaboration. Zappos directly engages with its customers on Twitter, fostering higher levels of two-way trust. As customers, suppliers and competitors become more networked, being more wirearchical will be a business imperative.
Wirearchies inherently require trust, and trusted relationships are powerful allies in getting things done in organizations. Trust is also an essential component of social learning. Just because we have the technical networks does not mean that learning will automatically happen. Communications without trust are just noise, not accepted and never internalized by the recipients.
Here are some ways to make social learning work in the enterprise:
Think and act at a macro level (what to do) and leave the micro (how to do it) to each worker or team. The little stuff is changing too fast.
Engage with Web media and understand how they work. The Web is too important to be left to the information technology department, communications staff or outside vendors.
Use social media to make work easier or more effective. Use them to solve problems for work teams and groups.
Make traditional management obsolete. Teach people how to fish and move on to the next challenge. If the organization is maintaining a steady state then it has failed to evolve with the environment.
Analyzing social learning
Most 20th century workplaces had two types of learning: formal learning through training and informal learning (about 80% according to research) which just happened by accident or the result of observation, conversation and time in the job. This focus on formal training, for skills and knowledge, missed out on our social nature. Business has always been social, especially at the higher levels of management and with ubiquitous access to networks, this is once again part of everyone’s work. In the global village, we are all interconnected.
Jane Hart has shown how social media can be used for workplace learning and that instead of just training, there are five types of learning that should be supported by the organization:
IOL – Intra-Organizational Learning – keeping the organization up to date and up to speed on strategic and other internal initiatives and activities
GDL – Group Directed Learning – groups of individuals working in teams, projects, study groups, etc Even two people working together in a coaching and mentoring capacity
PDL – Personal Directed Learning – individuals organizing and managing their own personal or professional learning
ASL – Accidental & Serendipitous Learning – individuals learning without consciously realizing it (aka incidental or random learning)
FSL – Formal Structured Learning – formal education and training like classes, courses, workshops, etc (both synchronous and asynchronous)
Notice that traditional training (FSL) is only one of the five types. Three of these (IOL, GDL, PDF) require self-direction, and that is the essence of social learning: becoming self-directed learners and workers, all within a two-way flow of power and authority. Social and informal learning are not just feel-good notions, but have a real impact on an increasingly intangible business environment.
Jay Cross has looked at the ways that social learning is becoming real and developed this table to highlight some of the workplace changes he is observing:
Implementing social learning
The changes in becoming a networked workplace can be further analyzed using Jane Hart’s five ways of using social media for learning in the organization.
ASL – Accidental & Serendipitous Learning: from Stocks to Flow
Learning is conversation and online conversations are an essential component of online learning. Online communication can be divided into Stocks (information that is archived and organized for reference and retrieval) and Flows (timely and engaging conversations between people, including voice or written communications). Blogs allow flow and micro-blogs, like Twitter, enable great flow due to the constraint of 140 characters
The web enables connections, or constant flow, as well as instant access to information, or infinite stock. Stock on the Internet is everywhere and the challenge is to make sense of it through flows of conversation. It is no longer enough to have the book, manual or information, but one must be able to use it in changing contexts. Because of this connectivity, the Web is an environment more suited to just-in-time learning than the outdated course model. ASL is shifting from looking at knowledge as the collection of bits and engaging in the learning flows around us, without any conscious plan. We are working and learning in networks and the only thing a network can do is share.
PDL – Personal Directed Learning: from Clockwork & Predictable to Complexity & Surprising
Complexity, or maybe our appreciation of it, has rendered the world unpredictable, so the orientation of learning is shifting from past (efficiency, best practice) to future (creative response, innovation). Organizing our own learning is necessary for creative work. Workplace learning is morphing from blocks of training followed by working to a merger of work and learning: they are becoming the same thing. Change is continuous, so learning must be continuous. Developing emergent practices, a necessity when there are no best practices in our changing work environments, requires constant personal directed learning.
In complex environments it no longer works to sit back and see what will happen. By the time we realize what’s happening, it will be too late to take action. Accepting surprise is similar to the delight an artist may have on completion of a work and only then see an emergent quality not consciously understood during the process of its creation.
GDL – Group Directed Learning: from Worker Centric to Team Centric
As mentioned earlier, the real work in organizations is done by groups. This means that sending individuals on a training course and then re-integrating to their work group is relatively useless. With work and learning merging in the network, groups need to find ways that support each member’s learning, while engaged in tasks and projects. Tools that can capture activities and keep group members focused should be used to reinforce group learning.
