Organizations Don't Tweet, People Do - Final questions Chaps 36-45

Below are the final questions for this Learn Book (#lrnbk) edition.

Click HERE for details about the chat. Reminder: We're using hootcourse http://hootcourse.com/course/2242/for this chat.  Also, choosing to post only some tweets to the main Twitter feed will keep from flooding your followers if you think the conversation won't be of much interest to them.

If your new - its never to late to share your thoughts. If you've been here a while, thanks for taking part and contributing to a great chat! See you next time.


Q35) What similarities/differences exist between Intrapreneurs and Entrepreneurs? Actions? Processes?

 Q36) "Trolls" can be disruptive influences in online communities - How have you dealt with them? How best to convert them to friends?

 Q37) How can social media help organizations deal with internal crisis? Examples?

 Q38) How can using social media weaken the (Taylorist) assumptions about work?

 Q39) Expressing your ideas publicly invites reaction. How do you feel when people don't see the world as you do?

 Q40) What's your "Final Word" about the book? What is your greatest takeaway?

Organizations Don't Tweet, People Do - Chapters 26-35

Click HERE for details about the chat. Reminder: We're using Hootcourse http://hootcourse.com/course/2242/for this chat. This will help keep the chat organized in one place over several weeks. Also, choosing to post only some tweets to the main Twitter feed will keep from flooding your followers if you think the conversation won't be of much interest to them.  

Q 31) "Online conversations force us to lighten up" Loc 2278 - Are you more at ease online, How so? What impacts would this have in your "physical" world org conversations?


Q 32) "...the ROI of preventing Social media in your organization." Loc 2271 -  How have you confronted the debate about the value of Social Media for learning? Any Wins?


Q 33) "...People are pompous because they are nervous." Loc 2306 - What pomposity have you faced re: SoMe use? Have you employed forgiveness and assistance to overcome?


Q 34) "You can't manage knowledge but you can create a knowldge ecology." Loc 2371 What actions need to be taken/avoided to help knowledge ecologies thrive?

"Organizations Don't Tweet, People Do" : #lrnbk chat begins March 26, 2012

Time for another #lrnbk Twitter chat! This time we'll be discussing Euan Semple's Organizations Don't Tweet, People Do, now available internationally via hard copy and eReader. (Here's the US Amazon link.) 


We'll start with the first questions on Monday, March 26, at 7:30 am ET, based on the front matter and first 5 (very short) chapters.  


Meantime, please get the book and start reading!  


The discussion will be asynchronous to accommodate time zone issues.


To keep from flooding the Twitter stream, we'll mostly chat privately at http://hootcourse.com/course/2242/, where you can choose to publish -- or not-- your tweets to the public stream. Start with the “hoots” tab to see just my tweets. We will use the hashtag #lrnbk – be aware that Hootcourse will add that automatically.

I'll (@JaneBozarth) be wrangling this with help from the smart and tireless Mark Britz (@Britz). Book discussion questions welcome so please add them here or DM me on Twitter.


Hope to see everyone soon! 

Jane 

New Learning Architect: Section 4

Thanks to Mark Sheppard (@elearningguy) & Barbara Smith (@MimiBarbara) for your contributions to this final segment!

On-demand Learning

Q1) Shepherd re-states the argument that on-demand learning isn't learning at all. Do you agree with this assertion. Why, or why not?

Q2) Where do you see this trend going in the next 5 years? 10 years?

Q3) What kinds of assessment or evaluation practices could or should be in place to measure the impact of on-demand learning?

Q4) Does your org have separate resources for L&D and for (technical) Documentation? Do these groups collaborate? Should they?

Q4a) Are documentation specialists really L&D professionals without knowing it?

Q5) Shepherd quotes Jay Cross on the social nature of learning. How can we make on-demand learning more "social"?

Plight of the Knowledge Worker

Q6) Jay Cross we spend as much as one-third of our time looking for answers or helping colleagues do the same. Is this true for you? How could you reduce the time needed to search for answers or help colleagues?

Q7) Jennings says that L&D isn't 'getting the message' about this rising tide of over-information. Do you support this premise? The Argument for On-demand Learning

Q8) Rossett & Schafer talk to the situations where on-demand learning is desirable. Are there situations where on-demand learning should NOT be practiced?

Q9) Should on-demand learning be implemented in a top-down fashion? Is that even possible or preferable?

Q10) What kind of "sidekicks" do you use? Are they self-supplied or are you leveraging work tools for an unintended purpose?

Q11) What role should L&D play in the provision of "tailored support"?

Q12) What bottom-up solutions or services exist in your workplace? What would you change or improve?

Conditions for Success

Q13) Share your best example of on-demand learning (as a consumer or the designer/implementer). What lessons did you learn?

Q14) Share your worst example of on-demand learning (as a consumer or the designer/implementer). What lessons did you learn?

Q15) Does your workplace have the necessary conditions to support effective on-demand learning? If so, please share. If not, what could/should you be changing to provide these conditions?

Profile: Darren Owen

Q16) Owen refers to "door stops" as those old, hard copy manuals or related documentation that seem to clutter our workplaces. What door stops do you have that you still rely on? Should they be made available another way?

