Jane Hart Clark Quinn Harold Jarche Jay Cross

Work Learning

LearningWork

The World Today

1970

2008

Unpredictability

Volatility

Pace

Interdependence Intangibles

Cycle timeCollaboration

Density of connections

Leveling

Work as improv

FlowCollective intelligence

Services

Informal Learning 2.0 book project

Phase ChangeIndustrial culture to network culture

End of Age of Stuff

Cogito ergo sumMaterial worldWYSIWYG, one reality“It is I.”More than demise of industrial eraNewton just a summaryFocus on the visibleWorld is mechanical, predictablePre-atomic, pre-quantumBelief in fundamentals, absolutesSome stuff is “finished”“We are nodes”Learning to do stuffPrograms

Beginning the Age of Connections

Perception is realityTherefore, many realities out thereEverything is connected“We are all in this together.”Everything is relativeEverything flowsIt’s all connectedWorld is complex, outcomes uncertainAll is a work-in-progressTime as a artificial overlay, i.e. a tennis racketDitto ownership (since things are a figment)“We are connectors”Learning to be (take new vantage point)Platforms

The Corporate Dilemma

n = 235

Them.

Internet valuesConnectionsOpennessTransparencyAuthenticityInteractivityLoosely coupledInteroperability

Network effectsDense interconnectionsAccelerating cycle timeInterdependenceVolatilityLong tailAmbient findabilitySignal:noise

Business contextCore/contextObject orientationBottom-upCustomer voiceUnpredictableIncessant changeServices/intangibles

KnowledgeCollective intelligenceSocially-constructedContext-boundBreakdown of disciplinesGroup phenomenonSocial intelligenceCognitive breakthroughs

LearningInformalAdaptationBecomingKnow-whoDrip feedNeed-drivenPerformance support

WorldviewEmergenceIllusion of controlHolisticPerpetual betaEverything flowsAll is connectedProcess

INATT

context

IBM Global CEO Study 2008

The Enterprise of the Future is capable of changing quickly andsuccessfully. Instead of merely responding to trends, it shapes andleads them. Market and industry shifts are a chance to move aheadof the competition.

The Enterprise of the Future surpasses the expectations of increasinglydemanding customers. Deep collaborative relationships allow itto surprise customers with innovations that make both its customersand its own business more successful.

The Enterprise of the Future radically challenges its business model,disrupting the basis of competition. It shifts the value proposition,overturns traditional delivery approaches and, as soon as opportunitiesarise, reinvents itself and its entire industry.

the Enterprise of the Future

ibm.com/enterpriseofthefuture

What do CEOs want?

19

Enterprise 2.0

Strength of relationship

Potential benefit Web 2.0 example What is emergent?

Strong Collaboration, productivity, agility

Wiki Document

Weak Innovation, non-redundant, information

Social networking software

Information

Potential Efficient search, forming links, network bridging

Blogosphere Team

None Collective intelligence Prediction market Answer

Andrew McAfee, Harvard Business School

Science

Organicfood

Art

Cowboys

Coca Cola

Join unfamiliar idea nodesThe weaker (more distant) the tie, the bigger the impact of

bringing nodes together.

The more idea nodes in your hip pocket, the more likely you will create (bump into) innovation.

My life as a node

idea space

Nature of learning

For example:• learning to talk• learning to crawl• learning your ABCs• learning to fear the number 13• learning to meditate• learning to speak French• learning the way to the store• learning who to trust• learning with my pal Sally• learning how to sell• learning Ruby on Rails• learning where the answers are• learning to negotiate• learning to play piano• learning to rollerblade• learning to taste wine critically• learning to cook bread• learning to lead effectively

Learning is adaptation. Flexibility, self-efficacy, fit.

Learning is preparation for innovation. Future fit.

Learning is knowing how to perform.

Ways people learn

individuallydiscovery, sensingtrial & error, experimentationcuriosity to complete patternsself-service by reading, searching, askinginquiryfeedback

with othersmimic, copy, modelconversation, co-creationnew perspectiveadviceengagementteaching othersacculturationexposure, t.v., lecture

multipliersanswersunderstandingbetter jobstatus in grouppride in accomplishmentself satisfactionfeedbackhealthparticipation skillslearning skillsaccessnoveltyobvious relevance

emotionallypersuasive reference grouppositive feedbackadopt beliefs of trusted personbrainwashing

Acting Reflecting

Knowing (distributed) knowledge

Sponsor Group24/7 helpcoach

peer supportsubstitute for user meetingslearn from/with otherspositive reinforcement

Selfhealthy self imagemaintain connectionsever alert to temptationsbehavior congruent with values

Family & friends

partnership, not co-dependenceunderstanding & educationmaintain hopehelp one another

Social Learning Ecology

Learning as needed

Wiki

mentor

observes hot-shot

water cooler

calls help desk

tries & fails

teammates,colleagues,

experts

performancesupport

Management sets strategy & values

formal learning

Architecture

1. Common rules for connection.standards,protocols

lingua franca, mash-ups,

plus-and-play

2. It’s everywhere,pervasive

3. Contains loosely-coupled, reconfigurable

networks

Platform

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, forge partnerships, build communities, and distribute information. Learnscapes are where and how modern work is performed.

Clark Quinn

eLearning Strategy

Clark Quinn

Performance Ecosystem

Harold Jarche

Jane Hart

Prototypes

Hosted collaboration platform Pre-configured. Ready-to-go. Turn it on with no intervention from IT.Latest Web 2.0 tools. Fully Open Source.Includes policies and guidelines for use100% confidentialEasy entry into interactive web Test-drive community apps

Learnscape planning

Personas

Potential usersProject groupCustomer communitySales teamNew product launchCommunity of practiceAny group from 3 to 150 members

FunctionsSocial networkingExpertise locationProject coordinationFAQ Conversation spaceChat roomsShare photos, video, filesSwap best practices,Share competitive informationSearch member profilesSubscriptions to breaking newsAdd social dimension to work groupsKeep everyone on the same pageEvent listingsReal-time activity stream

What are you working on right

now?

Anybody know someone at PGE?

Swap NY apartment for flat in

London this July.

Who can help me with a glitch in at

Excel file?

Beer bash in the courtyard this Friday

at 5:30 pm.

Join a live chat about the competition’s new offering

this Tuesday afternoon.

Arnie’s killer sales pitch is

available on the Team Cell site now.

Steve Martin is hosting this year’s

annual sales meeting!

How do we sell against Oracle?

BenefitsStarter-kit for web-enabled teamsPre-loaded with prudent policies for useNo programming requiredFoundation social networking application

Think of Team Cell as your private cloud, a secure spot that provides your team the benefits of social software, Facebook, Twitter, blogs, wikis, YouTube, Flickr, bulletin boards, subscriptions, news feeds, chat rooms, private email, search, groups, and tags.

http://togetherlearn.com