Learning and Working
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The eLearning Coach

The eLearning Coach | Learning and Working | Scoop.it
Andrew Gerkens's insight:

The term learning gets thrown around all the time, but what does it actually mean? I've always worked from the premise of 'a change in behaviour as a result of experience'. I've used this definition because it focuses on behaviour - if we're in the business of learning, then we're in the business of behaviour change. This is helpful, because it helps us focus on the outcome of our work, rather than the inputs. It also tells what we need to measure - behaviour change in the context of workplace performance (for my work at least), which we can measure at an individual, team, process and functional/organisational level. 

 

There are some great builds and thought provokers in this list - especially around 'actionable knowledge that can live within and outside of ourselves (i.e. within the organisation or a database)'. Next time your team are talking about learning, ask them to pause for a moment and share their definition. It can trigger some great conversation about the team's work, approach, focus, principles...

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the core competency for network era work

the core competency for network era work | Learning and Working | Scoop.it
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How PKM and 70:20:10 come together. PKM provides a mechanism to enable collaboration and cooperation, supporting people to make sense of the world around them (change/complexity), to share, solve and create together and to build and share knowledge, all at the speed of business (change). Important thoughts from Harold Jarche, 'knowledge cannot be managed, and neither can knowledge workers'.




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Why agility pays

Why agility pays | Learning and Working | Scoop.it
New research shows that the trick for companies is to combine speed with stability. A McKinsey Quarterly article.
Andrew Gerkens's insight:

Comparing the practices of the most to the least agile organisations.


What makes agile companies special is their ability to balance fast action and rapid change, with organisational clarity, stability, and structure, on the other. Agile organisations harness learning, through top-down innovation, capturing external ideas, and knowledge sharing. Agile companies utilise meaningful values and inspirational leadership to create purpose and drive motivation.

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Why Organizations Don’t Learn

Why Organizations Don’t Learn | Learning and Working | Scoop.it
Our traditional obsessions—success, taking action, fitting in, and relying on experts—undermine continuous improvement.
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Experiential Learning: Just Because It's Hands-On Doesn't Mean It's Minds-On

Experiential Learning: Just Because It's Hands-On Doesn't Mean It's Minds-On | Learning and Working | Scoop.it
Experiential Learning: Just Because It's Hands-On Doesn't Mean It's Minds-On
Andrew Gerkens's insight:

What can you take from this schools example to make your workplace (informal) learning solutions more intentional and to ensure they drive improved performance?

  • Context and Pre-briefing to define purpose (why) and to clarify expectations and support requirements.
  • Debriefing and reflection to turn experience into insights that improve future performance
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Why and How to Build an In-House Consulting Team

Why and How to Build an In-House Consulting Team | Learning and Working | Scoop.it
It costs way less than hiring a top-tier firm.
Andrew Gerkens's insight:

An interesting case study, exploring how an internal business consulting capability can be used to support strategic challenges/projects (doing it cheaper than external consultants) and to develop and engage top talent. Think of the possibilities a 12-24 month secondment to a consulting team might provide in terms of development (cross functional experience, complexity, commercial acumen, strategic thinking), building relationships and support networks and beyond...

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Why flat hierarchies just lead you up a blind alley – a long one

Why flat hierarchies just lead you up a blind alley – a long one | Learning and Working | Scoop.it
A lot of managers and company leaders want to “flatten” their hierarchies. The problem: Organizations shouldn’t be flat, they should be decentralized.
Andrew Gerkens's insight:

Niels' ideas really excite and challenge me. In this post he explores the risk of thinking a flat structure is the answer.

'The organization should be built for complexity, not flatness. If the market rules outside, within the organization, it is the periphery which earns money, which learns from the market and learns how to adapt swiftly and intelligently. The center loses its competence edge – it can hardly give practical instructions. Accordingly, coupling of periphery and center must be effected in such a way that it is possible to follow market dynamics and to respond to them'. 

