Integrating learning and work CSTD 2011

integrating learning & work

Harold Jarchejarche.com

InternetTimeAlliance.com@hjarche

Wednesday, 16November, 2011

What’s your experience?


Performance Issue at Work

Think about a

What is this person’s problem?


1. Expectations & Feedback

2. Tools & Resources

3. Consequences & Incentives

4. Skills & Knowledge

5. Individual Capacity

6. Motives & Preferences

What’s the cause of the performance problem?


Training

can only address #4:

Lack of Skills & Knowledge

Training: a solution looking for a problem


my journey

from training (military)

to performance improvement (CPT)

to social learning (Entreprise collaborative)

to working smarter (Internet Time Alliance)


the journeyMilitary Training Development Officer

Certified Performance Technologist

Social Learning: EntrepriseCollaborative.com

Working Smarter: InternetTimeAlliance.com


ISD ADDIE

Trained Soldier

Aim of Individual Training System


But ...


Photo by Mac Coates

does trained = ready for battle?


not quite ...


Collective Training

Informal (gaming & simulation)

Run by operations, not training

Work together as a unit (social)

Photo by DVIDSHUB


Human Performance Technology:

a systems view


Mega: Community & Society

Macro: Organization

Micro: Team, Group, IndividualWednesday, 16November, 2011

Macro View


Micro View


Key Lesson:

Diagnose Before Prescribing Training


HPT + ISDNon-instructional


HPT:

systemic & systematic

but not very human


Inside & Outside our organizations

we need to collaborate & share our

know-how


Source: Gary WiseWednesday, 16November, 2011

Dependent

Independent

FormalTraining

Self-directed learning

Inter-dependent

Knowledge-sharing

Social Learning

Collaboration


TaskVariety

TaskStandardization

Routine Technician Craft Knowledge

Work

InformalFormal LEARNING

KNOWLEDGEExplicit Tacit

Source: Tom Gram


High Task Variety


TaskVariety

TaskStandardization

Routine Technician Craft Knowledge

21st C. Work Literacy

InformalFormal LEARNING

KNOWLEDGEExplicit Tacit

auto

mat

ed

outs

ourc

ed


Working Smarter


Working Smarter

Cynefin Framework: Dave Snowden


Working Smarter


Robert Kelley, CMU asked knowledge workers:

“What percentage of the knowledge you need to do your job

is stored in your own mind?”

75%

18%9%

1986

20061997

2011?Wednesday, 16November, 2011

!

?

Social Media in the OrganizationIncreasing Speed of Access to Knowledge

(McKinsey 2011)


50% Wasted TimeKnowledge Workers

2011 WebTutorials Report

36%

14%

Finding Information Contacting PeopleScheduling Meetings

Managing Unwanted CommunicationsTime


20th Century Management

StandardizationSpecialization

Goal AlignmentHierarchy

Planning & ControlExtrinsic Rewards


VarietyFlexibilityActivismMeaning

Serendipity

21st Century (un)Management


mimiandeunice.com

fromCommand & Control

toEncourage & Engage


Openness

Transparency Diversity

enables reinforces

fosters

trust

the network effect


Openness

Transparency Diversity

enables reinforces

fosters

socialnetworks

knowledgesharing innovation

A Virtuous Cycle

trust


Work Teams

Communities of Practice

Learning Networks

Structured

Informal

Goal-oriented Opportunity-driven

Weaker TiesPrompting Innovation

Stronger TiesSharing Complex Knowledge

Weaker Ties(Innovation)

Strong & Weak TiesIntegrating Learning & Work

Incre

asing

Divers

ity

IntegratingLearning & Work


How about your organization?


In general, my organization:

a) welcomes innovation and contributions from our workers b) encourages and provides time for reflection on successes and flopsc) tolerates mistakes and rewards thinking outside the boxd) shares information openly and discourages hoardinge) works across department and unit boundaries

1. Never

2. Rarely

3. Sometimes

4. FrequentlyWednesday, 16November, 2011

0

37.5

75

112.5

150

Innovation Reflection Mistakes Sharing Boundaries

Never Rarely Sometimes Frequently

Survey of 189 Chief Learning OfficersWednesday, 16November, 2011

0

37.5

75

112.5

150

Innovation Reflection Mistakes Sharing Boundaries

Never Rarely Sometimes Frequently

70% 71% 53%39% 73%

Opportunities to IntegrateLearning & Work


Leadership in Complexity

Boundaries & Attractors

Image: Roger McLachlan

“We conduct safe-fail experiments. We don’t do fail-safe design. If an experiment succeeds, we amplify it. If an experiment fails, we dampen it.” ~

Dave Snowden


social/informal learning

PSR: Probe-Sense-Respond

ISDHPT


ProbeMake a change

Sense & Review

Respond / Act

Question the Context

Complexity


Hierarchy“management knows best”

Management

Workers

the outside world


Self-publishing

RidiculouslyEasy

Group-forming

UnlimitedInformation

Internet

Hyperlinks subvert Hierarchy*

* cluetrain.comWednesday, 16November, 2011

Loose Hierarchies

Strong Networks


Leadership

Cooperating/Networked Workers

ListenAnalyze

Set ContextBuild Consensus

transparentflexibleopen

T&D c. 21st Century Supporting Work & Leaders in Complex Environments


Integrating Learning & Work

•Welcome Innovations

•Encourage Reflection

•Tolerate Mistakes

•Share Information

•Work Across Boundaries

{social


Harold Jarcheblog: jarche.com

InternetTimeAlliance.com@hjarche

mimiandeunice.com


Business

Integrating learning and work CSTD 2011