On a recent business trip, I found myself exposed to technology along every step of the venture. As I walked the halls of the airport, I had the option to use technology to print my boarding pass, check my bags, check my email, upload Halloween photos of the kids to my Facebook account, and download new music to listen to on the flight. On the plane, I could even swipe my credit card and watch Direct TV. On a daily basis, we as a culture are highly exposed to information via multiple mediums. Think of something you learned today and I will take a bet it was delivered via technology.
This makes me wonder why such a prevalent presence is still widely underutilized as a means of capturing “knowledge” and delivering “learning” within organizations. Sure, eLearning has been a core element of most training portfolios for years now, and we send out PDFs of workbooks and participate in a Webinar on occasion, but why stop there? What about “just in time” and “just for me” informal learning? When there is a performance-specific need that requires immediate attention, why not serve up guidance via portals, social communities, blogs, Wikis, etc. Each could be used to capture and share insights from subject matter experts, to probe and discuss trends and collect perceptions from peers or the masses. Early-adopters that understand the value are already taking full advantage of these tools. Ask yourself if you know someone that regularly uses at least one of the following to gather or share information; LinkedIn, Plaxo, Twitter, Facebook, YouTube, Skype, Wikipedia, or Google? These are core examples of how far technology can reach.
Why couldn’t an organization create an invite-only product-specific discussion group for their regional sales team on LinkedIn? Or why not a “leadership blog” where each month a senior leader in the organization shares his or her perspectives? Perhaps start a project-specific Wiki in marketing so that lessons learned are captured and accessible for the next project team? Each of these is a different way to provide “just in time” information that would be tailored for the end user—or “just for me.”
While I know the issue of “open dialogue-driven tools” scares some organizations, particularly compliance and legal. Just as there are guidelines for what you can do and say in the workplace, so too can these tools have standards of use. We need to remember that we are talking about adults or “professionals” using technology to advance their performance.
I believe adding these types of resources and allowing them to be tapped both inside and outside of traditional learning environments, extends the impact beyond the “classroom” and provides on-the-job assets that are dynamic and information rich.
Monday, November 23, 2009
Wednesday, September 16, 2009
Hive-Based Learning Strategies
Over the past six months we've spent a lot of time exploring the application of social media and knowledge management tools to the learning environment.
As an outcome, we've gotten a lot smarter about how these resources can cost-effectively supplement traditional learning methodologies - as well as gaining an understanding of the challenges and pitfalls of implementation.
We've branded our initiative as "Hive-Based Learning" - which we view as the design and development of training and performance support tools utilizing the integration of multiple information resources (such as knowledge management assets, social media channels and digital media libraries).
Most importantly, our strategy combines these resources and organizes them by job performance requirements. Driven by collaboration and communication, this learning approach also creates a growing network of knowledge capital that continuously evolves through peer and expert contributions.
We've got a couple of cool things to share with you if you're interested in seeing how we've approached this:
(1) Click here to check out the PPT presentation that provides an overview
(2) Click here to explore the prototype site that we created showing how these elements might support a real estate corporation's Green Asset Management initiative. Click into the lighting thread for the most populated view of how this integrated approach applies.
As an outcome, we've gotten a lot smarter about how these resources can cost-effectively supplement traditional learning methodologies - as well as gaining an understanding of the challenges and pitfalls of implementation.
We've branded our initiative as "Hive-Based Learning" - which we view as the design and development of training and performance support tools utilizing the integration of multiple information resources (such as knowledge management assets, social media channels and digital media libraries).
Most importantly, our strategy combines these resources and organizes them by job performance requirements. Driven by collaboration and communication, this learning approach also creates a growing network of knowledge capital that continuously evolves through peer and expert contributions.
We've got a couple of cool things to share with you if you're interested in seeing how we've approached this:
(1) Click here to check out the PPT presentation that provides an overview
(2) Click here to explore the prototype site that we created showing how these elements might support a real estate corporation's Green Asset Management initiative. Click into the lighting thread for the most populated view of how this integrated approach applies.
Thursday, September 10, 2009
McKinsey > "Web 2.0 and Business"
Started working this afternoon on an overview of valuable McKinsey & Co. Study on "Web 2.0 and Business"...
Talking over implications with colleagues and (no surprise here), Jay Cross has beat me to it.
Great job Jay! Check out Jay's summary and insights at http://bit.ly/1ywGK
Talking over implications with colleagues and (no surprise here), Jay Cross has beat me to it.
