Archive for category Social Learning
I attended the Association for Talent Development International Conference and Exposition (ATDICE) in Denver 23– 25 May 2016. On the day after the conference I made a short video to share key insights I gained from some of the sessions I attended. Video is below, followed by (slightly polished-up) transcript.
My first insights I relate to aspects of personal leadership. I attended a session called Leading with Impact and Influence by Amy Franko from Impact Instruction. Amy spoke about leading from the inside out, and not being knocked about by external circumstances, or letting them dictate how you show up. She spoke about creating your own leadership path to create a ripple effect on others in order to have impact, influence, and provide inspiration. She shared research from the Centre for Creative Leadership that identified key future leadership skills:
- Agile learner
- Multi-Cultural Awareness
- Strategic Thinker
I really liked the tips for building resilience. These include:
- having a sense of purpose,
- developing a strong network
- asking ‘What can I do right now?’
- having a gratitude practice.
Another session I’ve got a lot out of for myself was on Stepping Into Thought leadership. The session was presented by two very dynamic people – Alexia Vernon and Halelly Azulay. Before they went into different thought leadership they talked about what thought leadership is. They suggested that you don’t need to carve out a completely original area of thinking or an original idea; rather it’s about bringing your original voice and perspective to the topic to articulate what you want to say about it. They provided questions to help you uncover your focus area of thought leadership. They also stressed the role of building strong networks to help build thought leadership.
Then they went through a stack of different though leadership activities in the areas of:
- Online Training
Their presentation was well laid out and I’ve captured key points in these notes.
Sticking with the theme of leadership, there is no way I couldn’t mention the amazing keynote by Brene Brown. Many people will have seen her TEDTalk on vulnerability. She was a fabulous speaker, very authentic, and spoke to her topic really well. It’s a topic that can be quite raw and I had a feeling she was reaching out directly to my heart and talking about topics relevant to my personal life around thing such as vulnerability and trust, and also that she was speaking to my head in organisational context around bringing trust into the workplace. She suggested that leaders have to make a choice as between comfort and courage. It takes courage to do the essential work of being a leader – which is to go to places that others may not want to go to, places around emotion and behaviour. She spoke about the four pillars of courage:
- clarity of values
- rising skills, which is about how to get back up after a fall.
She really made me want to embrace life, to live a bigger life and to be the very best leader that I possibly can. I’m definitely a Brene Brown fan girl now.
Science of Learning
I went to the ATD Science of Learning Community of Practice panel. Four speakers each spoke about a different aspect science of learning.
Paul Zak , Chief Research Officer at Olfactor, talked about trust as the basis for effective culture. He shared interesting research which uses oxytocin as a signalling mechanism for trust.
Sebastian Bailey is a psychologist with a PhD in learning transfer. He’s used his research to develop a model for supporting learning with bite-size methodology. He has founded Mind Gym.
Patti Shank PhD and is president of Learning Peak challenged the use of the term ‘neuro-‘ anything. When someone claims that a product or approach is backed by neuroscience she suggested that you need to be wary as we haven’t learnt much about learning from neuroscience. However we have learned a lot from cognitive science and we should be paying bit more attention to that and applying it.
Will Thalheimer is a PhD, consultant and research translator. He spoke about ways of improving smile sheets, which I’m sure anyone working in an organisational training context could benefit from looking at.
The next area I was really interested in here was benchmarking and Data. I had a great conversation with Laura Overton of Towards Maturity who specialise in benchmarking and research on organisational learning. We discussed their benchmarking tool which is open at the moment. I strongly encourage workplace learning practitioners to complete the benchmark. I’ve recently done that and it’s giving me some good data to look at where my organisation sits compared to the benchmark in a range of elements of learning strategy and practices, and helped me to start identifying areas for improvement. Here’s a link to the benchmark .
Laura also presented with Peter Casebow from Good Practice about improving how managers learn using an evidence-based approach. The Towards Maturity data shows that only 30% of learning professionals understand how their people learn. Good Practice has done research with 500 managers on how they deal with unfamiliar challenges. It turns out that access trumps the perceived effectiveness of method for finding answers and solutions. People will use the easiest way to access information, even if they know they may not be using the best quality information. Lack of access and lack of relevance of content were highlighted as barriers to people using their intranet to help solve problems.
