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You will: Learn specific methods you can use to accelerate your own knowledgework and learning Define strategies for eLearning 2.0 for your organization Make a plan for getting an eLearning 2.0
You will: Learn specific methods you can use to accelerate your own knowledgework and learning Define strategies for eLearning 2.0 for your organization Make a plan for getting an eLearning 2.0
They are as much a part of me as all things learning. In the future too, I see this blog being intermittently peppered with posts unrelated to organizationallearning but delineating experiences that are of personal import. I am talking about knowledgework here.
And helping SMEs focus on decisions and skills, not knowledge, working with them in a partnership rather than them as a fount of knowledge is helpful. Having end user stakeholders (e.g. those who employ the recipients of the training) involved helps focus the process on real outcomes.
Work and learning have merged. Knowledgework has evolved into keeping up and taking advantage of connections. We learn on the job to do the job. In a time of increased business speed, learning is vital. To stay ahead and create more value, you have to learn faster, better, smarter.
We recently toured a corporate headquarters where staying late at work was prized by managers. In knowledgework, overwork leads to stress and a reduction in cognitive acumen. To give yourself a chance to lead on learning in your organization you need to understand and appeal to both – at all levels.
Jobs are changing where there is a clear move from role-based work to task-based work, less transactional work and more work that requires decision-making and dealing with ambiguity. Each of these is driving changes in the way we understand that learning needs to happen.
Jobs are changing where there is a clear move from role-based work to task-based work, less transactional work and more work that requires decision-making and dealing with ambiguity. Each of these is driving changes in the way we understand that learning needs to happen.
Yesterday a dozen senior learning professionals met for four hours in the board room at Thomson Reuters in London. We came together to discuss the future of organizationallearning, given such factors as: * economic slowdown and corporate reconfiguration. convergence of knowledge, knowledgework, and learning.
Learnscapes : where informal learning and knowledgework converge. But training departments rely on offering workshops and courses, and CLOs fixate on “learning management systems.&# These event-driven things are necessary, but they are a small part of improving organizationallearning and performance.
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