Remove Collaboration Remove Knowledge Worker Remove Teams Remove Work Team
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Using SharePoint

Tony Karrer

The reality is that what we did on the Work Literacy course or what I did for my Collaborative Learning Course could easily be supported by the various types of web parts within SharePoint. Obviously, there is a spectrum of using SharePoint to support collaboration and using it to publish. Some used it to track bugs.

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Does Your Organization Need a Learning Culture?

The Performance Improvement Blog

If sales managers want their inside sales team to conduct powerful discovery, they’ve got to teach an approach, listen to tapes, let reps self-evaluate, give feedback, listen to more tapes, give more feedback, and so on. Likewise, today’s knowledge workers are asked to do more than just complete tasks.

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eLearning 2.0 - An Immediate, Important Shift

Tony Karrer

is that it is an immediately applicable and important shift in learning that applies right here and right now for most knowledge workers. Tools as a means to support collaborative work teams is something that is an immediate and important shift for knowledge workers - and that's you!

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New Work and New Work Skills

Clark Quinn

I was part of a team that was working on building a computer player for the game of Othello. Because it was a competition (each team's algorithm would play at the end of the year), I wanted to make sure that my algorithm was really good. Part of the reason that this new work has snuck up on us is that much appears the same.

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Global digital tribe

Learning with e's

We celebrate, commiserate and collaborate, and the digital totems we gather around are the virtual clannish spaces that facilitate these actions. Another is the Wikipedian clan, which exists to create knowledge. The most familiar social space, particularly for distributed work teams, is the social network.

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Determinism, Best Practice, and the ‘Training Solution’

Performance Learning Productivity

Best practice exists only in simple working environments. Good practice (multiple good ways of achieving outcomes) exists in complicated working environments. As such, Cynefin questions much of traditional management training and development. Clark’s diagram here gives a clear view.

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