The thinking behind development of a platform for informal learning and work

1. How We Developed a
Social Net work
Learning Platform
Jay Cross
Jane Hart
Harold Jarche
Clark Quinn

5. INATT

6. How We Developed a
Social Net work
Learning Platform
Challenges
Context
Nature of learning
Architecture
Prototypes

7. 1970

8. 2008

9. Density of connections
Cycle time
Unpredictability Collaboration
Pace Leveling
Interdependence Intangibles
Volatility
Work as improv
Services
Collective intelligence
Flow

10. Phase Change
Industrial culture to network culture
End of Age of Stuff Beginning the Age of Connections
Cogito ergo sum Perception is reality
Material world Therefore, many realities out there
WYSIWYG, one reality Everything is connected
“It is I.” “We are all in this together.”
More than demise of industrial era Everything is relative
Newton just a summary Everything flows
Focus on the visible It’s all connected
World is mechanical, predictable World is complex, outcomes uncertain
Pre-atomic, pre-quantum All is a work-in-progress
Belief in fundamentals, absolutes Time as a artificial overlay, i.e. a tennis racket
Some stuff is “finished” Ditto ownership (since things are a figment)
“We are nodes” “We are connectors”
Learning to do stuff Learning to be (take new vantage point)
Programs Platforms
Informal Learning 2.0 book project

11. n = 235

12. n = 235

13. What do CEOs want?
the Enterprise of the Future
The Enterprise of the Future radically challenges its business model,
The Enterprise of the Future is capable of changing quickly and disrupting the basis of competition. It shifts the value proposition,
successfully. Instead of merely responding to trends, it shapes and overturns traditional delivery approaches and, as soon as opportunities
leads them. Market and industry shifts are a chance to move ahead arise, reinvents itself and its entire industry.
of the competition.
The Enterprise of the Future surpasses the expectations of increasingly
demanding customers. Deep collaborative relationships allow it
to surprise customers with innovations that make both its customers
and its own business more successful.
IBM Global CEO Study 2008
ibm.com/enterpriseofthefuture

14. Them.

15. context

16. Business context Network effects Worldview
Core/context Dense interconnections Emergence
Object orientation Accelerating cycle time Illusion of control
Bottom-up Interdependence Holistic
Customer voice Volatility Perpetual beta
Unpredictable Long tail Everything flows
Incessant change Ambient findability All is connected
Services/intangibles Signal:noise Process
Learning Internet values Knowledge
Informal Connections Collective intelligence
Adaptation Openness Socially-constructed
Becoming Transparency Context-bound
Know-who Authenticity Breakdown of disciplines
Drip feed Interactivity Group phenomenon
Need-driven Loosely coupled Social intelligence
Performance support Interoperability Cognitive breakthroughs

23. 23

26. Enterprise 2.0

27. Enterprise 2.0
Strength of Potential benefit Web 2.0 example What is emergent?
relationship
Strong Collaboration, Wiki Document
productivity, agility
Weak Innovation, non- Social networking Information
redundant, information software
Potential Efficient search, Blogosphere Team
forming links, network
bridging
None Collective intelligence Prediction market Answer
Andrew McAfee, Harvard Business School

28. My life as a node
Cowboys
Join unfamiliar idea nodes
The weaker (more
distant) the tie, the
bigger the impact of
Art bringing nodes
together.
Science
Organic
food
The more idea nodes in
your hip pocket, the
more likely you will
Coca create (bump into)
Cola innovation. idea
space

29. Nature of
learning

30. For example:
• learning to talk
Learning is knowing how • learning to crawl
to perform. • learning your ABCs
• learning to fear the number 13
• learning to meditate
Learning is adaptation. • learning to speak French
• learning the way to the store
Flexibility, self-efficacy, fit. • learning who to trust
• learning with my pal Sally
• learning how to sell
Learning is preparation • learning Ruby on Rails
• learning where the answers are
for innovation. Future fit. • learning to negotiate
• learning to play piano
• learning to rollerblade
• learning to taste wine critically
• learning to cook bread
• learning to lead effectively

31. Ways people learn
individually emotionally
discovery, sensing persuasive reference group
trial & error, experimentation positive feedback
curiosity to complete patterns adopt beliefs of trusted person
self-service by reading, searching, asking brainwashing
inquiry
feedback multipliers
answers
understanding
with others
better job
mimic, copy, model
status in group
conversation, co-creation
pride in accomplishment
new perspective
self satisfaction
advice
feedback
engagement
health
teaching others
acculturation
participation skillsActing Reflecting
learning skills
exposure, t.v., lecture
access
novelty
obvious relevance

33. Knowing (distributed) knowledge

34. Social Learning Ecology
peer support
substitute for user meetings
24/7 help learn from/with others
Sponsor coach Group positive reinforcement
Self partnership, not co-dependence
healthy self image Family & understanding & education
maintain connections maintain hope
ever alert to temptations friends help one another
behavior congruent with values

37. Learning as needed
teammates,
colleagues,
Management sets experts
strategy & values
water cooler
mentor
tries & fails
Wiki
observes
calls help desk
hot-shot
performance
support
formal learning

38. Architecture
August 2008

41. Work Learning
Work
Learning

42. Platform
1. Common rules for 2. It’s everywhere,
connection. pervasive
standards,
protocols
lingua franca,
mash-ups,
plus-and-play
3. Contains loosely-
A learnscape is the platform where knowledge workers coupled, reconfigurable
collaborate, solve problems, converse, share ideas, brainstorm, networks
learn, relate to others, talk, explain, communicate, conceptualize,
tell stories, help one another, teach, serve customers, keep up to
date, meet, forge partnerships, build communities, and distribute
information. Learnscapes are where and how modern work is
performed.

44. eLearning Strategy
Clark Quinn

45. Performance Ecosystem
Clark Quinn

46. Harold Jarche

47. Jane Hart

48. Prototypes

49. Hosted collaboration platform
Pre-configured. Ready-to-go.
Turn it on with no intervention from IT.
Latest Web 2.0 tools. Fully Open Source.
Includes policies and guidelines for use
100% confidential
Easy entry into interactive web
Test-drive community apps

50. Learnscape planning

51. Personas

52. How do we sell Steve Martin is Functions
against Oracle? hosting this year’s
Potential users annual sales Social networking
Project group
meeting! Expertise location
Customer community Project coordination
Sales team
Anybody know
someone at PGE?
FAQ
What are you
New product launch working on right Conversation space
now?
Community of practice Chat rooms
Any group from 3 to Who can help me
Share photos, video, files
150 members
with a glitch in at Swap NY Swap best practices,
Excel file? apartment for flat in
London this July. Share competitive information
Think of Team Cell as your Search member profiles
private cloud, a secure spot that Subscriptions to breaking news
provides your team the benefits Add social dimension to work groups
Beer bash in the
of social software, Facebook, courtyard this Friday Keep everyone on the same page
at 5:30 pm.
Twitter, blogs, wikis,YouTube, Event listings
Flickr, bulletin boards, Real-time activity stream
subscriptions, news feeds, chat Arnie’s killer
sales pitch is
rooms, private email, search, available on the Team Join a live chat about the
Cell site now.
groups, and tags. competition’s new offering
this Tuesday afternoon.
Benefits
Starter-kit for web-enabled teams
Pre-loaded with prudent policies for use
No programming required
Foundation social networking application

55. http://togetherlearn.com