Social learning requires a certain amount of effort to maintain regular contact and association with our colleagues. Developing social learning practices, like keeping a work journal, may be an effort at first but later it’s just part of the work process. Bloggers have learned how powerful a learning medium they have only after blogging for an extended period. With the increased use of distributed work groups, it is even more important to foster social learning and web media are the current tools at hand.
IOL – Intra-Organizational Learning: from Subject Matter Experts to Subject Matter Networks
Mark Oehlert recently coined the term Subject Matter Networks as a new way of finding organizational knowledge. Instead of looking for subject matter experts from which to design training, we should extend knowledge gathering to the entire network of subject-matter expertise. Once again, the emphasis is no longer on the individual node but on the network. Good networks make for effective organizations.
Networked communities are better structures in dealing with complexity, when emerging practices need to be continuously developed and loose ties can help facilitate fast feedback loops without hierarchical intervention. Collaborative groups are better at making decisions and getting things done. The constraints of the group help to achieve defined goals.
Building capabilities from serendipitous to personally-directed and then group-directed learning help to create strong networks for intra-organizational learning. This is exceptionally important because the emerging knowledge-intensive and creative workplace has these attributes:
• Simple work will be automated.
• Complicated work will go to the lowest bidder, as processes & procedures become more defined and job aids more powerful (e.g. mortgage applications).
• Complex work requires creativity and is where the value of the post-industrial organization lies.
• Dealing with Chaos sometimes has be confronted and this requires creativity as well as a sense of adventure to try novel approaches.
FSL – Formal Structured Learning: from Curriculum to Competency
There remains a need for training in the networked workplace but it must move away from a content delivery approach. The content will be out of date before the training is “delivered” (another outdated term). Work competencies will still need to be developed through practice and appropriate feedback (what training does well) but that practice will have to be directly relevant to the individual or group (group training is an area of immense potential growth). Jointly defining work competence with input from individuals, groups and subject matter networks should become the new analysis process, enabled by social media. Think of it as social ADDIE (analysis, design, development, implementation, evaluation) for the complex workplace.
Summary
Our workplaces are becoming interconnected because technology has enabled communication networks on a worldwide scale. This means that systemic changes are sensed almost immediately. Reaction times and feedback loops have to get faster and more effective. We need to know who to ask for advice right now but that requires a level of trust and trusted relationships take time to nurture. Our default action is to turn to our friends and trusted colleagues; those people with whom we’ve shared experiences. Therefore, we need to share more of our work experiences in order to grow those trusted networks. This is social learning and it is critical for networked organizational effectiveness.
Our current models for managing people, training and knowledge-sharing are insufficient for a workplace that demands emergent practices just to keep up. Formal training has only ever addressed 20% of workplace learning and this was acceptable when the work environment was merely complicated. Knowledge workers today need to connect with others to co-solve problems. Sharing tacit knowledge through conversations is an essential component of knowledge work. Social media enable adaptation, and the development of emergent practices, through conversations.
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8 Other Comments
Hi Jon – just a terrific post with so many good angles that I don’t know where to start 
a terrific spot on observation from Charles Jennings that I resonate with strongly…
…the capability to find information and turn it into knowledge at the point-of-need provides the key competitive advantage, where knowing the right people to ask the right questions of is more likely to lead to success than any amount of internally-held knowledge and skill.
Need to digest more….
Thanks, Steve. It’s Harold’s fault !
Seriously, he and I have talked much over the years, and I’ll speak for him .. we appreciate your enthusiastic interest.
We hope people will dig into this and poke holes and ask questions, so that we can all lern more.
Jay seems to think social learning is a dirty word these days.
Thank you, Steve. I’m working on expanding this piece, so any feedback would be appreciated.
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DonFebruary 27th, 2010 at 7:03 pm |
While this makes for wonderful theory and great concepts, it falls on a simple premise: individual psychology. The notion presented here lives and dies under the mechanistic concept of individuals being equal. Unfortunately, that’s not the reality. (I’m not talking about equal opportunity here.)
Every person is an individual. The image of the “network” shows a bunch of equal robot-like nodes. Some people like to share more than others. Some people don’t want to share at all. Some people are extroverts. Some are introverts. Most people have different levels of both qualities depending upon the matter at hand. Your idealistic concept provides for none of this.
