Learning Technologies, co-located with Learning & Skills, is Europe's leading showcase of organisational learning and the technology used to support learning at work. And it continues to grow in importance, value and attendance year on year.
As David Grebow explained in his post about The Learning Curve and The Pivot Point, unless formal training (courses, workshops, seminars, webinars, etc.) is followed by informal learning interventions, at the Pivot Point in the learning curve the...
A new model for work based mobile, and mobile learning.
Most of the academic research, and discussion around mobile learning starts from the more traditional end of the learning spectrum. It doesn't always work for us. Here is the amended model we use to think about mobile learning in a workplace
Learning to perform a job by watching others and copying their actions is not a great technique for corporate knowledge transfer. Christopher G. Myers suggests a better approach: Coactive vicarious learning.
Way back when (pick your date), senior executives in large companies had a simple goal for themselves and their organizations: stability. Shareholders wanted little more than predictable earnings growth.
1. Address the “human side” systematically. Any significant transformation creates “people issues.” New leaders will be asked to step up, jobs will be changed, new skills and capabilities must be developed, and employees will be uncertain and resistant. Dealing with these issues on a reactive, case-by-case basis puts speed, morale, and results at risk. A formal approach for managing change — beginning with the leadership team and then engaging key stakeholders and leaders — should be developed early, and adapted often as change moves through the organization.
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