Practical Uses of Social Media for Formal Learning
The final session I wanted to mention here is from the super-energetic Dan Steer who had us cheering along at the right times. It was on practical uses of social media in formal training. His objective was to ensure that everybody left with something practical that they could put into action immediately to improve the formal training – and he delivered. He provided some basic principles around only doing in the room what need to do, and thinking about using social media tools to do other things that don’t need to be done in the room. He also suggested you need to think about the type of activity you are doing, the objectives of the activity and identify the best motivating and most useful tool.
One tool I learned about that session which I will definitely be looking to use is Ginkgo, which is a collaborative note-taking tool. What is awesome is that you can download the collaborative notes into a MS Word format and make that available as a readily accessible recap afterwards.
Thank You ATD
The other thing I wanted to do is to thank ATD. 10,000 people, huge conference venue, amazing organisation. ATD did a great job at every single aspect of the organisation, and as a speaker I really appreciated the opportunity to be here and share a case study. I don’t know that I’ll be back every year it is a long trip from Australia but I’m certainly planning on being back in two years . I will be blogging and sharing more of my notes from sessions over the next couple of weeks so lookout on my blog for more insights
The Learning Rebel, Shannon Tipton, asked me to prepare a short video to show how I use social tools with my team. She is gathering a collection to support a presentation titled ‘Creating your 21st Century Toolbox‘ at the Training 2016 conference in Orlando. I thought this would be a nice supplement to my previous posts on how my team has supported the development of internal Communities of Practice.
In the video (5min 30secs) below I describe how I use a mixture of internal and external social tools to work, share resources, and learn with my five-strong Capability (i.e. Learning and Development) team. Featured tools include SharePoint, MicroSoft OneNote, and Storify. Other tools we use include Twitter and Diigo. The video also mentions that we use these tools with (1) our internal Capability Community, which includes local Capability Managers in our operational sites and (2) other people working on projects with us to develop learning programs.
You may notice that there is more content / activity in some of the tools than others. This reflects the gradual adoption of specific tools and evolution of our working practices as a team. One recent development is the request from my team that we increase our use of discussion forums to make it easier to stay up to date with each other’s work, and to share resources and learning more fluidly. That put a smile on my face!
On Friday 27 November 2015 I attended the annual Australian Institute of Training and Development Excellence Awards. These awards recognise achievement in training, learning and organisational development.
My team in Supply Chain at Coca-Cola Amatil was a finalist in the new award category of ‘Best Use of Social/Collaborative Learning. I was also a finalist in the ‘Dr Alastair Rylatt Award for Learning and Development Professional of the Year.’ I had prepared acceptance speeches as I wanted to take the opportunity to acknowledge some of the people and organisations who had contributed to both of these achievements. I also wanted to share an idea about professional development for Learning and Development (L&D) practitioners. Unfortunately I did not get to use either of these speeches. So I’ve decided to use my blog to express my appreciation and share this idea.
Best Use of Social/Collaborative Learning
Coca-Cola Amatil in partnership with Activate Learning Solutions were Highly Commended in the inaugural award in this category for our work on the Supply Chain Systems Certificaton Program. (I shall blog soon about this program.)
I lead the Supply Chain Technical Academy at Coca-Cola Amatil. The Academy has had the privilege of working with others across Supply Chain to develop and implement a more open, collaborative approach to learning which seeks to integrate learning with work.
Thank you to the Supply Chain leaders who have been willing to adopt a modern approach to learning in our business, especially to Jeff Maguire, Head of People & Productivity, and David Grant, the Supply Chain Director. Thank you for supporting innovation in learning.
Thank you also to the AITD for introducing this award category. It symbolises the progressive work you’ve undertaken in the past 12-18 months to remain relevant as a professional association and reflect the changing nature of L&D. I appreciate the validation that CCA Supply Chain is on the right track with our social and collaborative learning initiatives.