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The slides and scripts I use when I present Working Out Loud | Working Out Loud

The slides and scripts I use when I present Working Out Loud | Working Out Loud | Learning and Working | Scoop.it
If you’re trying to tell other people about working out loud, this talk might help you. It’s called “Better for you. Better for the firm,” and it’s the same title as a recent interview I did with Forbes. You can download the material in 4 different formats at the end of this post: PDF (which is what…
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Great resources from John Stepper to support the positioning of WOL

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The C-Suite's Challenge: The Changing Future of Work

The C-Suite's Challenge: The Changing Future of Work | Learning and Working | Scoop.it
The Future of Work is a hot topic, and some companies stand above others in creating that future now. How can your business harness this opportunity?
Andrew Gerkens's insight:

A series of posts exploring the future of work, with extensive links to thought leaders and resources 

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The 14 Principles Of The Future Organization

The 14 Principles Of The Future Organization | Learning and Working | Scoop.it
Over the past few months I've been sharing a series of posts on the 7 Principles of the Future Employee and the Evolution of the Employee. This was followed by the 10 Principles of the Future Manager followed by the Evolution of the Manager. Today I want to introduce the 14 Principles of the Future Organization [...]
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How to Design Work Projects for Maximum Learning

How to Design Work Projects for Maximum Learning | Learning and Working | Scoop.it
They need five elements.
Andrew Gerkens's insight:

The power of workplace projects and stretch assignments to move from knowing to doing and to deliver real impact on individual and organisational performance. Supporting new and challenging experiences is a key part of the 70 (experiential learning element) in 70:20:10. The examples in the article reinforce the importance of building a support structure or scaffold to make workplace learning intentional and impactful.

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70 exercises to help you Work Out Loud | Working Out Loud

70 exercises to help you Work Out Loud | Working Out Loud | Learning and Working | Scoop.it
Many people who have read Working Out Loud have asked if I could put all the exercises in one place for easy reference. So I created a free workbook. You can download it here: Working Out Loud: Exercise Workbook This 42-page workbook is based on the 70 exercises in Working Out Loud. The exercises are presented in the same order…
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Jay Cross's curator insight, July 27, 2015 1:51 PM

The URL for the free workbook is http://workingoutloud.com/wp-content/uploads/2015/07/WOL-Resources-List-of-Exercises-.pdf


The exercises aren't rocket science but that's a good thing. Things you can do in less than a minute and in less than 5 minutes. From John Stepper. 

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Blurring boundaries, uncharted frontiers: Part of the Business Trends series

Blurring boundaries, uncharted frontiers: Part of the Business Trends series | Learning and Working | Scoop.it
Every company will be affected by the rapid blurring, shifting, and even dissolving of established boundaries within the business ecosystem.
Andrew Gerkens's insight:

An exploration of the forces of disruption impacting the way we work and providing both threats and opportunities for organisations. Positions the importance of being able to learn (build and share knowledge) at the speed of business.

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Six steps to adapting to the future of work

Forbes Welcome page -- Forbes is a global media company, focusing on business, investing, technology, entrepreneurship, leadership, and lifestyle.
Andrew Gerkens's insight:

A framework for adapting to coming changes called “The Six-Step Process for Adapting to the Future of Work.” (inspired in part by John Kotter’s well known “8-Step Process for Leading Change.”)

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Education Is Not The Answer (Part 1)

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Some thought provoking material on the difference between education (knowing) and learning (agility). I love the visual of the linear vs. non-linear paths, which left me thinking about how we build organisational capability. Perhaps they are not mutually exclusive - the linear path provides a solid foundation, but at the same time must serve to equip people to learn continuously. The foundation must set people up to work out loud, collaborate, share/solve/create together, so knowledge can be built and shared at speed. The decreasing value of knowledge 'stocks' vs. the increasing value of knowledge streams/flows is also a great visual.

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Crazy. Stupid. Learning. The 2 Types of Learning and Why They Matter

To organize for complexity also means to organize learning and development for complexity - on the individual, the team and the organizational level. Much has been said and written in recent years about learning in orgs and business schools. But much of the talk has been based on flawed assumptions. Applying one of the thinking tools from my new book Organize for Complexity may help to figure out how we can improve conditions and settings for learning, and maybe even create the high level of learning that Peter Senge and many of us have been dreaming of for decades.The "thinking tool&quo
Andrew Gerkens's insight:

This article explores the implications of Data, Information, Knowledge and Mastery on learning. Whereas as knowledge supports sense-making, mastery is about creating knowledge and represents a key enabler for responding to change and complexity - it is a reflection of workers sharing, solving and creating together.

