My 4-part series of curated resources for TrainingZone’s Social Learning month in September has proved to be quite popular, and I have been asked by a number of people if I would continue my weekly round-up of social learning resources. I am happy to do this, so articles in this series will appear on my blog each Monday.
1 – As Harold Jarche explained in his recent blog post, New Hire Emergent Practices, when he made a request for new hire practices, he found few emergent practices, but many good practices. He summarised as follows:
“Good practices can be summed up with three key lessons:
- Connect People
- Connect with Social Media (less hierarchical than other forms of communication).
- Start the process as early as possible”
2 – In Social Business: Revolution or Differentiator? Seth Gottlieb picks up on Deb Lavoy’s article (curated in Part 1) and makes the following observation – which I think is just as relevant for social learning.
“Anything social is about people and their connections. To be authentic in social business, your business has revolve around people. You can’t fake it. You can’t talk about people as “resources” and then turn around expect them to feel like they are members of a community. Treat someone like a resource and he will behave like a resource. He will not invest his personal identity to advocate for an organization. He will save his personality and creativity for whatever community treats him like a person. That may include friendships he has formed at work but not to the organization itself.”
3 – In Leadership in learning communities that break the mold Nic Laycok continues his series of blog posting looking at how to lead online learning communities. As part of the answer to the question he asks, “Where do they need to go?”, he writes:
“… online communities will only initiate successfully, grow and embed in the organisation if they are set up in a way that will enable them to explore their learning task, and to consolidate and apply their discoveries in an environment that is receptive and supportive. So leadership of an online community needs to pay attention to the cultural, structural and governance“ecology” that surrounds it and the opportunities its work and learning creates. It is a rare community that succeeds without regard to the constraints that are around it – even if that regard is simply to take note and to challenge on the basis of learning gained.”
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