It takes a lot of collaboration to create and sustain such initiatives. Thank you to Justine Jardine and Karlo Briski from our Technical Academy team – both have been creative, bold and resilient in developing and facilitating the program. Thank you also to the Community of Practice members, who were represented at the awards by Matt Hay, David Barker and Sreeni Barmalli. They have been active program participants and, as part of their daily operational roles, have taken a lead in Communities of Practice and supporting others to engage in the certification program.
I’d also like to acknowledge the fabulous support of Helen Blunden from Activate Learning Solutions. Her guidance was critical in launching our communities of practice, and developing the networking and social learning skills of participants with the Work, Connect and Learn program. She is a worthy co-recipient of this award.
The Dr Alastair Rylatt Award for Learning and Development Professional of the Year
This award is presented to an individual who has made a significant contribution to learning and development in the past 18 months. Congratulations to Dr Denise Meyerson, Director of Management Consultancy International, for being the 2015 award recipient.
Austin Kleon has written a wonderful little book called ‘Show Your Work.’ The first chapter is titled ‘You Don’t Have To Be Genius’ and it opens with the words ‘Find A Scenius.’ It’s a term that Kleon has picked up from Brian Eno who defines it as follows: “Scenius stands for the intelligence and the intuition of a whole cultural scene. It is the communal form of the concept of the genius.”
My selection as a finalist is largely due to my use of working out loud to find a Scenius, which is a funkier term for what is commonly called a Personal Learning Network. If you are not familiar with the term ‘Personal Learning Network’ I suggest you Google it, consider the state of your own network, and how you can build it. Being part of a network or scenius is a key factor in accelerating your professional development and making a contribution.
To quote from Austin Kleon:
“Being a valuable part of a scenius is not necessarily about how smart or talented you are, but what you have to contribute – the ideas you share, the quality of the connections you make, and the conversations you start.”
Thank you to the people around the world who are part of my scenius. It is all of you who have made it possible for me to transform my professional development, to learn from and alongside you, to make a contribution and as a result to create new possibilities. The specific people I am about to mention are representative of those in my scenius who collectively enable me to develop and contribute, but ths is well short of an exhaustive list. They include thought leaders from across the world such as Jane Hart in the UK, Charles Jennings and Jane Bozarth in the US, Harold Jarche in Canada and Simon Terry in Melbourne. There are also other L&D practitioners who work out loud, generously talking about their work practices, challenges and ideas about where L&D is headed – people such as Ryan Tracey in Sydney, Sunder Ramachandran in India, and Shannon Tipton in the US.
Thank you to the people and organisations who are connectors, creating opportunity for L&D professionals to engage in conversation, and share experience and practices – such as Third Place founded by Helen Blunden, the Ozlearn community facilitated by Con Sotidis and, of course, the AITD.
Closer to my day-to-day work are my colleagues at Coca-Cola Amatil, represented at the awards night by Justine Jardine and Karlo Briski. It’s a joy to learn and figure out what works alongside you. I extend this sentiment to my ex-colleague and peer-mentor, Lynette Curtis who travelled from Melbourne to join the celebrations.
Finally, to my manager of the past four years, Jeff Maguire, thank you for your unwavering trust and support, and the autonomy and flexibility you have granted me to create and embed the Academy and Capability Community in Supply Chain. Thank you also to seeing the value in sharing stories of how we work outside of our organisational boundaries and granting me the freedom to work out loud.
If you take away one thing from my selection as a finalist for this award, it’s to build your network – create your Scenius in order to unlock your Genius.
Afternote – additional posts on AITD Awards:
Helen Blunden’s Reflections of the 2015 AITD National Excellence Awards
AITD’s Storify collection of tweets from the 2015 Awards Night
In September I delivered a webinar on the Work Connect and Learn (WCL) program for the 702010 Forum. Helen Blunden, who developed and facilitated the first program delivery, co-presented. While the webinar recording is only available to 702010 Forum members, the presentation content was largely drawn from posts we had each made as part of the evolving Community of Practice case study hosted on my blog. There were a lot of questions raised during the webinar which we weren’t able to respond to so I have posted responses below.
