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.
My new ThinkPad should arrive tomorrow; I’m like a kid in a candy store. I’ve lost track of how many computers I’ve owned — an early Apple ][, a original disk-less IBM-PC, several more IBM PCs (often with exotic storage media), a Toshiba 1000, a Gateway Handbook, a Dell portable, a Compaq luggable, three or four Gateway desktops, two SONY Vaio laptops, a SONY Vaio desktop, and two ThinkPads. Still, getting a new machine is as exciting as hopping into a new car. The way prices are going, I should probably drive my Honda Accord for the rest of my life but buy a couple of computers a year to keep my batteries charged.
A couple of times today I stopped to reflect on what was going on around me and was simply amazed. I was tweaking a few things on a website. A dozen times in rapid succession, I made a change, then checked the web to see how it looked. Imagine. In less time than it took some of the old machines to read a file, I can go back and forth with a server on the other side of the company.
More astounding still, I can click a button in an email and track the location of my new PC. I know exactly when it passed customs in Shanghai, when it was rerouted to Anchorage, when it arrived there, and when it’s due to depart for California. One long number retrieves this real-time history.
The sweet spot in business is when supply and demand are in equilibrium. Customers buy all they want; you sell all you got. This morning I noticed a perfect example of this in Google’s Gmail.
Google markets Gmail through referrals. Current users can invite others to sign up for the free service. Early users were allotted ten invitations. After that, the invitation button disappeared from the screen.
Google must have caught up with demand, for these two links appeared on my screen this morning:
I assume these will appear whenever Google’s ready to take on more customers.
Most messages I receive are less useful. What are these messages suggesting I do?
Here’s a real show stopper. Maybe I should say “sale stopper.” Barnes and Noble invited me to an online sale. When I try to place an order, I receive this somewhat geeky message:
Now what? I do have cookies enabled. Do you think they’ll notice the problem before they see that online revenues are dwindling?
The human brain is a trickster. It takes in a gusher of visual, auditory, and sensory input, throws 99.99% of it away without our knowing it, and presents us with a coherent picture of the world. The pre-conscious brain chooses the slides in the show we see. It even gives us the illusion that we’re in control.
Brain wave studies show that consciousness lags reality (and then covers its tracks).. Your pre-conscious mind is a lot closer to “now” than you are. The brain decides to hold up your right arm–and you think it’s something you thought up. Hah!
We can only see what we know. People accustomed to medieval paintings couldn’t appreciate the perspective of Rennaissance painters. Caribbean natives couldn’t see the ships of Columbus until perceptive medicine men told them what to look for. Consciousness is low-bandwidth; being oblivious to things we don’t recognize is a survival strategy.
This train of thought was leaking into my consciousness as I read through the agendas of the five conferences I’ll be attending in the upcoming months. From the topics, you’d think that the only thing that trainers see is training.
Despite my fanning the flames for the last year, the training community is taking a wait-and-see attitude about what I’ve been calling workflow learning. Some say they’ll get to it when the time is ripe. Or when the powers that be express interest in the future beyond getting through the next month.
There’s a flaw in this logic. The trickster brain has you thinking you have a choice. Listen up: a new way of computing is on the way. It’s web services-based, decentralized, rich-client, Internet logic, interoperable, process-driven, individualized, real-time, pervasive, and absolutely inevitable.
The new framework will be everywhere within five years. Early adopters are taking advantage of it now. It’s compelling because it routes around IT and hands the management of business processes back to business people. It does this by overlaying what’s already in place instead of replacing it. You can implement it on a pay-as-you-go basis. In time, tapping into real-time process management will be as necessary as having a phone or a website today.
What do senior executives expect from training professionals in all this? Nothing. Why? Because training is not driving this decision. The new computing, what IBM calls “On Demand,” is on the way because it clears bottlenecks, cuts costs, empowers workers, speeds things up, reduces IT busywork, future-proofs applications, plugs into a universal value network, facilitates process outsourcing, puts managers in charge of improving business processes, and lets the organization focus on its core strengths.
It’s difficult to understate how little say-so the training function is going to have in choosing the new approach to conducting business.
Training is but a grain of sand in a very large desert.
Resisting the future is futile. The world grows more complex by the hour, and a return to basics is not going to simplify it. No one’s asking us to make the major structural decisions. Our function is to help people do their jobs well. Our challenge is to figure out how to leverage change, not resist it, for change will happen with us or without.
This is akin to VCRs in classrooms. Every teacher has access to one. Because of sound pedagogy? Because of a study at Columbia? Because we wanted no child left behind? No, no, and of course not. VCRs became plentiful because millions of adults purchased them to watch pornographic movies, and economics of scale brought the price down from tens of thousands of dollars to less than a hundred. The new computing will proliferate because it makes good business sense.
What the Workflow Institute has been calling workflow learning is no more than the optimal way to improve worker performance in the new environment. It’s up to us to make it relevant, timely, easy to access, and enjoyable to use.
Workflow learning is not the right term for this, but it’s the best I’ve come up with. Workflow has the baggage of document handling; we’re more focused on the progress through the value chain. Learning calls up images of courses and class, but we foresee more focus on small bites, collaboration, reference look-up, and imbedded support.
