"An annual report by The Open University said the current key challenge for education specialists is to engage thousands of learners in productive discussions while learning in a collaborative, online environment."
Absolutely agree with this. Technology is an enabler to extend learning beyond any four walls. Learning experiences can be designed to be social and collaborative using social tools and communities of practice to help people connect, share and learn from each other.
There are as many definitions of the digital workplace as there are organizations. But in light of this month's focus on the digital workplace, it could be useful to look at what a digital workplace is, and clarify some of the things that it is not.
While acknowledging that the whole concept of self-determination – or ‘Google learning’ as it has been called, pejoratively, in certain circles – is fraught with the potential for missing the point, being distracted into rabbit warrens or just getting bad information, we would like to emphasise that this is only a potential.
===> Any learning theory is only as good as the way in which it is applied and worked through, and we have seen it produce highly successful results where correctly applied, in the right circumstances. <===
Watch this space for chapter and verse, as we will soon be publishing case studies of several recent programmes that feature high levels of learner self-direction.
Learners are changing, learning is changing – and heutagogy can give important clues about rebalancing the burden of responsibilities and permissions in an always-on, networked, instructorless, post-course world.
This concept and the visual was taken from my new book which came out today called, The Future of Work: Attract New Talent, Build Better Leaders, and Create a Competitive Organization.
One of the things I have been writing about and have tried to make clear over the past few months is that work as we know it is dead and that the only way forward is to challenge convention around how we work, how we lead, and how we build our companies. Employees which were once thought of expendable cogs are the most valuable asset that any organization has. However, the employee from a decade ago isn’t the same as the employee who we are starting to see today. To help show that I wanted to share an image from my upcoming book which depicts how employees are evolving. It’s an easy way to see the past vs the future.
Paul Signorelli describes how learning spaces are changing in ways that require our attention and collaboration.
DPG plc's insight:
Technology is helping us create truly learner centric online communities and ecosystems that support learning and collaboration. It's still not have the technology though - behaviours each and every time determine the success of these communities.
What Leadership Will Look Like In 20 Years Forbes For nearly 100 years, leadership has been a top-down game. The Industrial Revolution brought about scale, and the only way leaders knew to manage this scale was through hierarchy.
I'm a big believer in self-(learning) leadership and everyone needs to be responsible and take accountability for being a role model and leader. This is a great insight in to what characteristics a Learning Leader should display and behaviours that support this.
All leadership comes down to this: changing people's behavior. Why is that so damn hard? Science offers some surprising new answers -- and ways to do...
DPG plc's insight:
Fascinating to read that even in life and death situations people won't change habits or behaviour to prolong their lives. We talk about change in many different guises and sometimes like it's easy. It is not EASY however change is possible with the right support. Some real food for thought here in terms of the change we instigate, lead, influence and commit to in our own roles and organisations.
These days a CLO’s best bet to ensure the learning function remains relevant today and tomorrow is to assume the role of development architect — not learning provider — and to shake up design and delivery to put learning in employees’ hands.
In the increasingly networked 21st century it’s even more important for leaders to have a high level of self-awareness, to clearly understand why they act as they do, and how their behavior affects and is perceived by others. By knowing themselves successful executives are better able to keep a clear vision of where their organisation is heading, have greater success in communicating this vision to others, and are more able to make the decisions that transform this vision into reality.
In the corporate world today, people expect to be persuaded rather than compelled, and leaders need a high level of emotional intelligence to be able to understand and manage their own, and others’ emotional responses if they hope to build culturally, intellectually and functionally diverse (and virtual) teams able to stimulate creativity.
Keeping culture aligned with strategy is a significant challenge given the constantly changing dynamicsof markets and the need to adjust and re-direct strategy as a resultA leading FMCG player was experiencing only limited success in new brands and
DPG plc's insight:
Strategy and culture cannot develop in isolation - one must feed the other and vice versa. A really useful resource to help align the two successfully.
Why do I characterize this explanation as a flipped classroom and not flipped learning? Because, contrary to popular belief, these terms are not synonymous. Yet nearly every article written on these topics mistakenly equates them.
"Even more than other types of education, eLearning must struggle to attract learners' attention: the Internet is full of distractions, and adult learners are both busier and more free to indulge in distractions. Helping students to pay attention is a primary concern of training professionals, so here are some optimal methods to win the attention game in eLearning."
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