Go to any group of a dozen or more people and immediately certain things become apparent. Some people will take charge. Some people are glad to let those others take charge. Some people don’t want to take charge and resent those who do. Certain subsets of the whole form cliques who communicate more and better between themselves, leaving out the others.
So how in your networks of the 21st century are you going to deal with the issue of individuality, including individual needs, desires, capabilities, etc.? Where is the built-in factor that will correct errors? Perhaps the best example of such a network of social learning is Wikipedia, and not only has it be demolished by scandals, lies, and fraud, but even they warn not to accept as valid anything on their site. See:
http://en.wikipedia.org/wiki/Wikipedia:General_disclaimer
http://en.wikipedia.org/wiki/Wikipedia:Content_disclaimer
http://en.wikipedia.org/wiki/Wikipedia:Risk_disclaimer
The concept of social learn is great in theory. It is also useful on a limited basis among a small number of people. But until you deal with the very nature of people to be various levels of leaders/followers, active/passive, interested/disinterested, etc., it is at best a wonderful, positive, utopian fantasy. For over three decades, we’ve heard how the computer was going to bring a paperless office. It hasn’t happened. I have no doubt that people will talk about social learning in the enterprise for another three decades, and we’ll be no closer to it than we are now—not because it’s a bad idea, but because it doesn’t see people as individuals.
Hi, Don.
Well, upon a first read of your comment about individuals … I think that the messiness of dealing with a wide variety of individuals who are each learning is a recognizable, and sizeable, challenge. Both Harold and I (and many oters I have come across here and there on the net) write about “personal knowledge management” (PKM) and both the “personalization” and the “mass customization” of work.
With respect to your:
to be various levels of leaders/followers, active/passive, interested/disinterested, etc.
I don’t think we are putting forward the ideas in the article above as a recipe, and one that calls for no distinctions between approaches and structures when looking at knowledge work and learning, but rather we are suggesting principles and a framework (again, not a recipe nor a method) for today’s and tomorrow’s conditions.
I’ll read the comment again, more slowly, and may be back to comment if anything else comes up for me.
@Don wrote “The concept of social learn is great in theory. It is also useful on a limited basis among a small number of people. But until you deal with the very nature of people to be various levels of leaders/followers, active/passive, interested/disinterested, etc., it is at best a wonderful, positive, utopian fantasy.”
I won’t go into the theory side, but Anne Marie McEwan recently covered social cognitive theory here:
Bandura & Social Cognitive Theory
I am particularly interested in practical things, like getting work done in teams, groups and networks.
What I consider facts:
More of our work is connected via digital networks.
We have cheap tools to connect with almost anybody, almost anywhere and almost anytime.
Many of us can self-publish to a global audience with very minimal barriers.
Some opinion:
Changes in communications influence all aspects of how we structure society.
Our relationship to work is changing because of these changes in communication.
My perspective:
Things are changing. I am trying to make sense of these changes and then look at ways in which we can work and learn better. These are not MY “networks of the 21st century”. The electronically networked society is happening, for better and for worse, and it’s important for me to find patterns and trends and be proactive in dealing with changes while promoting values that I believe in, like democracy and human rights.
Social learning in networks is already happening, especially outside organizational walls. I participate in it every day, as I am doing here.
Thanks for engaging in this social learning process.
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PaulMarch 3rd, 2010 at 6:21 pm |
1) Networks are capable of incorporating introvert/extrovert (node degree), leadership (directed graphs), and individual skills/traits/opinions (node ‘tags’). Much discussion around the networked workplace doesn’t go into this level of detail, but that’s largely because they tend to be discussions of the general. If I were to diagnosis how to improve a corporation’s structure I certainly would be looking to make sure each node contains all the relevant information available. I’d also be looking at multiple ways of grouping people into a network, not just a single one.
2) Don’s comment taking the opposing side is extremely important to developing ideas. Homogeneous groups with self-similar opinions don’t produce the debate and self questioning necessary to refine an idea. This requires an understanding of the individualized nodes, but this also requires an understanding of the connections. If a decision is made/executed solely by very pro/anti-technology members of an organization you’re likely to get inferior results. Traditionally sales and R&D are very distinct functions. But you need bridges between those groups.
