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The thinking behind development of a platform for informal learning and work
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How We Developed a Social Network Learning Platform
Jay CrossJane HartHarold JarcheClark Quinn
INATT
ChallengesContextNature of learningArchitecturePrototypes
How We Developed a Social Network Learning Platform
1970
2008
Unpredictability
Volatility
Pace
Interdependence Intangibles
Cycle timeCollaboration
Density of connections
Leveling
Work as improv
FlowCollective intelligence
Services
Informal Learning 2.0 book project
Phase ChangeIndustrial culture to network culture
End of Age of Stuff
Cogito ergo sumMaterial worldWYSIWYG, one reality“It is I.”More than demise of industrial eraNewton just a summaryFocus on the visibleWorld is mechanical, predictablePre-atomic, pre-quantumBelief in fundamentals, absolutesSome stuff is “finished”“We are nodes”Learning to do stuffPrograms
Beginning the Age of Connections
Perception is realityTherefore, many realities out thereEverything is connected“We are all in this together.”Everything is relativeEverything flowsIt’s all connectedWorld is complex, outcomes uncertainAll is a work-in-progressTime as a artificial overlay, i.e. a tennis racketDitto ownership (since things are a figment)“We are connectors”Learning to be (take new vantage point)Platforms
n = 235
n = 235
IBM Global CEO Study 2008
The Enterprise of the Future is capable of changing quickly andsuccessfully. Instead of merely responding to trends, it shapes andleads them. Market and industry shifts are a chance to move aheadof the competition.
The Enterprise of the Future surpasses the expectations of increasinglydemanding customers. Deep collaborative relationships allow itto surprise customers with innovations that make both its customersand its own business more successful.
The Enterprise of the Future radically challenges its business model,disrupting the basis of competition. It shifts the value proposition,overturns traditional delivery approaches and, as soon as opportunitiesarise, reinvents itself and its entire industry.
the Enterprise of the Future
ibm.com/enterpriseofthefuture
What do CEOs want?
Them.
context
Internet valuesConnectionsOpennessTransparencyAuthenticityInteractivityLoosely coupledInteroperability
Network effectsDense interconnectionsAccelerating cycle timeInterdependenceVolatilityLong tailAmbient findabilitySignal:noise
Business contextCore/contextObject orientationBottom-upCustomer voiceUnpredictableIncessant changeServices/intangibles
KnowledgeCollective intelligenceSocially-constructedContext-boundBreakdown of disciplinesGroup phenomenonSocial intelligenceCognitive breakthroughs
LearningInformalAdaptationBecomingKnow-whoDrip feedNeed-drivenPerformance support
WorldviewEmergenceIllusion of controlHolisticPerpetual betaEverything flowsAll is connectedProcess
23
Enterprise 2.0
Enterprise 2.0
Strength of relationship
Potential benefit Web 2.0 example What is emergent?
Strong Collaboration, productivity, agility
Wiki Document
Weak Innovation, non-redundant, information
Social networking software
Information
Potential Efficient search, forming links, network bridging
Blogosphere Team
None Collective intelligence Prediction market Answer
Andrew McAfee, Harvard Business School
Science
Organicfood
Art
Cowboys
Coca Cola
Join unfamiliar idea nodesThe weaker (more distant) the tie, the bigger the impact of
bringing nodes together.
The more idea nodes in your hip pocket, the more likely you will create (bump into) innovation.
My life as a node
idea space
Nature of learning
For example:• learning to talk• learning to crawl• learning your ABCs• learning to fear the number 13• learning to meditate• learning to speak French• learning the way to the store• learning who to trust• learning with my pal Sally• learning how to sell• learning Ruby on Rails• learning where the answers are• learning to negotiate• learning to play piano• learning to rollerblade• learning to taste wine critically• learning to cook bread• learning to lead effectively
Learning is adaptation. Flexibility, self-efficacy, fit.
Learning is preparation for innovation. Future fit.
Learning is knowing how to perform.
Ways people learn
individuallydiscovery, sensingtrial & error, experimentationcuriosity to complete patternsself-service by reading, searching, askinginquiryfeedback
with othersmimic, copy, modelconversation, co-creationnew perspectiveadviceengagementteaching othersacculturationexposure, t.v., lecture
multipliersanswersunderstandingbetter jobstatus in grouppride in accomplishmentself satisfactionfeedbackhealthparticipation skillslearning skillsaccessnoveltyobvious relevance
emotionallypersuasive reference grouppositive feedbackadopt beliefs of trusted personbrainwashing
Acting Reflecting
Knowing (distributed) knowledge
Sponsor Group24/7 helpcoach
peer supportsubstitute for user meetingslearn from/with otherspositive reinforcement
Selfhealthy self imagemaintain connectionsever alert to temptationsbehavior congruent with values
Family & friends
partnership, not co-dependenceunderstanding & educationmaintain hopehelp one another
Social Learning Ecology
Learning as needed
Wiki
mentor
observes hot-shot
water cooler
calls help desk
tries & fails
teammates,colleagues,
experts
performancesupport
Management sets strategy & values
formal learning
ArchitectureAugust 2008
Work Learning
Learning
Work
1. Common rules for connection.standards,protocols
lingua franca, mash-ups,
plus-and-play
2. It’s everywhere,pervasive
3. Contains loosely-coupled, reconfigurable
networks
Platform
A learnscape is the platform where knowledge workers collaborate, solve problems, converse, share ideas, brainstorm, learn, relate to others, talk, explain, communicate, conceptualize, tell stories, help one another, teach, serve customers, keep up to date, meet, forge partnerships, build communities, and distribute information. Learnscapes are where and how modern work is performed.
Clark Quinn
eLearning Strategy
Clark Quinn
Performance Ecosystem
Harold Jarche
Jane Hart
Prototypes
Hosted collaboration platform Pre-configured. Ready-to-go. Turn it on with no intervention from IT.Latest Web 2.0 tools. Fully Open Source.Includes policies and guidelines for use100% confidentialEasy entry into interactive web Test-drive community apps
Learnscape planning
Personas
Potential usersProject groupCustomer communitySales teamNew product launchCommunity of practiceAny group from 3 to 150 members
FunctionsSocial networkingExpertise locationProject coordinationFAQ Conversation spaceChat roomsShare photos, video, filesSwap best practices,Share competitive informationSearch member profilesSubscriptions to breaking newsAdd social dimension to work groupsKeep everyone on the same pageEvent listingsReal-time activity stream
What are you working on right
now?
Anybody know someone at PGE?
Swap NY apartment for flat in
London this July.
Who can help me with a glitch in at
Excel file?
Beer bash in the courtyard this Friday
at 5:30 pm.
Join a live chat about the competition’s new offering
this Tuesday afternoon.
Arnie’s killer sales pitch is
available on the Team Cell site now.
Steve Martin is hosting this year’s
annual sales meeting!
How do we sell against Oracle?
BenefitsStarter-kit for web-enabled teamsPre-loaded with prudent policies for useNo programming requiredFoundation social networking application
Think of Team Cell as your private cloud, a secure spot that provides your team the benefits of social software, Facebook, Twitter, blogs, wikis, YouTube, Flickr, bulletin boards, subscriptions, news feeds, chat rooms, private email, search, groups, and tags.