Enrique Rubio Royo's List: ecompetencias

• In a Learning 2.0 world, where learning and performance solutions take on a wider variety of forms and where churn happens at a much more rapid pace, what new skills and knowledge are required for learning professionals?
• My friends and colleagues already nailed most of what I would write (see links below) , addressing the full range from technical to social. So I want to focus in on three “meta” skills that may be a little harder to quantify, but which I feel are at the root of most of the other skills already mentioned. As I start to write them, perhaps “skills” is the wrong word. These are beliefs, values, and attitudes.
• 1. Self Awareness
• 2. Generosity
• 3. Humility
• 4. Willingness to Risk
• What skills do you think learning professionals need? Which of them are new beyond the technical?

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• Sue Waters, editora de The Edublogger, comparte desde su wiki un interesante manual para iniciarse en la construcción de un Entorno Personal de Aprendizaje. Este manual, especialmente la parte referente a las herramientas, se desarrolló a partir de las respuestas de 160 personas al siguiente cuestionario:

  
  
  
  
  1. ¿Qué es lo mas importante que has aprendido de tu PLE?
  
  
  2. Clasifica las herramientas de tu PLE según su importancia
  
  
  3. ¿Qué cinco herramientas recomendarías como punto de partida para construir un PLE?
  
  
  4. ¿Que cinco consejos darías a la gente que quiera comenzar a desarrollar su PLE

• Horizontal networking often creates dissonance in the vertical enterprise
  
  The vertical structure of knowledge did not foresee the coming of horizontal networking tools now shaping today’s workplace.
  
• Today, there's a lot of chatter about bottom-up versus top-down, the collective wisdom of the organizational crowd, and various related themes.  However, there’s also ongoing dissonance or competition between the methods behind structured and defined organizational forms and activity and the growing world of hyperlinked flows in which knowledge and meaning are built layer by layer, exchange by exchange (all those hyperlinked interactions that increasingly make up what we call "knowledge work") as enabled by social computing.
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  At the heart of the issue is the way work is designed and an organization develops its structure
• A primary tool in designing work and structure is job evaluation
• (and derivatives like accountability mapping and redundancy analysis).  And I don’t mean job evaluation as in assessing job performance – I mean the function that assigns jobs to levels and pay grades based on job “weight” with respect to skill, effort, responsibility and working conditions (the legal criteria for assessing pay equity). I believe that these tools and their underlying assumptions are used to create the skeletal architecture of organizations, the pyramid we all know. 
• job evaluation (or work measurement in the professional jargon) relies very heavily on the assumption that knowledge is hierarchically structured and, as well, put to use.
• who has more of the knowledge —on paper—is she or he who deserves to be "higher up" in the organization.

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