Great job Jay! Check out Jay's summary and insights at http://bit.ly/1ywGK
Tuesday, July 21, 2009
Inexpensive and Effective Learning
Businesses are smart to be cautious in today’s economic climate and the ever present desire to do things better, faster and less expensively is stronger than ever before. One of the ways companies have been saving money is by tasking employees with additional responsibilities while simultaneously cutting budget dollars for training. If this seems counter-productive to you, you’re not alone.
As employees take on these additional tasks, it would make a lot of sense to provide them with even more effective training and the resource tools they need to get the job done. Informal and inexpensive learning solutions such as Wikis can serve both roles.
Wikis are finally being accepted as a viable resource tool for capturing employee knowledge, enabling collaboration and educating new and existing employees. By constructing well-structured informational pages on company procedures, best practices, new products, etc… employees can quickly find the information they need to help them perform their job, while also sharing their personal knowledge for other employees who are seeking answers.
Generally speaking, most people have a basic understanding of how Wikis are useful for obtaining and sharing information. Here’s a quick and entertaining video to explain how they are effectively used for collaboration…
While some naysayers still claim that the information found on Wikis contain too many errors, studies on the accuracy of Wikipedia versus Encyclopedia Britannica conclude that the gap in content errors is smaller than you might think. In one study from 2006, the results showed an average of four mistakes per Wikipedia article against an average of three mistakes per Britannica article. One could only assume that the content contained within a company-controlled Wiki would be even more accurate.
Informal learning solutions are the future of corporate training and the future is now.
As employees take on these additional tasks, it would make a lot of sense to provide them with even more effective training and the resource tools they need to get the job done. Informal and inexpensive learning solutions such as Wikis can serve both roles.
Wikis are finally being accepted as a viable resource tool for capturing employee knowledge, enabling collaboration and educating new and existing employees. By constructing well-structured informational pages on company procedures, best practices, new products, etc… employees can quickly find the information they need to help them perform their job, while also sharing their personal knowledge for other employees who are seeking answers.
Generally speaking, most people have a basic understanding of how Wikis are useful for obtaining and sharing information. Here’s a quick and entertaining video to explain how they are effectively used for collaboration…
While some naysayers still claim that the information found on Wikis contain too many errors, studies on the accuracy of Wikipedia versus Encyclopedia Britannica conclude that the gap in content errors is smaller than you might think. In one study from 2006, the results showed an average of four mistakes per Wikipedia article against an average of three mistakes per Britannica article. One could only assume that the content contained within a company-controlled Wiki would be even more accurate.
Informal learning solutions are the future of corporate training and the future is now.
Thursday, June 25, 2009
"Who Ya Gonna Call?"
The question of "Who Ya Gonna Call?" inevitably leads to the rousing sing-song answer of "Ghostbusters!" from the film of the same name - but it's not always that easy to locate the expertise you need within your organization.
Large companies are fortunate to have a tremendous pool of available talent that are willing to share their skills and insights. The implementation of an "Expert Locator" tool can allow you to connect with these people based on both their credentials and contributions from a variety of perspectives including:
* Recognized Skills and Competencies
* Prior Experiences
* Associations and Networks
* Intellectual Capital (Output, and Input)
In the same vein, building on Chris Bautista's earlier LinkedIn post, I find that social networking sites can also serves as a "People's Tool" for locating experts within the extended professional network. While the search features aren't as robust as one could imagine, LinkedIn still provides a useful way to seek out expertise (particularly when combined with the Groups filter).
Last week, I participated in a Social Learning Workshop led by Elliott Masie and he pointed us to a very Cool Tool. Check out the way relationships can be viewed in the inspired graphical interface offered by introNetworks (http://www.intronetworks.com/testdrive.aspx).
For me, in addition to "at-a-glance" usefulness of introNetworks graphical display of data, the ideal tool would incorporate two perspectives:
(1) Data points derived from an individual's resume, along with self-described skills and interests, and
(2) Much like Google algorithms serve up tailored ad messages, a "smart" locator could also mine hidden expertise from a system-driven scan of company wiki contributions, blog posts, and networked connections to others in the company.
What capabilities would your ideal "Expert Locator" include?
Large companies are fortunate to have a tremendous pool of available talent that are willing to share their skills and insights. The implementation of an "Expert Locator" tool can allow you to connect with these people based on both their credentials and contributions from a variety of perspectives including:
* Recognized Skills and Competencies
* Prior Experiences
* Associations and Networks
* Intellectual Capital (Output, and Input)
In the same vein, building on Chris Bautista's earlier LinkedIn post, I find that social networking sites can also serves as a "People's Tool" for locating experts within the extended professional network. While the search features aren't as robust as one could imagine, LinkedIn still provides a useful way to seek out expertise (particularly when combined with the Groups filter).