3) I see the critical aspect to social learning to be ‘diffusion’. Knowledge ‘flows’ at specific speeds, and complex, technical details have high viscosity. Some nodes are efficient at in-flow (fast learners), some at out (teachers). Excessive turnover removes nodes before their knowledge has spread to the rest of the group. Isolated groups fail to transmit their knowledge. Again, if I were debugging a company I’d want to measure this. How long before a new product feature is well understood by sales? by management? Does R&D know about current marketing efforts? How much does a idea change as it’s communicated through the company? Are there particular points where ideas get stuck, or particularly garbled?
Anyways, thanks for writing: I love these posts…I’m a firm believer in the importance of networks, and its great to read about its applications to yet another aspect of the world.
If I were to diagnosis how to improve a corporation’s structure I certainly would be looking to make sure each node contains all the relevant information available. I’d also be looking at multiple ways of grouping people into a network, not just a single one.
That’s a useful addition / reminder.
2) Don’s comment taking the opposing side is extremely important to developing ideas. Homogeneous groups with self-similar opinions don’t produce the debate and self questioning necessary to refine an idea. This requires an understanding of the individualized nodes, but this also requires an understanding of the connections.
Indeed … Don’s perspective flushed out some refinement and added to a deepened understanding of the issues. And, I don’t think context, the flows between nodes and coordination can be left willy-nilly. I hope it didn’t seem that was being advocated.
3) I see the critical aspect to social learning to be ‘diffusion’. Knowledge ‘flows’ at specific speeds, and complex, technical details have high viscosity. Some nodes are efficient at in-flow (fast learners), some at out (teachers). Excessive turnover removes nodes before their knowledge has spread to the rest of the group. Isolated groups fail to transmit their knowledge. Again, if I were debugging a company I’d want to measure this.
I think I’d use the word ‘assess’ rather than ‘measure’ but that doesn’t detract from your useful point.
Then something will happen and I will remember having read that. This is where tools like delicious come in, because I save something that may be useful later, but I don’t really need now. I make sure that i include notes so I’ll be able to find it later.
Even then, I may remember reading something, but can’t find the source. The fact is that it just was not relevant at the time. I filtered it out, but not completely.
There are some good organizational communication tools, such as a communication audit, that allows a company to see the ebs and flows of ideas.
Yes, there are a lot of useful tools and services, and there will be more. I use a select few, and I cheat a lot too .. I am lucky to have a really good memory.
Thank you Jon for this framework that help us to understand social learning by flesh and blood !
I have make a link in introduction of my last blog paper which is an invitation to definy what could be Social Rich Learning in this framework
http://www.conseilwebsocial.com/index.php/2010/participez-a-la-definition-du-social-rich-learning/
Jon – This is a great summary of where learning should be today with the Web and E20. As noted in The Social Factor, simply having knowledge is no longer power but knowledge sharing is now power. The position you outline is also where learning should have been in the latter part of the 20th century. I always found that collaborative learning was most effective for acquiring skills and knowledge but also enabled the organizational learning to continue. The Web now makes this approach more possible and essential for survival. You should continue to expand on these themes and coupled them with your thinking on HR in the 21st century. Bill
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ffblogFebruary 26th, 2010 at 1:34 pm |
New: : A framework for social learning in the enterprise http://bit.ly/b6i2hJ
This comment was originally posted on Twitter
Social learning in the enterprise http://bit.ly/djJA1i
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umbgidaFebruary 26th, 2010 at 2:46 pm |
RT @jaycross: Social learning in the enterprise http://bit.ly/djJA1i
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http://www.fastforwardblog.com/2010/02/26/a-framework-for-social-learning-in-the-enterprise/
This comment was originally posted on Twitter
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umbgidaFebruary 26th, 2010 at 3:05 pm |
Recommended Link: The FASTForward Blog » A framework for social learning in the enterprise: Enterprise 2.0 Bl… http://bit.ly/d38P4R #gida
This comment was originally posted on Twitter
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Aneja1February 26th, 2010 at 3:05 pm |
Framework for Social Learning in the Enterprise http://bit.ly/a8nZxO (via @hebsgaard) #SocMed #Learning
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DrNoooFebruary 26th, 2010 at 3:16 pm |
A framework for social learning in the enterprise http://bit.ly/d1M8vw
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RT @jaycross Social learning in the enterprise http://bit.ly/djJA1i
This comment was originally posted on Twitter
RT @jonhusband: New FF blog post .. A Framework for Social Learning in the Enterprise … http://bit.ly/djJA1i
This comment was originally posted on Twitter
The FASTForward Blog » A framework for social learning in the … http://bit.ly/b9DnSh
This comment was originally posted on Twitter
A framework for social learning in the enterprise http://bit.ly/cErXfY
This comment was originally posted on Twitter
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c4lptFebruary 26th, 2010 at 5:17 pm |
