Social Learning: Key resources from January

Here is my pick of 10 articles about social learning since my last posting just before Christmas. I have listed them below in chronological order, and also added a short quote from each of them to give you a flavour of what each is about. If you want to read further articles you will find many more that I have saved in my 2012 Reading List.

1 - Through the 70-20-10 looking glass, Charles Jennings, ITA, 29 December 2012

“In this article I want to turn to the ‘how’ of change and transformation in organisational learning and look at one specific approach that many organisations are finding useful to help them adapt to meet changing requirements and demands – the 70:20:10 framework. As with the first article, I’m going to call on some insights from Mr Charles Dodgson (Lewis Carroll) for some help. Who Stole The Tarts? … Informal learning and social learning are no doubt stealing the tarts. But there is no point attempting to introduce new informal and workplace learning approaches without a clear plan and a framework.”

2 - A company of one in an architecture of cooperation, Stowe Boyd, 1 January 2012

“This transition from collaborative work to cooperative work will require a systemic relaxation of work norms, management preconceptions, and individual motivations, and especially the primacy of collaboration. Cooperation is about the freedom to not collaborate, as well, to avoid the overhead involved when people have to hammer out agreements about a shared collective vision intended to persist for some strategic length of time.”

3 - 10 enterprise social networking obstacles, the brainyard, Information Week 3 January 2012

“Given how successful Facebook and other social experiences are on the consumer Web, why wouldn’t every organization flock to this vision of agile, spontaneous, transparent, and people-centered corporate collaboration? Sadly, there are a few reasons … Profusion of tools. The explosion of social software tools is a source of great innovation, but also a lot of confusion. Organizations can easily wind up with several enterprise social networks used by different teams or departments, or for different purposes, along with social applications for purposes such as project management or employee recognition, each coming with their own user profiles and activity steams and notions of how connections are formed. A fragmented social environment–one that promises a global view of people and activity but in fact does not–might be worse than none at all.”

4 - Social enterprise can develop stronger ties between management and employees, HR Magazine, 17 January 2012

“Social collaboration capabilities such as blogs and communities enable employees to share expertise and collaborate, and creates an informal network that helps propel the organization’s innovation agenda, and can far more effectively leverage the collective skills of the entire organization. In fact, social enterprise can be used to engage with prospective employees even before they are part of the organisation, through social networking sites.”

5 - The agile learning train is leaving the station, Jay Cross, Unmanagement, 18 January 2012

“A sustainable workscape must provide the means and motivation for corporate citizens to learn what they need: the know-how, know-who, and know-what to get things done and get better at doing them. This takes more than access to social networking tools, blogs, and wikis. Self-organization helps, but L&D professionals need to supplement social systems with scaffolding that focuses on learning. Without that, many organizations will descend into an aimless world of social noise and meaningless chit-chat.”

6 - Modeling, not shaping, Harold Jarche, 19 January 2012

“In social networks we can learn from each other; modelling behaviours, telling stories, and sharing what we know. This may not be highly efficient, but it it can be very effective. You will know you’re in a real community of practice if it changes your practices.”

7 - 5 social business truths, Social Business, 21 January 2012

“Knowledge and ideas want to be free: When you learn something new, ever feel the urge to share it? When you know something that can help, don’t you want to answer a question? When you have an idea, isn’t it great to bounce off others? From a behavioral and technological perspective, we want knowledge and ideas to be free. Why lock ‘em down?”

8 - Sharing failure, Clark Quinn, 26 January 2012

“Many years ago now, at the event that led to Conner’s & Clawson’s Creating a Learning Culture, one small company shared their approach: they ring a bell not when the mistake is made, but when the lesson’s learned.  They’re celebrating – and, importantly,  sharing – the learning from the event.  This is a beautiful idea, and a powerful opportunity to use social media when the message goes beyond a proximal group.”

9 - Unleashing the power of social media within your organisation, January 2012

“To better understand the value of social media in the workplace, APCO Worldwide and Gagen MacDonald recently surveyed 1,000 U.S. employees, and built a model that quantifies the factors that characterize effective programs and the impact those programs have on the bottom line ” (INFOGRAPHIC)

10 - Boosting productivity with workforce collaboration, Tieto Future Office, 31 January 2012

“Most organizations have created digital work environment to optimize personal productivity and teamwork, but doing so they have neglected the fact that information work is becoming increasingly interdependent and collaborative, relying on collaboration in networks across locations and organizations and stretching far beyond teams.”

 

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