Q: How long has the program been up and running? How many employees are currently in this program
We have run the program twice – in February / March 2015, and April / May 2015. Since then we have been supporting application of the skills and behaviours covered in the program through ongoing Communities of Practice.
250 people participated across the two programs – 200 in the first and 50 in the second. In hindsight, the first group was too big and diverse for us to effectively support and properly engage everyone as a ‘community’ in the program. Note that it was the diversity and different entry level of skill with online tools rather than the group size that created the biggest challenges for keeping all participants fully engaged in the program. The second group had a clearer common practice / domain area and similar entry level skills. We were able to track and enable participation more effectively with this group.
Q: What program did you utilise to facilitate the webinars, and did you record them for individuals to view at a later date? Also, were the webinars interactive, or more of a presentation?
We ran the webinars using Lync (now called Skype for Business). We recorded webinars, put them (unlisted) on YouTube and posted links to recordings in SharePoint discussion forums. This was particularly helpful in a shift environment to people whose work shifts precluded attending scheduled sessions. The webinars were a mix of presentation and interaction. Lync/Skype for Business includes chat, polls and whiteboards. Some webinar activities were conducted using MS OneNote (wiki functionality). We also used teleconference during the webinars so we could have verbal discussions without intranet bandwidth challenges. We deliberately used our day to day corporate tools.
Q: From a planning perspective- how long did it take to build the WCL
The analysis / performance consulting phase occurred in November 2014, design in December 2015, and development of both the program and the online community spaces was complete in early February 2015. Taking into account the Christmas break, this amounted to one month for analysis and approximately two months for design and development.
Q: What were the challenges in creating the shift to this type of learning?
Some of our people don’t spend a lot of time at a computer or use mobile devices as they work. In this case it’s difficult to establish convenient habits and ways of engaging in online knowledge sharing and collaboration. Even where people have good access to technology, for many using SharePoint and mobile tools for learning were quite new. However, through the program people realised that they have collaborative tools at their fingertips which they can use in their work practices.
The other challenge is to help people develop habits to check and use the forums, think to ask a question or share what they are doing. In the second version of the program we put a lot more emphasis on activities to help people form habits.
Q: Do the maintenance personnel have their own computers at work, do they share computers, etc? What is the access to the technology needed?
See the question above. Our maintenance personnel will be moving to mobile mobile devices in 2016 as part of introducing a mobility app for our core maintenance management system. To support this initiative we will provide training/hand-holding on use of the mobile devices, and will also run a tailored version Work Connect and Learn for this group.
Q: What role, if any, did managers play in helping to create and/or facilitate this culture of learning?
WCL has now been delivered to two groups. For the first group, our Maintenance and Engineering Community, managers participated alongside team members. Their participation was important to role model behaviours and encourage others to engage in collaborative learning and working. For the second group, our Systems Community, managers were not participants.
Because this style of learning and working is different to previous approaches we have used, we developed a change management plan which started with engaging the managers as a first step. We held teleconference discussions with them prior to commencing each of the programs so they were aware of the aims and what they could do to support their team members to get the most out of the program. We provided them posters and talking points so they could introduce the program to their teams and discuss their commitment to it before launch.
We have also followed up with managers to keep them abreast of what is happening in the Communities of Practice on an ongoing basis and to specifically seek support at times (e.g. ‘Did you see this post from your team member – it’s great – you might want to leave a comment to support them.’)
Q: What about keeping the community going after the program, community management/facilitation – who is taking the lead on that?
The National Engineering and Maintenance Managers facilitate this community with support from the Academy. We ran a coaching program on community facilitation for these people.
The Systems community is facilitated by Academy team members in conjunction with 1 or more Super Users from within the business. The closer level of involvement of the Academy is due to the tight integration of the Community of Practice with our internal systems certification program.
Q How much intervention is required to keep it going – to have it self managing?
We are not yet at the point where any of our communities are ‘self-managing’. We’re considering creating a ‘Community and Knowledge Manager’ role to increase focus on building effective Communities of Practice.
Q: What was the name of the gamification that you used?