RT @jonhusband New FF blog post .. A Framework for Social Learning in the Enterprise … http://bit.ly/djJA1i
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[from sschwister] The FASTForward Blog » A framework for social learning in the enterprise: Enterprise 2.0 Blog: News, http://url4.eu/1ULs1
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RT @c4lpt: RT @jonhusband New FF blog post .. A Framework for Social Learning in the Enterprise … http://bit.ly/djJA1i
This comment was originally posted on Twitter
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llmsgdiFebruary 26th, 2010 at 6:19 pm |
The FASTForward Blog » A framework for social learning in the …: Simple work will be automat… http://bit.ly/aKklQC http://bit.ly/6J63Ev
This comment was originally posted on Twitter
The FASTForward Blog » A framework for social learning in the …: Simple work will be automat… http://bit.ly/aKklQC http://bit.ly/6J63Ev
This comment was originally posted on Twitter
The FASTForward Blog » A framework for social learning in the …: Simple work will be automat… http://bit.ly/aKklQC http://bit.ly/6J63Ev
This comment was originally posted on Twitter
The FASTForward Blog » A framework for social learning in the …: Simple work will be automat… http://bit.ly/aKklQC http://bit.ly/6J63Ev
This comment was originally posted on Twitter
fast forward.. A framework for social learning in the enterprise http://ow.ly/16FMPP
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A Framework for Social Learning in the Enterprise – http://bit.ly/djJA1i @c4lpt @jonhusband
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The FASTForward Blog » A framework for social learning in the enterprise: Enterprise 2.0 Blog: News, Coverage, and… http://dlvr.it/3J1J
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RT @Socialearning: The FASTForward Blog » A framework for social learning in the enterprise: Enterprise 2.0 Blog: News, Coverage, and… http://dlvr.it/3J1J
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rt_clikFebruary 27th, 2010 at 12:43 am |
A framework for social learning in the enterprise http://ff.im/-gBFQt
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myviewFebruary 27th, 2010 at 4:54 am |
Jon Husband im fastforwardblog: Individual learning in organizations is basically irrelevant http://bit.ly/9ERneb
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RT @jaycross: Social learning in the enterprise http://bit.ly/djJA1i
This comment was originally posted on Twitter
RT @Socialearning: The FASTForward Blog » A framework for social learning in the enterprise: Enterprise 2.0 Blog: News, Coverage, and… http://dlvr.it/3J1J
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A Framework for Social Learning in the Enterprise (by @jonhusband) http://bit.ly/djJA1i Thanks to RT @c4lpt #lrnchat
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A framework for social learning in the enterprise by Jon Husband. Dialogue, knowledge sharing & joint problem solving. http://bit.ly/bxtage
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The FASTForward Blog » A framework for social learning in the enterprise: Enterprise 2.0 Blog: News, Coverage, and… http://dlvr.it/3J1J
This comment was originally posted on Twitter
The FASTForward Blog » A framework for social learning in the enterprise http://dlvr.it/3J1J
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Great article on social learning and intra-organizational communication: http://bit.ly/djJA1i
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fdomonFebruary 27th, 2010 at 2:21 pm |
The FASTForward Blog » A framework for social learning in the enterprise: Enterprise 2.0 Blog: News, Coverage, and… http://dlvr.it/3VYZ
This comment was originally posted on Twitter
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fdomonFebruary 27th, 2010 at 2:21 pm |
The FASTForward Blog » A framework for social learning in the enterprise http://dlvr.it/3VYZ
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A framework for social learning in the enterprise http://bit.ly/cxPJtR via @jonhusband
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lammiiaFebruary 27th, 2010 at 3:48 pm |
Catching up on a great post from fastforward> framework for social learning in the enterprise http://ow.ly/1c0as #E20
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pavnomFebruary 27th, 2010 at 4:02 pm |
http://www.fastforwardblog.com/2010/02/26/a-framework-for-social-learning-in-the-enterprise/
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LandDevFebruary 27th, 2010 at 5:07 pm |
http://www.fastforwardblog.com/2010/02/26/a-framework-for-social-learning-in-the-enterprise/
This comment was originally posted on Twitter
a Framework for social learning in the enterprise – http://bit.ly/bYd0Zp
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A framework for social learning in the enterprise http://digg.com/u1OYoH | great insights
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chagotaFebruary 28th, 2010 at 10:33 am |
In case you missed it previously, I really recommend this: Framework for social learning. http://bit.ly/djJA1i
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A framework for social learning in enterprise from @jonhusband http://bit.ly/cYqDEB >good read
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RT @swanwick: Social Learning in the enterprise http://bit.ly/dASKSS #KM #KMers #lrnchat
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RT @swanwick: Social Learning in the enterprise http://bit.ly/dASKSS #KM #KMers #lrnchat
This comment was originally posted on Twitter
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rjfarrFebruary 28th, 2010 at 11:37 am |
RT @BillIves Framework for social learning in enterprise from @jonhusband http://bit.ly/cYqDEB / cc @pointsofrue What trying to articulate.
