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Rescooped by Robin Martin from The Social Media Learning Lab
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Managing Leadership Change: the Transition to a Social Business, New Experts May Emerge

Managing Leadership Change: the Transition to a Social Business, New Experts May Emerge | Market to real people | Scoop.it

"What's working in social business in 2012? Tech sales, marketing and the speakers circuits are doing well. Implementation and organizational change are lagging behind.  New leader & experts may be emerging in the gap."

 

There's helpful context in this piece in understanding social business in 2012, now that social media is becoming mainstream.   Transparency reigns.  Traditional organizational structures will not be able to keep up.

 

Excerpts:

 

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...new leaders and experts may emerge, as it takes different leadership and an understanding of networks to support a social business.

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...Pervasive connectivity changes organizational power structures, though the full effects of this take time to become visible. From a transparent environment new leaders and experts may emerge, as it takes different leadership and an understanding of networks to support a social business.

 

...Interconnected people and interlinked information flows, and these will bypass established structures and services. Work gets more democratic as it becomes visible to all.

 

Agile social businesses need people who can work in concert on solving problems, not waiting for direction from above. Management must ask: how can we help you work in this transparent environment? 

 

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Changing to more social behaviors takes time, but most of all, it takes trust.

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In social networks we often learn from each other; modelling behaviors, telling stories and sharing what we know.  While not highly efficient, this is very effective for learning.

 

There is a need to model the new behaviors of being transparent and narrating one’s work.

 

Social business also requires power-sharing; for how long will workers collaborate and share if they cannot take action with their new knowledge and connectivity?

 

Changing to more social behaviors takes time, but most of all, it takes trust.

 

Once social technologies have been installed, modelling new work behaviors becomes the main organizational challenge.

 

Sources:   By @hjarche via @charlesjennings


Via juandoming, Deb Nystrom, REVELN
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Rescooped by Robin Martin from Agile Learning
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Inquiry Building Blocks for Your Informal Learning Strategy

Inquiry Building Blocks for Your Informal Learning Strategy | Market to real people | Scoop.it

What does analysis look like for informal learning? Is it different because it involves technology?  Not really - via Intrepid Learning.

 

It's useful to look at these data gathering steps as a possible checklist for creating the conditions to facilitate informal learning in your organization.  DPPE is a model I like to use:  Data, Purpose, Plan, Evaluate.  This fits right into the planning flow.  ~  Deb

 

Excerpted:

 

Analysis for informal learning: Here are a few actions you can take to assess the learner’s needs.

 

Spend time with the learner group in their environment, understand how they go about conducting their work, and look at how they fill learning gaps . Assess where and when they need the support of others because information is not readily available . Conduct interviews, ask questions to gain understanding of their needs .
Craft a user story – a “day in the life of” – and vet that with the learner group . Use focus groups to gain insights including having them walk you through their work processes . Brainstorm with the learner group to identify where they think informal learning might help them accomplish tasks more easily or to provide context  .

Once you gain an understanding of their needs for information, support, and learning within their workflow, you can prepare for the next step in building your informal learning strategy.

 

Read the full article here.


Via Deb Nystrom, REVELN
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