We didn’t have a gamification platform to use and the native SharePoint community gamification didn’t suit our purpose. So we kept the game simple and tracked it manually.
Q: Have people used video to show their work practices and share them across the geographic areas?
In our Systems community some people have made screencasts. In our maintenance community short videos are sometimes posted to illustrate equipment problems and fixes. Our maintenance people have sometimes used FaceTime to show each other what is happening on a production line to help with troubleshooting.
Q: Is the shared learning moderated to ensure consistency and quality?
Consistency and quality comes from generating an open sharing, learning and working environment within the community. There is no screening or review of discussion forum or newsfeed posts before they are ‘publicly’ viewable. The intent is to surface and clarify misinformation or misunderstanding and utilise the expertise available in the community to provide accurate information or better ways of doing things – or to co-create these.
There is an element of moderation on the ‘Knowledge Bites’ which are user-generated ‘how to guide’s and similar content. However the moderation is undertaken in public view. A traffic light system is used to highlight content in development, under expert review and where expert review has been completed.
Q: What has been the feedback from the participants?
I am preparing a blog post to summarise program evaluation. In the meantime, high level summary of what participants found useful and suggested improving after the first delivery of WCL is below. Overall the program was well received by those who had good daily access to the tools needed to participate.
|Tools & how to use them
Awareness of new ways of working, connecting & learning
Connecting to others
Access to information
|Target audience was too wide
Access to tools by tradespeople
More interaction in webinars
Support resources / job aids
Follow on support for continued learning
Technical problems with early webinars
Q: Can you enlighten us on what the specific performance outcomes were as these are quite hard to define.
Refer to this post for more detail on the evaluation approach and performance outcomes / metrics used for the program and communities of practice.
Q: You mentioned measurement before, during and after. How long after did you measure impact and what did you learn?
Refer to this blog post for an overview of the evaluation approach. I will soon add a post on evaluation immediately after the WCL program. Refer to this post for a medium term view of how our communities of practice are progressing.
Q: I’m interested to know if CCA has seen a shift in engagement and performance as a result of these initiatives?
Shifting a learning culture and embedding knowledge sharing into work practices takes time. We have seen specific examples of improvements in work practices and processes, although could not yet make a link between the program / communities of practice and overall business unit performance or engagement. The results have been encouraging enough that our management team is supportive of continuing with our social learning initiatives.
Q: How would you scale this type of program to other areas in the business?
One way is to develop a self-directed curated version of the program, as described in response to the question above.
A ‘public version’ of the guided social learning program could also be run that supports the development of skills for collaborative working and learning in the network era without activities being linked to a specific community of practice.
Q: When wouldn’t this approach work? What sort of things would you definitely not use this approach for?
Compliance training needs more ‘control’ than a semi-structured community-based social learning approach provides. Hands-on novice level job skills would better be suited to on the job training supported by performance support resources such as job aids and checklists. Beyond these two instances knowledge sharing and collaboration supported by networks and communities offer significant advantages over ‘training’.
Refer to previous answers regarding access to computers or mobile devices, plus basic familiarity with the tools used. This familiarity can be developed via preliminary learning / support activities before commencing the full WCL program.
Q: What are the next steps for this program?
There are several things we are now doing with this program to reuse and adapt it:
- Curating key content for self-directed use by both people who have completed WCL and need refresher or performance support, or for independent use across the business.
- Updating the social guided learning version of the program to support the launch of additional, targeted communities after our peak Christmas season.
- Adding preliminary components to support people to develop familiarity and confidence with mobile and online technology as a pre-requisite to the WCL program.
I subscribe to a range of blogs using Feedly as my RSS Reader. This makes it easier to keep up to date with industry blogs and reduces email clutter. I currently have 488 unread Google alerts and 211 unread blog posts in Feedly. I could do better with regularly checking and reading my subscribed feeds. I tend to focus on a small number of my favourite blogs. Here I reflect on what I enjoy about three of these.
