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I was having a conversation with someone yesterday afternoon about how the number of software vendors offering wikis, blogs, discussions boards, rapid elearning, etc. was enormous and that there would certainly come a time when things would begin to consolidate and major players would begin to emerge.  This will prevent organizations from having to cobble together these elements and the pain and inefficiencies associated with cobbling.

An ‘ERP of Learning’ is sure to be on the horizon was the synopsis of our talk - then I saw a press release from OutStart today [note - this is not my prediction that this is the 'Learning ERP'...just an indication that it's a comin'] detailing the merger of OutStart and Eedo.

As Chief Learning Officers become more prevalent and powerful and as the trends in learning continue to incorporate elements of informal learning (i.e. communities of practice) and others suitable for knowledge workers it will be an exciting time to watch as the various software offerings in the learning space make moves to secure their future or their fate - there are certainly demands in the market for this functionality and a sole source vendor to provide it doesn’t exist yet.

CLO Media posted a recent executive briefing where they provide four things that CEOs and Chief Learning Officers [CLOs] should be considering when operating their business.  I agree with the categories listed in the article but they are quite high level (it is a ‘briefing’ for a reason I suppose) and allow the reader to determine how each would be executed.

For a CEO or CLO that is planning to ramp up efforts in these areas it provides an opportunity to do things a bit more progressively in implementation - examples provided as they relate to the four CLO suggestions…

1. Develop strategically with purpose: one of the snippets from this section is “have a clear definition of a desired future” - in today’s rapidly changing world it’s difficult to have a static vision of a future that will be the basis for processes and decisions implemented now; utilizing the process of scenario planning is a way to identify multiple futures (scenarios) and then determine the common denominators threaded throughout.  These common elements can then be used by the CLO to begin looking at high-level competencies that would be valuable regardless of which future the organization ends up living.
2. Focus on core competencies first: I would describe core competencies as those that will not be changing in the foreseeable future.  Competency development initiatives are often centered around the current state of the organization, market, product portfolio, etc.  All of those factors (plus many others) can change quickly and having competencies that will prevail through all conditions are what I would truly consider ‘core.’  Referring back to #1, scenario planning is a great way to plan for the competencies that will be crucial in many different settings.
3. Target opportunities intentionally instead of reacting to problems: reacting to problems often results in Band-Aid solutions that may mask symptoms for a few days, weeks or even years before they come back to haunt the original target or manifest themselves in a new way in a different part of the organization.  [A classic example is a company with lagging sales that launches a large price cut promotion and due to the diminished revenue from the price cut is unable to meet the demand generated by the promotion and now faces quality and customer service issues.]  An effective and progressive way of addressing this is by viewing the organization as a system - an interdependent collection of pieces where action in one area will result in consequences [good or bad] in another.  This approach is known as systems thinking and has yielded impressive results for organizations around the world - utilizing it provides a way to identify opportunities to tweak operations and model potential outcomes that would otherwise be left to chance.
4. Embrace change: harnessing incremental change and having a progressive approach to change management are certainly crucial but often challenging.  People are often creatures of habit and start to like that with which they become familiar.  So changing that can be difficult.  Utilizing a social network analysis is a powerful tool that provides an organizational x-ray showing how information is transferred around the network that comprises an organization.  Information from a network analysis can be used to identify people in the organization that are sought out most often - the influencers.  Utilizing these individuals in change management results in a much more targeted effort to managing change than the traditional shotgun approach.

As I mentioned above, the tenets offered in the original briefing by CLO Media are valid ones and their high-level descriptions leave the interpretation of implementation to the reader.  Each of the topics listed offers an opportunity to do something a little more progressive and effective than the norm, to embrace our transition to a knowledge society teeming with fluid, dynamic learning organizations in which tools and tactics from yesteryear will be rendered obsolete.

It’s our combined thoughts that bring us great things.

What a great quote, eh?

This came straight from my wife after a couple years of explaining to her what I do for a living.  After all the talk of wikis, social networking, collective intelligence, blogs, knowledge management, Web 2.0, etc. it was her that boiled it down to that statement.

Being so mired in the world of next-generation learning and development I am accustomed to, and comfortable with, the buzzwords of the trade but it’s sometimes difficult to translate the purpose and benefit of all of these funny sounding things to someone that has little insight into this world.

And her statement summed up quite a bit of it.  So much so that when she said it I sat up straight and wrote it down on a bar napkin [a relic of pre-Web 2.0 for any Gen Nexters that may be reading].

