With increasing complexity in most aspects of a network society, the way that we support organizational learning must change. With low levels of complexity, knowledge can be codified into documentation and distributed throughout the organization. Best practices can be determined and then people can be trained to perform these methods at work. Basic aircraft flight operations can be taught in this way. But complex problems require implicit knowledge that cannot be put into a manual. This type of knowledge is nuanced and dependent on the context and situation. For example, negotiating the creation of the United Nations required many conversations and involved a myriad of social connections. It required social learning, which is how we gain insights, by connecting with others and learning while we work.
Social learning is the process by which groups of people cooperate to learn with and from each other. The network era is creating a historic reversal of education, as discourse replaces institutions, and social learning in knowledge networks obsolesces many aspects of organizational training. It is as if Socrates has come back to put Plato’s academy in its place, but this time the public agora is global.
In 2004 Bill Draves and Julie Coates wrote