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The Importance of Cultivating Interdisciplinary Relationships
The result is that a lot of people in the workforce have a pretty narrow view of what the word “colleague” means. It’s important to broaden that definition and cultivate relationships with people in other fields. Here’s why.
more fromwebworkerdaily.com
Integrating Learning and Work
Look at “understand the job” and see how much of a challenge that could be in today’s workplace. What do you do when everyone’s job is unique? The learning professional must be in constant contact with the realities of the everyone’s work. Interventions and support will likely be incremental, addressing changing circumstances, but using multipurpose platforms for information and knowledge-sharing. Understanding work needs good two-way communications.
more fromwww.jarche.com
Where’s the money?
Now, I believe that learning is more than skilling up to some minimal baseline. I believe it encompasses the information access to support performance, mentoring from the top end of novice through practitioner, and communication and collaboration that supports problem-solving and innovation. And the associated skills. Not only do novel inquiries and problems get dealt with, but new products, services, customer experiences, and more are the outcome of the full performance ecosystem.
more fromblog.learnlets.com
The New Organization Model: Learning at Scale - The Big Shift - HarvardBusiness.org
In recent posts we've described a massive institutional transformation that will occur as part of the big shift: the move from institutions designed for scalable efficiency to institutions designed for scalable learning. The core questions we all need to address are: who will drive this transformation? Who will be the agents of change? Will it be institutional leaders from above or individuals from below and from the outside of our current institutions?
more fromblogs.harvardbusiness.org
When Will We Ever Learn?
There are many, many instances of financial incentives driving behavior that then causes organizations major problems. This fact raises the question of why no one ever seems to learn anything—which explains why the current situation with home mortgages looks remarkably like the case of making bad loans to countries that couldn’t repay them about 25 years ago and a little like the savings and loan mess of the late 1980s.
I can point to three key reasons why collectively we seem to learn nothing from past mistakes:
more fromblogs.bnet.com
Harold Jarche » Accountability
If an organisation is only focused on outcome-based accountability can it thrive in more active or random environments? It seems that most markets and socio-economic structures are becoming more chaotic - just try to predict the price of gas for next month. Re-framing the concept of accountability is an important conversation to start with HR professionals and executives.
more fromwww.jarche.com
The Double Meaning of "Feedback"
"Feedback" is one of those loaded, double-meaning words in today's workplace - words that connote very different things to members of different generations.
more fromdiscussionleader.hbsp.com
Variation in Experience and Team Familiarity: Addressing the Knowledge Acquisition-Application Problem — HBS Working Knowledge
Team familiarity helps team members successfully locate knowledge within a group, share the knowledge they possess, and respond to the knowledge of others. While team familiarity may help all teams to better coordinate their actions, it may play a particularly important role for teams with individuals looking to apply knowledge from their varied experience. This possibility leads to the question that provides the foundation for this paper: Does team familiarity moderate the relationship between variation in experience and performance?
more fromhbswk.hbs.edu
Favoriser l'apprentissage
Devenir une entreprise apprenante a fait le succès de Toyota et du courant Lean. Le Lean Software Development reprend le principe et place au coeur de cette stratégie deux outils incontournables: Itération (Tool 3) et Feedback (Tool 4). Sur ces deux outils vont alors s'appuyer d'autres préconisations comme la synchronisation, les alternatives de conception, la communication sur les contraintes et l'émergence de la solution.
En somme : on apprend par la pratique (et donc) on apprend aussi de ses erreurs... Au fond, c'est tellement vrai !
more fromwww.qualitystreet.fr
Management in the Knowledge Economy
A very useful chart shows that in the “execution as efficiency” model leaders provide the answers and employees follow directions. New work processes are developed infrequently and implementing change is a huge undertaking. Problem solving is rarely required and judgement is not expected.
In the “execution as learning” model leaders set direction and articulate the mission and employees discover answers. Work processes keep developing and small changes, experiments and improvements, are a way of life. Problem solving is constantly needed, so valuable information is provided to guide employees’ judgement.
more fromlauradowler.wordpress.com
Changing Knowledge Worker Attitudes | Work Literacy
In a knowledge economy, knowledge and information is power. The more you know, the more you can do with it, the more marketable you are. You can’t AFFORD to let an organization tell you what you should be learning–too many organizations, businesses and nonprofits alike, are so busy struggling for survival that they aren’t even sure what needs to be learned anyway.
more fromwww.workliteracy.com
Connecter, échanger et contribuer... et si c'était ça «apprendre»!
«Apprendre est une activité individuelle qui souvent se réalise et qui est appuyée par d’autres. On peut apprendre seul, mais pas par soi-même. À moins de vivre sur une île déserte, nous apprenons socialement.»
more fromcarnets.opossum.ca
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Bertrand Duperrin's Related Tags
management (3)- relationship (2)
- knowledge (2)
- talent (2)
- knowledgeeconomy (2)
- problemsolving (2)
- organizationallearning (2)
- socialmedia (1)
- connections (1)
- conversations (1)
- benefits (1)
- exchange (1)
- connect (1)
- contribute (1)
- personalknowledgemanagement (1)
- knowedgeworkers (1)
- process (1)
- iterations (1)
- feeback (1)
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