The more I thought about it this really encompasses the theory driving this revolution in how people learn, collaborate, innovate, communicate, etc. and the buzzwords are really just the ‘how.’  Communities of practice, social network analysis, rapid elearning, knowledge management and many others are just methods to accomplish the purpose of my wife’s synopsis - harnessing the power of people connected.

As with many other examples, it takes an outsider’s lens to shed a light of clarity on a topic that can become quite complex when left to the experts.

Way back in my undergrad psychology classes we read much about the classic debate over nature vs. nurture in regard to human development. The ‘nature’ camp believed that we are who we are from birth - our genes (nature) determines how we wind up. The ‘nurture’ camp felt that who we become is solely dependent on how we were raised (nurtured) - we are born a blank slate upon which our defining moments sketch out our eventual selves.

Then someone came along and proposed that perhaps nature and nurture each had a part in developing the whole person. This argument was of course called ‘nature/nurture.’

My reaction to this revelation? Duh.

Of course our genes shape who we are. Of course our experiences do too. The warring camps seemed too extreme and too black and white for me. It was clear that some interaction of how we are nurtured built upon how we are naturally resulted in what we become when we grow up.

I felt the same when reading the recent article in Fast Company, Is the Tipping Point Toast?

The author profiles Duncan Watts and his research that theorizes that the Influentials from Malcolm Gladwell’s The Tipping Point are a misnomer. Watts suggests that trends ebb and flow more as a factor of the population’s readiness for them as opposed to the people that started them.

I think Watts makes interesting points and that they’re right some of the time. Am I to believe, though, that a popular blogger with a solid reputation for cogent insight is just as likely to stir up interest about something as someone that’s a known spammer? Tough to swallow…

In our work with clients we often start projects with a social network analysis. This dandy piece of software spits out network maps that provide us an x-ray into how information flows through an organization. We can clearly see the people within organizations that are sought out the most often. And they’re not random.

Individuals can become go-to/influential people due to their personality, insight, access or any number of other variables. It’s helpful to identify these individuals and utilize them in a new twist on change management [where influentials are selected to help with communication rather than the shotgun approach of most change initiatives] or knowledge transfer [where knowledge is downloaded from influentials prior to them being transfered or retiring and leaving a knowledge void in the network]. And it’s always been a foundational element in building a thriving learning community/community of practice [CoP].

So while there are elements of a given population having to be ready to accept a trend, there are also certainly factors emanating from different people that will affect the reach and rate of a trend that they [willingly or otherwise] attempt to start. Similar to the nature/nurture debate, there are elements from both sides that come into play when looking at the final outcome.

I’ve been absent from the monthly Big Questions over at the Learning Circuits blog - mainly due to us getting our own new site up and populated. I almost rang in on February but couldn’t pull it together…even with the extra day for Leap Year! I couldn’t resist March’s Big Question though…

“What is the scope of our responsibility as learning professionals?”

More compelling than the question, though, was some of the fodder and follow-up questions that Tony Karrer shared in the post.

• …a Chief Learning Officer panel discussion where it seemed that supporting informal learning or communities of practice was not something they were considering. 
• Do educational institutions and corporate learning and development departments have responsibility for supporting Long Tail Learning? 
• Do they have responsibility for learning beyond what can be delivered through instruction?

It shocked me to hear about the CLO panel discussion. With the overwhelming research out there confirming that today’s workforce is getting more and more of the information they need to do their job through informal means it’s difficult to understand why CLOs would resist supporting communities of practice or broader informal learning.

I feel that learning professionals should support learning. Period. Whatever form(s) of learning that are most beneficial to the workforce (as well as appropriate members of the value-chain) are the ones that should be pursued. There may be some organizations where communities of practice and/or informal learning don’t make sense as part of the learning portfolio but they should at least be considered.

As we move further away from our industrial society and further into our information society it’s my belief that a big part of learning initiatives will be providing easy access to information rather than supplying more information. The advent of Web 2.0 tools arrived at a great time for the renewed interest in communities of practice and I’m sure there is a symbiotic relationship between the two. It’s not about the technology though…it’s about the possibilities that now exist for what knowledge workers can do with the information they need. Now they can be part of creating and shaping the information they need rather than just recipients of content they are prescribed.

This combined with social network analyses and careful crafting of learning communities results in a sophisticated and dynamic learning strategy that happens to mesh well with the dynamic roles of many people in organizations today. It’s becoming increasingly difficult (if not impossible) to fit everything that someone needs to know into a course of any kind. Execution of strategy is or should be changing rather frequently as markets, customers, etc. fluctuate and the traditional forms of training won’t work as the sole solution for the workforce in these organizations. To ignore this is dangerous.

