Remove Behavior Remove Emergent Remove Pattern Remove PKM
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Social Learning is Voluntary; Collaboration Platforms are Enablers

ID Reflections

And in the course of my many conversations with different organizations and their L&D departments, I see an emerging pattern of thoughts and behavior. Individuals will get their work done by talking to peers, reaching out to their network, and bringing their #pln and #pkm to work.

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Re-imagining Work & Learning in a Networked World

ID Reflections

We know that training is not enough and employees cannot be trained for skills that are still emergent. L&D will transform organizations to become “social” organizations by facilitating PKM and community management. I have captured a few possible ones in the diagram below. Social is NOT a set of tools.

Network 202
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L&D's New Hatrack

ID Reflections

An increasingly global and uber connected workforce, globally distributed organizations, dispersed expertise, ubiquitous connectivity powered by the affordances of social, local and mobile (SoLoMo) and the economy of individuals are giving rise to completely different working and learning behaviors.

PKM 100
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Workplace Learning in a World “Beyond Automation”

Learnnovators

This allows them to exercise the value that emerges from collaborating with other humans on open-ended, creative endeavors. Increasingly the human workforce will have to take on the unstructured work that requires skills like judgement, decision making, pattern sensing, emotional intelligence, social intelligence, and more.

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Workplace Learning in a World "Beyond Automation"

ID Reflections

This allows them to exercise the value that emerges from collaborating with other humans on open-ended, creative endeavors. Increasingly the human workforce will have to take on the unstructured work that requires skills like judgement, decision making, pattern sensing, emotional intelligence, social intelligence, and more.

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2012?s Top articles on Working Smarter

Jay Cross

patterns, social psychology, value network analysis, anthropology, complexity theory, and more. An IBM Global CEO Study conducted in 2010 concluded that complexity was the primary challenge emerging out of its conversations with 1,500 CEOs and senior government officials. These disciplines add up to what I call “working smarter.”