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Scooped by Deb Nystrom, REVELN
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Collaboration Culture Behaviors needed. Does it = Chief Collaboration Officer New Role ?

Collaboration Culture Behaviors needed.  Does it = Chief Collaboration Officer New Role ? | Agile Learning | Scoop.it

"As businesses become social businesses, collaboration and community skills are becoming the new workplace skills."


This post recalled one of the structural questions I like to consider in organization design:  how changing roles, goals procedures & relationships will foster collaborative culture through encouraging and supporting new skills.


Excerpts:


[Consider what roles would] help identify what “good” collaboration behaviour might look like within [your] organisation, and ...help to build an effective collaboration culture.


[A chief collaboration officer] will need:

  • to have a good understanding of the business, business processes and business strategy – not just learning theory
  • to appreciate that organizational learning involves more than just training people and that collaborative (or social) learning is a fundamental and natural part of doing social business.
  • a good knowledge of social and collaborative tools, and recognise that the primary collaboration platform in the organisation will be the one that underpins the work, ie some form of social intranet – but not a learning platform or system.
  • to believe that fostering a collaborative culture needs to be achieved by “modeling behaviours” - rather than training and testing competencies in order for workers to obtain their “collaboration license” before they are allowed on the network.

...developing collaborative skills will require an ongoing, adaptive, organic “modeling” process – not a one-off training event.

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Scooped by Deb Nystrom, REVELN
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Talent is irrelevant and so 1971... What makes for a talented group and innovative result?

Talent is irrelevant and so 1971...  What makes for a talented group and innovative result? | Agile Learning | Scoop.it

At least, the author admits, talent is less relevant TODAY in this blog post:


  • Less work is being done by individuals and more work is being done by groups
   
  • Nobel prizes are increasingly awarded to multiple individuals, research papers increasingly cite numerous individuals
   
  • Inside our organizations more projects and objectives are anchored to groups of people. 
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   ...our three most wasted assets inside the organization are knowledge, perspectives and heuristics…inside a persons brain, the mash-up of their identity and experience.
    
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Excerpts:
    

Individual ability / competence / talent are one variable among many in the equation. Putting a group of talented individuals at a table together does not make a talented group.

   

Relational skills, communication skills, empathy, flexibility…all of these are part of the equation as well.  And so is diversity.

   

Very likely our three most wasted assets inside the organization are knowledge, perspectives and heuristics…the stuff inside a persons brain, the mash-up of their identity and experience.

   

When you bring a group together to do serious work, the bigger your aggregate collection of knowledge, perspectives and heuristics is, the more likely you are to have access to the tools necessary to generate an optimal result and the less likely you are to be limited and compromised by shared blind spots.

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