Last week, I participated in a Social Learning Workshop led by Elliott Masie and he pointed us to a very Cool Tool. Check out the way relationships can be viewed in the inspired graphical interface offered by introNetworks (http://www.intronetworks.com/testdrive.aspx).
For me, in addition to "at-a-glance" usefulness of introNetworks graphical display of data, the ideal tool would incorporate two perspectives:
(1) Data points derived from an individual's resume, along with self-described skills and interests, and
(2) Much like Google algorithms serve up tailored ad messages, a "smart" locator could also mine hidden expertise from a system-driven scan of company wiki contributions, blog posts, and networked connections to others in the company.
What capabilities would your ideal "Expert Locator" include?
Thursday, June 4, 2009
Using LinkedIn to Network and Learn
As of May 2009, just six years after the online business networking service was launched, over 41 million members have joined LinkedIn. What I want to know is what percentage of those 41 million members are only logging in so they can accept a contact request and what percentage are actually utilizing its features to market themselves and their business.
More and more people are beginning to realize that there’s a lot more to LinkedIn then just maintaining a contact list full of customers and colleagues. By taking advantage of the tools within LinkedIn, business professionals are able to manage and strengthen their current business relationships, improve their visibility in Google search results, develop new relationships with customers who have similar business interests, and learn about their competition, industry trends, and more.
A profile that has a solid description of your company and your strengths is the best place to start, but you can also become a member of up to 50 different interest groups. By joining a group that is related to your industry, contributing to the group discussions or by even starting a group of your own, you immediately improve your visibility.
You can also use the “Answers” tab to ask and answer questions relative to your field of expertise. The same concept of improved visibility applies as with groups. By answering questions posed by people who are interested in the services or products you have to offer, you are naturally viewed as being an expert and they will be more likely to remember your name and even contact you when they need help.
This kind of social networking for businesses can be considered an informal method of learning because of the two-way sharing of information in a non-structured environment. Using tools such as LinkedIn is rapidly becoming a necessary part of doing business and increasing knowledge.You can connect with some of the Frogkick team on LinkedIn here…
More and more people are beginning to realize that there’s a lot more to LinkedIn then just maintaining a contact list full of customers and colleagues. By taking advantage of the tools within LinkedIn, business professionals are able to manage and strengthen their current business relationships, improve their visibility in Google search results, develop new relationships with customers who have similar business interests, and learn about their competition, industry trends, and more.
A profile that has a solid description of your company and your strengths is the best place to start, but you can also become a member of up to 50 different interest groups. By joining a group that is related to your industry, contributing to the group discussions or by even starting a group of your own, you immediately improve your visibility.
You can also use the “Answers” tab to ask and answer questions relative to your field of expertise. The same concept of improved visibility applies as with groups. By answering questions posed by people who are interested in the services or products you have to offer, you are naturally viewed as being an expert and they will be more likely to remember your name and even contact you when they need help.
This kind of social networking for businesses can be considered an informal method of learning because of the two-way sharing of information in a non-structured environment. Using tools such as LinkedIn is rapidly becoming a necessary part of doing business and increasing knowledge.You can connect with some of the Frogkick team on LinkedIn here…
Thursday, May 28, 2009
CIA Isn't “Spooked” by Wiki Security Issues
It seems that most early stage discussions with clients about the role that a Wiki might play in their organizational toolbox inevitably hit a bump-in-the-road around questions of control…
* Who is going to monitor the quality of entries?
* How to do we ensure appropriate entries?
* This all sounds totally out-of-control!
In short, the risks seen in bottom-up collaboration often seem out-sized compared to the potential rewards.
Well, you think that these issues loom large behind your corporate firewall? By contrast, where would you think the Central Intelligence Agency would come down on any measures of "high needs for control"?
As detailed in this April, 2009 Time Magazine article the CIA has created "Intellipedia" – a Wiki that is "transforming the way American spy agencies handle top secret information." This Wiki for spies now has more than 100,000 user accounts and sees about 5,000 page edits a day.
Was it easy to introduce these open, collaborative tools into a command-and-control culture? As Don Burke, one of the CIA staffers who promoted the Intellipedia idea internally says, "There’s been pushback throughout the whole process." But the team pressed on and the successes have been outstanding:
In just two days, agency-wide guidelines were rapidly developed to address the use of chlorine in improvised explosive devices - and, within minutes of the news breaking, a page was up and collecting insight on the Mumbai terror attacks.
