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from training, to performance,
to social
Harold Jarche jarche.comSunday, 23September, 2012
in the beginning
there was training
jarche.comSunday, 23September, 2012
Roots of Training:Hierarchies & Control
jarche.comSunday, 23September, 2012
some of the things I learned as a military training development officer:
Instru
ction
al S
ystem
s Desig
n
InstructionalDesign
Systems Approach to Training
Methods of Instruction
ProgrammedInstruction
On the Job Training
FlightSimulation
Computer BasedTraining
Training Standards
Occ
upat
iona
l Spe
cific
atio
ns
Sunday, 23September, 2012
ISD ADDIE
Trained Soldier
developing skills & knowledge
Sunday, 23September, 2012
But ...
Sunday, 23September, 2012
Photo by Mac Coates
does trained = ready for battle?
Sunday, 23September, 2012
not quite ...
Sunday, 23September, 2012
Collective Trainingfollows individual training
Informal: Learn through gaming & simulation
Run by operations, not training department
Social: Work together as a unit
Photo by DVIDSHUBSunday, 23September, 2012
then there was
Human Performance
Technology (HPT)
Sunday, 23September, 2012
Mega: Community & Society
Macro: Organization
Micro: Team, Group, Individualjarche.com
Sunday, 23September, 2012
Macro View
jarche.comSunday, 23September, 2012
Micro View
jarche.comSunday, 23September, 2012
Key Lesson:
Diagnose Before Prescribing Training
jarche.comSunday, 23September, 2012
HPT + ISDNon-instructional
jarche.comSunday, 23September, 2012
HPT:
systemic & systematic
but not very human
Sunday, 23September, 2012
today, valued work is increasingly complex + creative
Source: Cynefin Framework (Dave Snowden) Wikipedia
Sunday, 23September, 2012
neither training nor human performance technology
address complexity
Sunday, 23September, 2012
today’s reality
jarche.comSunday, 23September, 2012
Project Teams
Communitiesof Practice
Social Networks
Structured
Informal
Goal-oriented Opportunity-driven
complicated
jarche.com
complex
chaotic
Chaotic: there is
no relationship between
cause and effect at a systems level
Complicated: relationship between cause and effect requires analysis and/or the application of expert knowledge
Complex: relationship between cause and effect can only be perceived in retrospect, but not in advance
we need to extend our learning & working
boundaries
Sunday, 23September, 2012
3 views on the
workplace learning
spectrum ...
Harold Jarche, Jane Hart, Charles Jennings
Sunday, 23September, 2012
Dependent:
Instruction
Inter-dependent:
Social &
Collaborative
Independent:
Supported by tools & information
Formal
Training
10%
Through Others
20%
Through
Experience
&
Practice
70%Accidental &
Serendipitous
Formal
Structured
Intra Organisational
&
Group-directed
Personal-directed
70-20-10: CJstructure: JHdependence: HJjarche.com
Sunday, 23September, 2012
Dependent:
Instruction
Inter-dependent:
Social &
Collaborative
Independent:
Supported by tools & information
Formal
Training 10%
Through Others
20%
Through
Experience
&
Practice
70%Accidental &
Serendipitous
Formal
Structured
Intra Organisational
&
Group-directed
Personal-directed
70-20-10: CJstructure: JHdependence: HJ
jarche.com
Training
HPT
Social Learning
Sunday, 23September, 2012
Project Teams
Communitiesof Practice
Social Networks
Structured
Informal
Goal-oriented Opportunity-driven
Share Detailed Knowledge= collaboration
Increase Innovation= cooperation
Solve Problems, Retain Talent,Develop New Strategies
= collab & co-op
we must build collaboration & cooperation into the workflow
jarche.com
Sunday, 23September, 2012
How do we incorporate
social learning
in the workplace?
Sunday, 23September, 2012
Openness
Transparency Diversity
enables reinforces
fosters
successful network characteristics
trust
1) we shift from hierarchies to networks
jarche.comSunday, 23September, 2012
Openness
Transparency Diversity
enables reinforces
fosters
socialnetworks
knowledgesharing innovation
trust
2) we support & reinforce social networks to share knowledge
jarche.comSunday, 23September, 2012
Openness
TransparencyDiversityof Ideas
enables reinforces
fosters
socialnetworks
knowledgesharing innovation
trust
Narrationof
Work }
3) we learn out loud with each otherby narrating our work
jarche.comSunday, 23September, 2012
4) each person can start with PKMpersonal knowledge management
sense-making
+ getting
things done
jarche.comSunday, 23September, 2012
Sensecreating
team
Seek
Share
CoP
network
team
CoP
network
filtering
discerning
PKM: Seek - Sense - Sharefiltering, creating & discerning
jarche.comSunday, 23September, 2012
“Rather than management asking, How do we incentivise people to share their knowledge?
It would be more useful for management to ask, How do we develop relationships across the organization
that will set in motion more knowledge sharing?”Nancy Dixon, PhD
http://www.nancydixonblog.com/2009/03/the-incentive-question-or-why-people-share-knowledge.html
Image: Richard Dennison
Sunday, 23September, 2012
Social Learning
is getting things donein networks
jarche.comSunday, 23September, 2012
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