Jay Cross helps people work and live smarter. Jay is the Johnny Appleseed of informal learning. He wrote the book on it. He was the first person to use the term eLearning on the web. He has challenged conventional wisdom about how adults learn since designing the first business degree program offered by the University of Phoenix.
danah boyd opened ASTD TechKnowledge 2013 with a keynote on teenagers, networks, and work in the 21st century.
danah spells her name in lower case, but everything else about her is upper case: Master’s in Sociable Media with Judith Donath at the MIT Media Lab, PhD at UC Berkeley School of Information advised by Peter Lyman and Mimi Ito, fellow at the Annenberg Center for Communication, fellow at (more…)
My calling is to make people happy. Millions of people. Particularly people in the rat race we call business. Most deserve more fulfilling, inspired lives.
Let me say it again: my calling is to make people happy. Lots of people.
My studies of happiness taught me that people who are content and satisfied with their lives are usually committed to a life’s mission, something bigger than themselves. (more…)
One year ago, twenty management thinkers and agile software gurus met on a mountain top in Stoos, Switzerland, to assess and find alternatives to obsolete leadership practices. We concluded with this communiqué:
Reflecting on leadership in organizations today, we find ourselves in a bit of a mess. We see reliance on linear, mechanistic thinking, companies focusing more on stock price than delighting (more…)
Join me for a Google+ Hangout on Air this Saturday morning at 10:00 am Pacific time.
Informal learning is important. We need to pay more attention to it but don’t know how.
“If I had six hours to chop down a tree, I’d spend the first four hours sharpening the axe.“
The days grow short.
To everything there is a season.
I am shifting my focus from the next three days to the next three years.
First comes reflection. I’ll peruse my journals and blogs. I will select my favorite photos of 2012. I’ll flip through my catch-all chron file. I’ll sort through a pile of business cards.
Then I will write my personal Annual Report. What did I learn this year? What worked? What bombed? What should I repeat? What should I avoid?
I’ll assess my opportunities for 2013, what I want to do next, and where I want to end up this time of year come 2015. You, too?
By the way, my favorite movie of 2012: Abraham Lincoln, Vampire Hunter.
The Key to Engagement, Fulfillment, and Peak Performance
Thursday, November 1, 2012 10:30 AM – 11:30 AM
In this session, you will learn:
Executives and managers, although anyone who wants to be happier in life can benefit. No prerequisite knowledge is required.
Mine is one of 13 concurrent sessions at 10:30 Thursday!
Mark your calendar now. I promise to keep you entertained.
Marty Seligman on “Why is psychology good?”
Let’s go green.
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What makes informal learning effective
Informal learning is effective because it’s personal. The individual calls the shots. The learner is responsible. It’s real. We learn in context, with others, as we live and work. Recognizing this fact is the first step to crafting an effective learning strategy.
People with experience like to learn but hate to be taught. People who already know the lay of the land don’t want a curriculum. That’s someone else’s opinion of what they need to know. They prefer to cherry-pick what they need in the most convenient way available. They expect the freedom to connect the dots for themselves. Intrinsic motivation trumps following orders.
This is business
If a learning project–make that any project–does not make business sense, don’t do it. If the return on investment is not so obvious that you can sketch it out on the back of a napkin, do something with a higher return.
The appropriate measure of learning is how good a job one is doing. Training metrics should be business metrics.
Getting down to cases
The book describes how organizations have taken advantage of informal learning.
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15 minutes with Gary Hamel. Gary and I are on precisely the same page.
“Management” was invented in the beginning of the 20th Century and was arguably that century’s greatest invention.
Now the nature of change has changed, and 20th Century management isn’t working very well. Its goal was getting people to behave like robots; that’s the opposite of what we need today.
The future starts on the fringe. Take the web. It’s the global operating system for innovation. The web has all the innovations our organizations lack. How can we bake the principles of the web into the organization?
For the first time, “you cannot build a company that’s fit for the future without building a company that’s fit for human beings.”
The new model, exemplified by software company HCL, puts employees first and customers second.
Human beings have the essential qualities our organizations lack.
Management of learning is in the same soup, still more concerned with controlling people than with encouraging them to bloom.