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ABN AMRO Vision on continuous learning and development - YouTube

At ABN AMRO you learn every day, on the job. Learning is not something you do on your own, we learn from our colleagues, our clients and the ABN AMRO communi...
Andrew Gerkens's insight:

An introduction to ABN Amro's approach to employee development. ABN Amro use 70:20:10 and you can see it translated in this video. A good example of using the framework, but communicating it (without the numbers) in a way that best suits the organisation's context/culture.


My only suggestion to improve this video, would be to add the element of performance support, reinforcing opportunities for support workers have to solve problems and respond to challenges they face as part of their daily work. We need to help people realise that anything they do to perform their role and get better at what they do every day is learning.  

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Information workers and knowledge workers - Speed to Proficiency

Information workers and knowledge workers - Speed to Proficiency | Learning and Working | Scoop.it
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Interesting differences between information and knowledge workers and implications for learning/support. 

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The Slippery Slope of Leadership Transitions [Infographic]

The Slippery Slope of Leadership Transitions [Infographic] | Learning and Working | Scoop.it
See a snapshot of the greatest challenges, who helped the most with the transition, and advice they’d give a friend before they took the promotion.
Andrew Gerkens's insight:

This infographic lists some of the key challenges faced by people undertaking career transitions. What mechanisms do you have in place to help people transition? How do you help them make sense of their new environment, to build the connections (network) and access the resources they need? 

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Leveraging the Learning Ecosystem

People are choosing to learn in different ways from a much more diverse range of sources. Meanwhile, most L&D infrastructure is still geared for the same old t…
Andrew Gerkens's insight:

A useful overview of the idea of a learning ecosystem. I must admit, my preference is to call it a performance ecosystem, given that learning is an input and what workers really care about is being able to connect to the people, tools and resources that can help them do their job, solve problems and get better at what they do every day.

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Agile Booknote: Agile Capability Maturity Model

Agile Booknote: Agile Capability Maturity Model | Learning and Working | Scoop.it
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Exploring agility from a capability perspective

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Is there a global model of learning organizations? An empirical, cross-nation study

Is there a global model of learning organizations? An empirical, cross-nation study | Learning and Working | Scoop.it
This paper develops and tests a learning organization model derived from HRM and dynamic capability literatures in order to ascertain the model's applicability across divergent global contexts. We...
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An Introduction To A Growing Trend: Activity Based Working - Office Snapshots

An Introduction To A Growing Trend: Activity Based Working - Office Snapshots | Learning and Working | Scoop.it
Andrew Gerkens's insight:

Activity Based Working gives employees a choice about how, when and where they work. In the office, that means a choice of work settings, each designed for different types of tasks. Outside the office it enables staff to work anywhere, any time and from any device. It focuses on outcomes (and agility/flexibility) rather than inputs and activity.

This is a great resource document for exploring further and deeper:

http://www.jll.com.au/australia/en-au/Documents/jll-au-activity-based-working-2012.pdf


Drivers leading to ABW as a strategic response:

  • Hyper-competition connects high-caliber professionals to the firm and enables them to strive
  • Sustainability reflects the company’s genuine commitment to being green
  • Globalisation adapts to various cultures, caters to local needs, encourages diversity
  • Aging population welcomes professionals from untapped talent pools (women, retired, disabled) Innovation fosters creativity via collaboration across regions and functions
  • Change is the only constant integrates the agility imperative, helps the firm become more nimble
  • Decentralisation anticipates the transformation of global firms from the spider (centralised) model to the starfish (decentralised) model

The business case for ABW (benefits and impact measures):

  • increasing worker productivity
  • decreasing costs
  • attracting & retaining top talent
  • creating a cohesive culture
  • positively impacting the bottom line
  • creating shareholder value
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Carol Dweck Mindset

Andrew Gerkens's insight:

The importance of a growth mindset


http://www.sportscotland.org.uk/media/894520/the-mindset-of-a-champion-by-carol-dweck.pdf


https://www4.esu.edu/academics/enrichment_learning/documents/pdf/developing_growth_mindset.pdf

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What is the Future of Work?

What is the Future of Work? | Learning and Working | Scoop.it
Much has been made recently about one of the stand out trends of the times we live in: Everything is becoming infused with technology. Software is eating the world it is said. Some have claimed tha...
Andrew Gerkens's insight:

A good overview of some of the drivers influencing the future of work. If you want to explore further, I highly recommend Jacob Morgan's 'The Future of Work' - http://au.wiley.com/WileyCDA/WileyTitle/productCd-1118877241.html

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