Over 10 years of blogging Harold Jarche has published 2,650 posts. Two themes I enjoy are Personal Knowledge Management (PKM) and networked working and learning . He continually evolves his thinking on topics, reusing, updating and refining content. I like his approach of writing primarily for himself. If others find value in his work then that’s a bonus. I use this as a model for my own writing. It reduces the pressure , and helps me to focus on learning and improving my practices. While not quite stream of consciousness, I can see his thinking and work developing over time. He has compiled his “best posts” into two e-books. I’ve read the first, Seeking Perpetual Beta, which he describes as “a cohesive narrative that covers learning, working, and managing in the emerging network era”. While he writes clearly I sometimes feel too trapped by my paradigms to see how to apply his vision of the future of work in my world. His thinking stretches me and motivates me to question the status quo. His practical guidance on personal and organisational knowledge management is valuable. I completed his PKM in 40 days program in 2014. This gave me skills to filter relevant information and make sense of it. His model of “How Enterprise Social Networks (ESNs) add Value” is a useful framework. It has helped me speak with people in my business about why and how we can better use our ESN. I look to Harold as a pathfinder, helping me to find different ways of working and learning.
Helen Blunden writes on her business blog, Activate Learning Solutions. While not as prolific as Harold she does write often – 13 posts in first 2 months of 2015. Helen writes about modern learning approaches, her networking activities and working experiences. I most enjoy the case studies where she describes programs she has developed and how she worked. Her social on-boarding case study is a good example. The open, detailed way she writes gave me a good sense of who she is and her professional approach. Helen is inquisitive, interested in others, seeks to understand the business environment and people, designs practical solutions to improve performance and results, and has an eye for detail. After several months of reading Helen’s blog and connecting with her online I met her briefly at a conference in mid 2014. Face-to-face she was consistent with her online persona. I felt that I knew her well from our online interaction and portfolio on her blog. I did not hesitate to engage her to help develop a Community of Practice.
Finally, the blog I get the most pure pleasure in reading is Sacha Chua’s Living An Awesome Life. Sacha is in the midst of a five year semi-retirement experiment that she started in her late 20s. I admire her courage and resourcefulness in making this happen. The way she thinks is fascinating. She is an astute observer who asks interesting questions, breaks down a topic into smaller pieces to analyse and develop insights, and provides helpful visual summaries (sketchnotes). Her writing is simultaneously intensely personal and broadly relevant – as exemplified by her recent post on common goals. Her blog is a place to think and learn. She posts almost daily, and she has written over 7,000 posts in 14 years. Her motivation, originality, openness and willingness to share are inspiring. She makes me want to live a better quality self-directed life.
You can imagine my delight when I recently saw a video of Sacha and Harold discussing blogging and PKM on YouTube. The two take very different approaches to developing their thinking and managing their blogs.
What are your favourite blogs and why?
In September 2014 we decided to get strategic with social learning in Coca-Cola Amatil’s Supply Chain and establish a Community of Practice for our Maintenance and Engineering team members across Australia and New Zealand. Helen Blunden of Activate Learning was engaged to help with this initiative. Helen and I are Working Out Loud about the development of this Community.
This post provides links to all our posts which collectively form a case study that we’ve developed as we worked. I’ve arranged them in a logical sequence for you to read if you wanted to follow the case study in rough order in which things happened (although there is a lot iteration). I’ll keep adding to it as we post more on this case.
1. Context – Michelle’s post about the background to the decision to get strategic with social learning and establish the Community of Practice
2. Strategy and Analysis Phase – Helen’s post about how the need was analysed and strategy for the Community of Practice developed
3. Work, Connect and Learn Program – Helen’s post about the guided social learning program we decided to develop to help community members learn skills and behaviours required to participate in online community activities
4. Development of the Work, Connect and Learn Program – Helen’s post about how the program was developed
5. The online community hub – Michelle’s guided tour of the community infrastructure set up using standard SharePoint 2013 functionality, integrated with Microsoft Lync and OneNote
6. Change Management approach – Michelle’s post (to be written) about the approach taken to change management before Community launch
7. Evaluation strategy – Michelle’s post about the business objectives and evaluation strategy for the Community
8. Reflections on Module 0 of Work Connect and Learn – Helen’s video log reflection before and after delivering webinars for Module 0 Learn How to Learn Online
9. Reflections of the Work Connect and Learn program – Helen’s post about lessons she learned during delivery of the Work Connect and Learn program
10. Maintenance & Engineering COP evaluation – Michelle’s post summarising state of the COP immediately after the Work, Connect & Learn program.