In an age where formal content is often ‘obsolete upon receipt’ it’s my belief that learning professionals will need to widen their scope in terms of what they will consider using as part of their learning portfolio. As with other investments in complex markets, it often pays to be diversified and to focus on areas where you’ll get the greatest return. Discounting new methods for supporting knowledge workers is akin to keeping all of your savings in CDs, bonds or treasury bills…you’re sure to get a little return but you’re not leveraging all of the opportunities out there; some of which may be better suited to your situation and therefore more likely to get you a better return.

APQC’s 13th Annual KM Conference and Training: The New Edge in KM

Web 2.0 Expo

Of all of the various groups in which you’re involved, be they social, professional, religious or otherwise, have you noticed that there is typically a core group of people that keep the momentum of the group? 

That’s precisely what Tony Burgess of Company Command noticed was happening in his learning community.  In this community of practice (CoP) with thousands of members Tony noticed a very small group (i.e. 20) were generating most of the activity and sustaining the momentum.  So he decided to dedicate his doctoral thesis to taking a closer look at the inner workings of this core group.

Tony was generous enough to share his findings with some member of CPSquare in an online discussion that lasted about a week and also via a conference call where he talked about his findings.

In his research Tony discovered that the members of a community’s core group have similar characteristics.  He boiled them down into four areas:

• Who are they?  What are their values? 
  • Driven to learn
  • People person
  • Service and ‘giving back’ ethic
  • Hard wired to develop others
• What do they do as core group members?
  • Contributor
  • Connector
  • Facilitator
  • Social Catalyst
  • Steward
• How do they become core group members?
  • Find and use the community of practice
  • Initial interaction in the community
  • Assuming a role
  • Participating
• What is meaningful to them
  • To contribute
  • To connect
  • To develop

Tony’s findings resonated with me professionally - we typically focus our initial efforts just on building a strong core when setting up CoPs with organizations and that foundation provides solid footing for the rest of the community to morph. 

A big thank you to Tony for the insights and generosity of time and knowledge for sharing with us.

Check out a real-time Digg Swarm. 

This is a fascinating view of the chaotic rhythm of a crowd seeking the information it wants.  It’s messy, it’s unpredictable and it’s reality.  And it’s precisely the reason that formal training programs account for (at most) only 20% of how people get the information they need to do their job. 

 If you’re not familiar with Digg it’s a website that allows its users to select (digg) things that they find interesting on the net.  Those nuggets are read and rated by other Digg users and this determines how popular an item is.  This results in a community that relies on the recommendations of the greater whole to select content for the individual.  It’s an effective system at weeding through the reams of information the Internet spews daily.

Watch as people ‘hop’ from article to article on a journey to their chosen destination at the speed that’s right for them.  You’re seeing self-directed learning in its purest form.  How effective would training classes be for these folks?  They’re obviously accustomed to getting the info they want when they want it, is a classroom the best venue for them to get info regarding their job?

With the social network craze and the ‘we are smarter than me’ philosophies we’re hearing about quite often, the way in which we gather, share, find and use information has permanently changed.  Most of us are now full-fledged knowledge workers whether we think so or not and the toolboxes of training and development departments need to reflect the shift. 

Communities of Practice, Web 2.0, and the myriad other learning and development terms that are in heavy rotation are evidence that some progressive approaches need to be thrown into the traditional mix.  Classroom training isn’t dead - it will always serve a unique niche in the learning portfolio - I think it will just diminish to the point that it matches it’s impact on participants (<20%).

 Embracing informal learning in organizations will become a necessity in just a few years due to us becoming a knowledge society.  There are tons of articles out there that will tell you so - if you happen to run across one, Digg it!

I had an opportunity today to have the dedicated ears of 18 mid-level managers at a large organization where we are just at the launch phase of creating a community of practice.  This is a group of sales people in a competitive environment and the suggetion of sharing ideas with one another has to be approached very carefully.  Last night I began assembling slides and this morning I went back to put on some finishing touches - I checked my email and saw this article from CLO magazine. 

I included a screen shot of the article as a way to illustrate to the group that learning in organizations is moving away from just formal content delivery and more toward enabling easier access to necessary information.  These ideas really resonated with them and some of the responses were, “like MySpace” or like an “eBay seller rating” for peer reviewed content and also “like Amazon.” 

I wrote recently about how there was a seeming disconnect between some Chief Learning Officers (CLO) and these progressive modes of learning but it’s encouraging to see the gap gradually narrow with entries such as this.

As organizations begin to find the collective intelligence of their workforce through social network analysis and tap their full potential through communities of practice and the software to support them, they will be poised to unleash the true potential of knowledge workers.