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RT @BillIves: A framework for social learning in enterprise from @jonhusband http://bit.ly/cYqDEB >good read > yes
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A framework for social learning in the enterprise http://bit.ly/9hbK7d #learning
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A framework for social learning in the enterprise http://bit.ly/9hbK7d #learning (via @multisilta)
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RT @letterpress_se: A framework for social learning in the enterprise http://bit.ly/9hbK7d #learning (via @multisilta)
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RT @fdomon: The FASTForward Blog » A framework for social learning in the enterprise http://bit.ly/aDQkQf #e20 #socialearning
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A framework for social learning in the enterprise http://ff.im/-gIa2E
This comment was originally posted on Twitter
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fdomonFebruary 28th, 2010 at 5:27 pm |
A framework for social learning in the enterprise http://dlvr.it/3VYZ
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A framework for social learning in the enterprise http://dlvr.it/3J1J
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RT @swanwick: Social Learning in the enterprise http://bit.ly/dASKSS #KM #KMers #lrnchat (via @jonhusband & @hjarche )
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ajh432March 1st, 2010 at 12:27 am |
Good for PD in education too! RT @Tanja0374 @jaycross: Social learning in the enterprise http://bit.ly/djJA1i
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A framework for social learning in the enterprise http://bit.ly/cYqDEB
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http://www.fastforwardblog.com/2010/02/26/a-framework-for-social-learning-in-the-enterprise/
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Reading #2.0 The FASTForward Blog » A framework for social learning in the enterprise: Enterprise 2.0 Blog: News, C… http://ow.ly/16GIaA
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The FASTForward Blog » A framework for social learning in the enterprise: Enterprise 2.0 Blog: News, Coverage, and… http://bit.ly/b6kbF0
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Current Reading: RT @fredzimny FASTForward Blog » A framework for social learning in the enterprise http://ow.ly/16GIaA #in
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The FASTForward Blog » A framework for social learning in the enterprise: Enterprise 2.0 Blog: News, Coverage, and… http://dlvr.it/3J1J
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A framework for social learning in the enterprise http://bit.ly/d7NpK2
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RT @aponcier: A framework for social learning in the enterprise http://bit.ly/d7NpK2 @hibrice @tewfiq @sellisrev
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RT @swanwick: Social Learning in the enterprise http://bit.ly/dASKSS #KM #KMers #lrnchat
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RT @swanwick: Social Learning in the enterprise http://bit.ly/dASKSS — Good stuff by @hjarche and @jonhusband #lrnchat
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RT @dwilkinsnh: Social Learning in the enterprise http://bit.ly/dASKSS — Good stuff by @hjarche and @jonhusband #lrnchat
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RT @Quinnovator RT @dwilkinsnh: Social Learning in the enterprise http://bit.ly/dASKSS — Good stuff by @hjarche and @jonhusband
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RT @aponcier: A framework for social learning in the enterprise http://bit.ly/d7NpK2
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Great post on #sociallearning: http://bit.ly/9BfPuY #HumberPR #socialmedia #wirearchy #network
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A framework for social learning in the enterprise: Adoption of Enterprise 2.0 capabilities http://bit.ly/9mw24X #hr
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DTMarch 2nd, 2010 at 4:41 am |
@jonhusband on social learning in the Enterprise (and no need to apologise for yr own great stuff) http://tinyurl.com/yj7srqh #enreprise20
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RT @DT: @jonhusband Enterprise Social Learning (+ no need to apologise for yr own great stuff) http://tinyurl.com/yj7srqh #enreprise20 > +1
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RT @drmcewan: RT @DT: @jonhusband Enterprise Social Learning (+ no need to apologise for yr own great stuff) http://tinyurl.com/yj7srqh #enreprise20 > +1
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RT @BillIves: A framework for social learning in enterprise from @jonhusband http://bit.ly/cYqDEB >good read
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The FASTForward Blog » A framework for social learning in the enterprise: Enterprise 2.0 Blog: News, Coverage, and… http://bit.ly/b9DnSh
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We r doing this with local authorties
A framework for social learning in the enterprise
http://is.gd/9DjzB
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Doing an internship project on social learning – http://ow.ly/1dTI9 – with Google collab. tools in the coming weeks… I’ll let you know
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That’s an incredibly useful way to think about it. I’m coming to believe that idea diffusion is a key problem to solve in many different realms. There’s a lot to think about in that short comment from Paul. Thanks for sharing the ideas!