We’re not convening the Workflow Learning Symposium in San Francisco to sell our vision of the future. Rather, we hope to engage you in a dialog about the new technology and how to take advantage of it to improve individual and organizational performance. Maybe we’ll even come up with a new name for workflow learning.
From the publicity Bersin & Associates and Brandon Hall generate, I assume lots of people read comparisons of Learning Management Systems. One item they probably don’t factor in is vendor viability. How likely is the vendor to go down the tubes or be merged out of existence? Think about it: Which is worse, to discover some glitches in the code or to find out your vendor is no longer answering the phone.
That’s why Emergent Learning Forum has been publishing financial analysis from ThinkEquity since the beginning of last year. We’ve got 90 of these financial snapshots of the learning industry online. Take a look at the latest issue to see what you’ve been missing.
Here’s a summary of ThinkEquity’s Ten Commandments of Research. Great stuff!
This is not a better view of the world; it’s a different view of the world.
Which reminds me. After years learning from the links Maish points out, I’m cancelling my email subscription to elearnpost. Not that I’m giving it up. This week I’m dumping email subscriptions because I will be tracking their webfeeds with Bloglines.
I’m recrafting my life on-line with more pull and less push. I plan to gather news on my schedule, not the provider’s. Also, I can home in on topics that grab my interest without sorting through the chaff. Tools like Blogdigger and Furl make it easy to monitor what’s going on with, say, Workflow Learning.
Update. 8/21, the next day. Another email arrives from IBM. My PC has shipped! The problem appears to be poor customer communication rather than fulfillment.
Download free CAD software
Design the model
Shop creates it
The Berkeley Manual of Style
Wired News has announced, “Effective with this sentence, Wired News will no longer capitalize the “I” in internet. At the same time, Web becomes web and Net becomes net.” Same here. For a while, this will be like trying to write the correct year on checks in January.
The Wired News article links to a piece they wrote four years ago explaining why they intended to use e-mail instead of email. On Google five minutes ago, e-mail has 22 million entries to email’s 280
,000 million. Email it is.
Once again, I’ve been asked if it’s e-learning, e-Learning, eLearning, or elearning. The answer: it doesn’t make any difference. I switched to eLearning long ago and am not about to go back now. Besides, I prefer performance improvement to any of the variations on learning.
The truism “Top-down KM didn’t work” has given rise to something called Bottom-Up KM. No, no, no. That makes it sound as if the underlings are dictating to the topsiders. In reality, the former top is no longer part of the picture in our flattened, decentralized organizations; there’s no there there. To borrow from complexity science, the opposite of top-down is bottom-out. It’s a collaborative thing. Peer to peer. Communal.
By the way, you are reading a blog. Short for weblog. The little orange button labeled XML links to my webfeed.
While I’m at it, Workflow Learning no longer needs a TM. Since I have embedded the term high and low, it will take a while, but I’m going to try writing is workflow learning. No caps.
To answer your questions, the car above is a Bugatti Typo 35 from the late twenties. A Bugatti 35 won the first Grand Prix de Monaco in 1929. The little 2-liter, 8-cylinder race car won hundreds of races. One of many masterpieces from the hand of Ettore Bugatti.
You can hear it here!
Print by Roger Hector. It’s for sale ~ $300.
Sun Microsystems has a very cool conceptual map of Java on their main site. The map is part definition, part advertising, part propaganda, and tons of information on a one-pager.
A few months ago I read de Bono’s Thinking Course on a long flight. I’d picked it up at a used book sale for fifty cents and the topic was intriguing. Thinking is a skill. It’s like driving; you can get better at it with practice. After you do, you’ll begin doing it automatically. People confuse thinking with intelligence. Bad mistake, for it leads to intelligent people squandering their potential.
Before I recount lessons learned from de Bono, I want to make some independent observations of my own.
There are two types of people in this world: those who can count and those who can’t. Well, that’s not quite right, but it probably seems reasonable to binary thinkers. Binary thinkers? People who see the world in terms of either/or. On/off. Dichotomies. To them, everything is black or white but rarely gray.
Bipolar thinking oversimplifies. Most issues contain gradations, maybes, what-if’s, emotions, mitigating factors, and other entanglements. They are analog. They are a continuum.
Business school teaches one to consider everything as a tradeoff. One becomes accustomed to weighing factors on either side of the issue.
A session at last year’s I-KNOW in Graz looked at virtual communities of practice as a series of trade-offs. Were they seeking innovation or standards? The list grew rapidly:
Last night a group of us went to see What the Bleep is Going On? In our post-mortem of the movie, we agreed that we’d have been less skeptical had the flick been positioned as art or poetry instead of science. The world is not made of absolutes. Everything’s a matter of degree.
Yesterday I received a critique of an article I’d written, saying that what I had proposed was “just another ridiculous buzzword meant to repackage the same old things.” If the critic had moved the slider a little away from the edge, offering some pro’s in the prose as well as the con’s, I’d have taken her more seriously.