Industrial age workers used machinery to manufacture objects in factories. Now, knowledge workers create value, not on the factory floor, but in what I call a learnscape. A learnscape is the platform where knowledge workers collaborate, solve problems, converse, share ideas, brainstorm, learn, relate to others, talk, explain, communicate, conceptualize, tell stories, help one another, teach, serve customers, keep up to date, meet one another, forge partnerships, build communities, and distribute information. Learnscapes are where and how modern work is performed-including workplace learning.
"I've been doing this for what seems to be forever," said Jay Cross, when asked how he got into the e-learning industry. As the first person to have used the term "e-learning" on the web, his reply is pretty open-ended.
Nevertheless, the e-learning icon
Hans Monderman is a Dutch traffic engineer who is gaining fame for what he doesn’t do.
He’s also famous for what he doesn’t like: traffic signs. His reasoning is that over-engineering drains things of context, civic responsibility fades, reckless driving
“Next week, we will close the training department. We are shifting our focus from training to performance. Any remaining training staff will become mentors, coaches and facilitators who work on improving core business processes, strengthening relationship
Imagine having your own, custom version of the Internet running behind your firewall.
Internet Inside is more complicated than that, but not much. Most of the software is open-source: Drupal, SourceForge, MediaWiki, WordPress, some crawling utilities, br
While the access to the Web and use of social media are way up from when Internet Time Group conducted a similar study a year ago, the overall picture is not rosy. Most of the organizations that responded are sailing stormy seas without a rudder:
Today’s executives grew up in a business world managed by industrial-age rules. Deeply ingrained beliefs are difficult, if not impossible to unlearn. Many managers pay unquestioned allegiance to the vestiges of the industrial paradigm. They believe in hie
Learning is woven into the fabric of every modern business. It’s the way we adapt to change. We’ve got to rid ourselves of the notion that learning is just the chief learning officer’s business. Learning is so much more than that. Learning is the lifebloo
Astute CLOs keep all their programs in beta. A dozen years ago, software developers said a program was “in beta” if it was nearly finished but not ready for release. (“Alpha” meant the application was a collection of scraps that only a developer could run
Networks arise when isolated entities link to one another. Improvements in communications tech-nology (e.g., the invention of language, writing, printing, mass communication, computer networks) encourage connections. The denser its linkages, the shorter a
In the past, organizations often sent a single individual to an outside meeting, believing that he or she would bring the message home to share. This rarely happens because the individual is the wrong unit of production for taking advantage of learning in
Is your organization ready for massive change Have your people learned how to cope with increasingly fast cycle times, escalating ambiguity and avalanches of incoming information Do you have a Plan B if your current structure proves too brittle
Small wonder that executives hear the word "learning," think "schooling" and conclude "not enough payback." Executives respond better to "execution."
Everything is connected. Each of us is enmeshed in innumerable networks. You're linked to telephone netw
It's all a matter of learning, but it's not the sort of learning that is the province of training departments, workshops and classrooms. At work we learn more in the break room than in the classroom. We discover how to do our jobs through informal learnin
you are the most important person in the universe.
so is everyone else.
-e. e. cummings
Ultimately, you're responsible for the life you lead. It's up to you to learn what you need to succeed. That makes you responsible for your own knowledge management,
Cliff Atkinson's book "Beyond Bullet Points: Using Microsoft PowerPoint to Create Presentations That Inform, Motivate and Inspire" shows how to use Hollywood's script-writing techniques to focus your ideas, how to use storyboards to establish clarity and
Training departments of yore focused most of their energy on events and processes to push information, much of it prepackaged. Wikis pull people to learn when they feel the need. The information they find largely is created by the users themselves.
What would you think of an assembly line where workers didn't know where to find the parts they were supposed to attach "Hey! Anybody see any fenders"
Absurd, you say. Heads would roll. Yet for knowledge workers, this is routine. Consider a knowledge wor