Monday, September 05, 2005
- The Learner Lifecycle
- Useful Things
- Extreme Learning: Decision Games
- Meta-Lessons From the Net
- The Business Singularity
- Improv Education
The first wave of e-learning brochures invariably touted the benefits of focusing on the learner. Schools and classes had always been organized for the convenience of the faculty—one size fits all. In the e-era, learners received personalized instruction—just what they needed, just when they needed it. It was “learner-centric.”
- What Counts?
Businesses exist to create value, and the source of value resides outside the learning function. As Peter Drucker has pointed out, “Neither results nor resources exist inside the business. Both exist outside. The customer is the business.”
- Who Knows?
What would you think of an assembly line where workers didn’t know where to find the parts they were supposed to attach? Absurd, you say. Heads would roll. Yet for knowledge workers, this is routine.
- Emergent Learning
Not so long ago, e-learning was a utopian dream. Networked learning would educate the world. E-learning promoters saw themselves as innovators writing corporate history. Excitement filled the air.
That future has arrived. Today a healthy percentage of learning in corporations is technology-assisted. At first we thought it was all about content, but context-free courseware failed for lack of human support. Pioneering online communities turned into ghost towns.
- Personal Intellectual Capital Management
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, learning architecture, instructional design and evaluation.
- Connections: The Impact of Schooling
Your 16-year-old daughter says she’s going to take sex education at school and you’re relieved, but she tells you she plans to participate in sex training and you’re unnerved. Why? Because outside of education, you learn by doing things.
Small wonder that executives hear the word “learning,” think “schooling” and conclude “not enough payback.” Executives respond better to “execution.”
- Informal Learning: A Sound Investment
Workers who know more get more accomplished. People who are well connected make greater contributions. The workers who create the most value are those who know the right people, the right stuff and the right things to do.
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 learning—observing others, asking the person in the next cubicle, calling the help desk, trial and error and simply working with people in the know. Formal learning—classes and workshops and online events—is the source of only 10 percent to 20 percent of what we learn at work.