11. Work Connect and Learn evaluation – Michelle’s post (to be written) about evaluation of the program itself.
12. Work Connect and Learn Q&A – Michelle’s post providing answers to questions about the program following a webinar presented for the 702010 Forum.
13. Community of Practice Progress Review – Michelle’s post reviewing Community maturity six months after first launch.
I enjoy it when someone shares a useful tip, tool or resource with me. If they’ve thought carefully about my interests, know what’s relevant to me, and offer it to me in a “place” that’s convenient to me, then it’s a great gift from them. This helps me to think about what and when to share with my team – to do it in a way that my sharing is a contribution and not noise or a burden. I am also very conscious that I am role modelling new behaviours within my organisation, so want to help people to see the potential value in sharing by doing it judiciously and well.
The internal group with whom I work most closely are the Supply Chain Capability Community. The Community includes 12 people in a range of roles who collectively develop, plan and implement initiatives to improve business performance through the technical knowledge and skills of our people. I share links and resources with this group in a variety of ways:
1) Verbally or in email with an individual or small group – a resource relevant to the specific topic or context e.g. an article on why measuring performance impact is more important than ROI shared directly with a team member who was designing a new evaluation approach for a learning program.
2) Posting a link on Twitter and @mentioning specific team members – this works where the team members I want to share with use Twitter (4 out of the 12). I thought I had done this several times, however when I did an advanced search on Twitter for examples I could find only one where I shared an article on leadership styles in different cultures with a team member who does a lot of work in Indonesia.
3) Posting a link or message about a resource on SharePoint newsfeed with a comment about why I am sharing this link – this is useful where the item is of potential value to a larger range of people in the group. In the example I highlight a case study on the 702010 Forum in which we have organisational membership. I don’t share resources in this way very often (despite there being a lot of relevant resources I could share) and have just resolved to add this to my daily sharing habits. The other thing I could improve is to limit number of characters in post so people don’t need to click on ‘Show more’ to see the whole post, especially if links are at the end of the post.
4) Knowledge sharing sessions with the group during our fortnightly Community teleconferences – we’ve replaced status updates with knowledge sharing and learning discussions in these regular catchup sessions. Format is presentation followed by discussion. Presentations are most commonly on a topic (e.g. Gamification through badges), a work practice (e.g. how we can increase manager support to learners), or report back on ideas from an external event such as a course or a conference. I’ve also written a blog post on a topic with linked resources and asked people to read and reply to questions before the session (example shown is for a discussion on Working Out Loud). Participation in online discussion has been low and the group interacts far better in synchronous discussion than asynchronous (I hope that the Work, Connect and Learn program will help increase online interaction). This is a valuable forum for our team to Work and Learn Out Loud together, and we shall continue to use and fine tune it.
5) Diigo – I set up a Diigo account for the team to use to curate and share online resources. I am the only one who curates on a regular basis; however there are several team members who are comfortable using Diigo for joint research to meet a specific need. Below is an example of curation of research into modern approaches to learning design.
6) “Learning Links” blog posts – I have started to share short collections of resources on a specific topic relevant to the group (e.g Social learning) on our SharePoint blog. I write a short commentary about each resource and any overall themes. As I bookmark items to Diigo I tag them with “LearningLinks” if I think they my be worth including in a post at a later date. My intent had been to do a weekly Links post, but I’ve been erratic so have diarised this. I shall also start posting these collections on my internet blog in case they are useful to others outside my organisation.
Diigo is at the heart of my resource sharing practices, allowing me to bookmark and tag links that I can re-use and share in a range of contexts and ways. Being able to store links in a library that I can access anywhere I have an Internet connection means that I can share good quality resources at the right moment and with the right people to create value rather than generate noise.
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