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I believe (but would have to confirm) that Valdis Krebs’ more recent work on SNA, and perhaps the most recent version of InFlow (his SNA software) can help get at these issues.
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Thanks, Jon – I’ll have to dig through Valdis’ blog some more.
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ZzimMMarch 5th, 2010 at 7:01 pm |
The FASTForward Blog » A framework for social learning in the enterprise: http://is.gd/9MBQu
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Part of it also is being ready for the knowledge and/or having a reason to know something. Often, I’ll read something or more likely skim it. At the time, it may not be pertinent. Then something will happen and I will remember having read that. This is where tools like delicious come in, because I save something that may be useful later, but I don’t really need now. I make sure that i include notes so I’ll be able to find it later.
Even then, I may remember reading something, but can’t find the source. The fact is that it just was not relevant at the time. I filtered it out, but not completely.
There are some good organizational communication tools, such as a communication audit, that allows a company to see the ebs and flows of ideas.
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A framework for social learning in the enterprise http://ff.im/-hdIeH
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Use SOCIAL MEDIA to make work EASIER or more EFFECTIVE. Use them to SOLVE PROBLEMAS for work teams and groups. http://bit.ly/a1mDyB
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” The more complex or novel the idea, the more time it will take to be understood.”
Is that why it’s taking me so long to drive change within the company that employs me?
BTW: how do you personally categorize all of the blogs, articles, learning, etc. that are out there? Do you have a system you can share with us?
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My categories keep changing, Dan. Currently my feed reader has these folders for about 200 sources: Business of Learning; Internet Time Alliance; Learning; Technology; Social Issues; Local Blogs; French Blogs.
On delicious I use many more tags http://delicious.com/jarche
On this blog I have several categories plus a few tags.
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@c4lpt I think plagiarism is a bad , but there’s a – albeit not prominent – link : “Click here for the original post” http://bit.ly/a1mDyB
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repost: this is what we need http://digg.com/u1OYoH #thoughtworks #e20 #yam
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Social Learningに関する興味深い記事。 RT @sumeet_moghe: repost: this is what we need http://digg.com/u1OYoH #thoughtworks #e20 #yam
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Reading #E2.0 Social Learningに関する興味深い記事。 RT @sumeet_moghe: repost: this is what we need http://ping.fm/9t5vH #tho… http://ow.ly/16LQLp
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The FASTForward Blog » A framework for social learning in the enterprise: News, Coverage, and Commentary: http://bit.ly/ayE8aj
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So .. I see Harold’s system as the feed reader, delicious and the blog, and they are in dynamic evolution as the flows of information and context move forward. I would take it that the names of his daily-use folders in the reader are the core categories or spine of his system, and delicious and the blog are two different kinds of output.
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so .. input and output.
Harold and his relationships, thinking, writing and client work, is the throughput
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great framework provided by @jonhusband to grasp the concept of #sociallearning : http://bit.ly/bTlCaF (cc @VinceBerthelot )
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A framework for social learning in the enterprise + comments http://bit.ly/cYqDEB great read from @jonhusband
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RT @BillIves: A framework for social learning in the enterprise + comments http://bit.ly/cYqDEB great read from @jonhusband
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RT @BillIves: A framework for social learning in the enterprise http://bit.ly/cYqDEB @jonhusband -> Great article. Esp like ‘wirearchy’.
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