Thank Goodness It’s Monday! This is my second TGIM post. Mondays for freelancers mean new opportunities. Weekends are often times to get work done when it’s quiet. Mondays are good days to take a day to reflect, as clients are usually busy going through their inboxes and catching up. So happy Monday to everyone.
One approach to supporting workplace learning, based on the 70:20:10 model, is for the organization to provide three types of enablers (see image at bottom):
- Tools: that workers are dependent upon to do their work
- Skills: competencies to work independently
- People: social structures to work interdependently with others, inside & outside the organization
“In the training and development field, our five biggest failures are as follows:
1. We forget to minimize forgetting and improve remembering.
2. We don’t provide training follow-through.
3. We don’t fully utilize the power of prompting mechanisms.
4. We don’t fully leverage on-the-job learning.
5. We measure so poorly that we don’t get good feedback to enable improvement.”
“At its core, the concept of the flipped classroom is that the design of the instruction is reversed (or flipped), so that instructional content is provided outside of the classroom (e.g, through video, e-learning modules, reading) and the prescribed learning activities that were often looked at as ‘homework’ are completed in the classroom itself (whether that classroom is physical or virtual).
The argument supporting this practice goes something like this: The moment when learners are completing what was traditionally viewed as ‘homework’ is the exact time when they need the most support and guidance (e.g., from the instructor/advisor). This is not the time for them to go-it-alone!”
Harold’s Performance Improvement Toolbox
1. When accuracy is critical and errors are risky.
2. When a work task is performed infrequently, making it difficult to remember.
3. When a work task is error prone, so that mistakes are made too often.
4. When there are multiple decision points or many steps.
+ 4 more …
“Approaching workplace learning in this way – by supporting the extraction of learning from work rather than the injection of learning activities into work – presents a whole new set of challenges for HR, Talent and L&D professionals.
the challenges include the facts that:
It can’t be built into a course or programme.
It can’t be ‘delivered’.
Managers need to be enabled and supported if it is to work.
It can’t be managed and controlled in the way discrete training and learning injections into the workflow can be.
most of the learning processes are opaque to HR and L&D and can only be made explicit through observation and other field survey and data collection approaches.”
What is a community of practice? (lessons learned)
1) Narrow down the domain and purpose (i.e. make it attainable).
2) Hire a community facilitator, or even better, a social artist?
3) Reduce bottlenecks and start with ‘low hanging fruit’ type of platforms.
4) Modeling how to be social is critical.
5) Learning might lead to collaborative works.
6) CoPs grow like gardens and that’s why developmental evaluation is becoming really interesting to me.
1. Solve problems for each other
2. Learning before
3. Learning during
4. Learning after Benchmark performance with each other
5. Exchanging resources
6. Collaborating on purchasing (buying things that any one member could not justify)
7. Collaborating on contracts (using the purchasing power of the community)
+ 10 more