Hmmm, something to keep in mind when you run into resistance within your own corporate culture. No matter how tight things might look, it’s hard to imagine that you’re facing a culture more rigid than the CIA! Now there's a success story you can use here to help make your case…
* Who is going to monitor the quality of entries?
* How to do we ensure appropriate entries?
* This all sounds totally out-of-control!
In short, the risks seen in bottom-up collaboration often seem out-sized compared to the potential rewards.
Well, you think that these issues loom large behind your corporate firewall? By contrast, where would you think the Central Intelligence Agency would come down on any measures of "high needs for control"?
As detailed in this April, 2009 Time Magazine article the CIA has created "Intellipedia" – a Wiki that is "transforming the way American spy agencies handle top secret information." This Wiki for spies now has more than 100,000 user accounts and sees about 5,000 page edits a day.
Was it easy to introduce these open, collaborative tools into a command-and-control culture? As Don Burke, one of the CIA staffers who promoted the Intellipedia idea internally says, "There’s been pushback throughout the whole process." But the team pressed on and the successes have been outstanding:
In just two days, agency-wide guidelines were rapidly developed to address the use of chlorine in improvised explosive devices - and, within minutes of the news breaking, a page was up and collecting insight on the Mumbai terror attacks.
Hmmm, something to keep in mind when you run into resistance within your own corporate culture. No matter how tight things might look, it’s hard to imagine that you’re facing a culture more rigid than the CIA! Now there's a success story you can use here to help make your case…
Monday, May 18, 2009
To Wiki or Not To Wiki, To Me There is No Question
Each day I see more in the press regarding the value and use of Web 2.0 technology. There is one element of that technology that really stirs my interest, "the wiki." Why you ask is a wiki of such interest? Well, it is quite simple really. Wikis allow us to gather insights and expertise from those with whom we work, socialize, or consult.
If today I had a resource where I could go and search all the great advice and expertise that I have received from my mentors, managers, and clients, I would be very grateful. While of course much of the wisdom imparted upon me over the last 10+ years is in my head now, it never hurts to have a quick way to look something up and verify that my brain is still functioning on par. Also, when I have a colleague that asks "how did you know to take that approach" or "what would you recommend that I try in this situation" or "my client has this challenge," it would be so wonderful to have a discussion with that colleague and then be able to point them to a knowledge-rich resource where the expertise I have leveraged is also available to him or her at any time.
When I think of how much wisdom is kept in the heads of professionals--and how much walks out the door when they leave an organization, the use of a wiki to capture and share it, just seems to be a no-brainer. But hey, that could just be my opinion-what is yours?
If today I had a resource where I could go and search all the great advice and expertise that I have received from my mentors, managers, and clients, I would be very grateful. While of course much of the wisdom imparted upon me over the last 10+ years is in my head now, it never hurts to have a quick way to look something up and verify that my brain is still functioning on par. Also, when I have a colleague that asks "how did you know to take that approach" or "what would you recommend that I try in this situation" or "my client has this challenge," it would be so wonderful to have a discussion with that colleague and then be able to point them to a knowledge-rich resource where the expertise I have leveraged is also available to him or her at any time.
When I think of how much wisdom is kept in the heads of professionals--and how much walks out the door when they leave an organization, the use of a wiki to capture and share it, just seems to be a no-brainer. But hey, that could just be my opinion-what is yours?
Monday, May 4, 2009
The Philosophy of Learn 2.0
Learn 2.0 is an evolution that is taking us from a static and linear experience to a more dynamic and free-form experience that encourages sharing and collaborative learning.
Newer web technologies such as wikis, collaborative workspaces, blogs, and business-related social networks have made it easier than ever before to mimic the way we learn in our everyday lives. They provide us with the ability to choose how and when we learn instead of always following a pre-defined path of learning that doesn’t always provide the information we need at the time we need it.
Philosopher’s may debate whether we have the free-will to make choices in our lives or whether our lives are pre-determined, but Learn 2.0’s flexibility allows us to decide our own path and all roads lead to more effective learning and retention.
Newer web technologies such as wikis, collaborative workspaces, blogs, and business-related social networks have made it easier than ever before to mimic the way we learn in our everyday lives. They provide us with the ability to choose how and when we learn instead of always following a pre-defined path of learning that doesn’t always provide the information we need at the time we need it.
Philosopher’s may debate whether we have the free-will to make choices in our lives or whether our lives are pre-determined, but Learn 2.0’s flexibility allows us to decide our own path and all roads lead to more effective learning and retention.
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