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Scooped by Deb Nystrom, REVELN
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Knowledge Management Failure Factors

Knowledge Management Failure Factors | Agile Learning | Scoop.it

Alan Frost provides an introduction to his collection of the most widespread failure factors in knowledge management including:

 Causal Failure Factors:

  • Lack of performance indicators and measurable benefits
  • Inadequate management support
  • Improper planning, design, coordination, and evaluation
     

Resultant Failure Factors:

  • Lack of widespread contribution
  • Lack of relevance, quality, and usability
  • Overemphasis on formal learning, systematisation, and determinant needs
  • Improper implementation of technology
  • Improper budgeting and excessive costs
  • Lack of responsibility and ownership
  • Loss of knowledge from staff defection and retirement


The full reference, using the author's 2013 & 2014 research is here. 

Deb Nystrom, REVELN's insight:

This site has many tools to help explore knowledge management as a field.  It's worth a look as well as a few thoughts about how the KM field compares to other approaches including action research and role of experience in scholarship and learning.  ~  D

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Scooped by Deb Nystrom, REVELN
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Peer-driven learning: Cracking that Nut

Peer-driven learning: Cracking that Nut | Agile Learning | Scoop.it

Can we create a process and context that supports a number of people coming together around a shared topic and more equally and effectively organising and learning about it together?

 

...Can we make it as peer-2-peer as possible, so it is more resilient, quicker to respond and far less hierarchical?

 

...some of the biggest and most interesting challenges ...lie in developing recommended social processes that groups of learners can collectively follow to develop, define and complete a course of study together.

 

As I’ve mentioned in previous posts ...many of the spaces we can look to for this are approaches such as Open Space and Unconferences.

 

From Deb:  Unconference & Open Space reference:  

http://www.unconference.net/welcome-to-the-unconference-blog/

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Scooped by Deb Nystrom, REVELN
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Beyond the Hierarchy: Networked Professional Development

Beyond the Hierarchy:  Networked Professional Development | Agile Learning | Scoop.it

It can be difficult to see oneself as a node in multiple networks, as opposed to a more conventional position within an organizational hierarchy.

We have become used to titles, job descriptions, and other institutional trappings. But network thinking can fundamentally change our view of hierarchical relationships.

      

For example, I once ...helped a steering group see their community of practice in a new light. For the first time, they saw it mapped as a network. They immediately realized that they were pushing solutions instead of listening to their community. As a result, they decided to change their Charter and develop more network-centric practices. Thinking in terms of networks can enable us see with new eyes.

    

...As we learn in digital networks, stock (content) loses significance, while flow (conversation) becomes more important – the challenge becomes how to continuously weave the many bits of information and knowledge that pass by us each day.

    

Conversations help us make sense. But we need diversity in our conversations or we become insular. We cannot predict what will emerge from continuous learning, co-creating & sharing at the individual, organizational and market level, but we do know it will make for more resilient organizations.


As always in our ScoopIt news, click on the photo, video or title to see the full Scooped post.

       

Related tools & posts by Deb:

               

        

     

  

       

  • Are you local to SE Michigan?  Find out more about horse-guided leadership development sessions (no fee demos) for individuals by contacting Deb, after reviewing her coaching page here.  

  

Deb Nystrom, REVELN's insight:

Harold Jarche's recommendations for organizations moving to more networked and creative work may make for less fragile, more adaptive organizations as well.  ~  D


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