Q17) He also talks about getting reference material from a supplier. Do you find vendor/supplier reference content to be suitable as-is for your learners? Q17a) Do you bother to change this material to suit the organization or just deploy it as-is? Tell us what approach you take, and why?

Q18) If you were asked to create a job description for the role of an Organizational Learning Architect what skills, knowledge, experience would you list?

Experiential Learning

Q19) Experiential learning is literally learning from our experiences. It is a very valuable feedback loop into our everyday work. It is “doing” plus “reflection”. How does your organization support your employees’ ability to reflect on what they learn during the work day?

Q20) James Zull says that there must be a conscious effort to build understanding from our experiences. What methods do you use, personally, to reflect on your learning experiences?

Q21) Some top-down approaches to experiential learning include benchmarking, project reviews, and job rotation. What top-down experiential approaches have you been a part of? What success/es have you had from these experiences?

Q22) Employees can also take the initiative to drive experiential learning using bottom-up approaches. One of the main ways this is done is through blogging. What experiences have you had with blogging? How has it supported your learning?

Q23) What role does the organization’s culture play in supporting experiential learning? What are some conditions for success?

Profile: Charles Jennings

Q24) Jennings joined Reuters, in 2001 as a consultant, to develop a new L&D strategy. He was able to help Reuters make the shift to collaborative learning approaches that allow the employees to reuse and leverage intellectual capital. What steps are you taking to move your organization to a more collaborative learning environment?

New Learning Architect: Section Two

Thanks to Mattias Kareld (@mattiaskareld) for his question contributions this week!

Top-Down Learning

Q1) What is the best example of top-down learning you’ve ever implemented? Why?

Q2) What is the worst example of top-down learning you’ve ever implemented? Why?

Q3) Shepherd says “to many l&d professionals, top-down learning will be their only concern and the only form of learning that they recognize or even acknowledge.” What are the implications for this?

Q4) “Top-down learning is needed to control risk.” Is that its only purpose? If not, what other purposes does it serve?

Q5) Shepherd asks “How many of the training interventions in your organization are clearly aligned to current business needs, rather than fulfilling requirements articulated sometime in the distant past?”

Q6) Shepherd says “no organisation ever set up an l&d department so this department could then determine the appropriate direction for the organization.” What actions do l&d departments do that support/refute this statement?


Profile: Dick Moore

Q7) Dick believes that "if you can give people an experience that makes them feel good about themselves, they'll feel good about you!" What ways do you address self-esteem in your formal solutions?

Q8) Shepherd states "Technology should be architected to deliver a service not a solution" (loc 978) How do you differentiate between the two?

Bottom-Up Learning

Q9) What is the best example of bottom-up learning you’ve ever implemented? Why?

Q10) What is the worst example of bottom-up learning you’ve ever implemented? Why?

Q11) “While top-down learning is needed to control risk, bottom-up learning is needed to provide responsiveness.” Do you agree/disagree? Why?

Q12) Shepherd says that most people will seek out information they need rather than waiting to be told. Do you find that l&d departments believe that statement? How do we operate in ways that support/refute it?

Q13) Shepherd says organizations must give employees discretionary time for bottom-up learning. Is this time allocation prevalent in your organization? Your role?

Q14) Shepherd talks about policies that restrict bottom-up learning. What policies do you see in l&d that restrict bottom-up learning? What policies support it?

NEW Book Chat - The New Learning Architect by Clive Shepherd

This time around we'll be reading The New Learning Architect by Clive Shepherd. It's available on Lulu and for Kindle. Outside of the book choice, the dates, and the hashtag, much is the same as the last chat.

• We'll use HootCourse. You can sign in with your Twitter account at http://hootcourse.com/course/1163/ . You can choose to publish your comments to the Twitter stream or not.


• The Hashtag is #lrntect. HootCourse will automatically add this to your tweets.


• The chat will be asynchronous again to meet the needs of people in different time zones


• Questions will be posted here (each Wednesday starting March 9th) and people can join in conversation via the HootCourse link


• The book has several sections (not identified as chapters). Last time around the group did well with about 60+ pages per week

All questions will be posted HERE at 8:00am EST on 4 consecutive Wednesdays starting March 9th

Thx to @mattiaskareld & @KristiBroom for suggesting the following reading assignments:

For Week 1 - March 9th: Introduction/ Time for a rethink/ Profile: Nick Shackleton-Jones/ One more time, how do people learn?/ Profile: Rob Bartlett / A contextual model for learning/ Profile: Sebastian Graeb-Konneker

For Week 2 - March 16th: Top-down learning/ Profile: Dick Moore/ Bottom-up learning/ Profile: Peter Butler

For Week 3 - March 23rd: Formal learning/ Profile: Julie Wedgwood/ Non-formal learning/ Profile: Tiina Paju-Pomfret

For Week 4 - March 30th: On-demand learning/ Profile: Darren Owen / Experiential learning/ Profile: Charles Jennings/ Putting the model to use/ Profile: Bill Sawyer

Looking forward to learning with you all!