Extracto de
http://www.togetherlearn.com/wordpress/2009/04/08/informal-learning-20/
The next generation of
e-learning has already been defined by the learners. It is small pieces, loosely joined. Much of it is
user-generated, such as explanatory videos on
You Tube. It is conversations on blogs and Twitter. Wikis are thrown up quickly by a project team, without asking permission from the IT department.
This is why we need a different framework for organizational learning. Learning is now the work, it is not an
add-on to support the business. That means that learning has to be integrated into the work.
Top-down formal structures won’t be able to keep up with
work-driven needs. The new
e-leaning is much more informal, collaborative and
self-directed. Organizations today needs structures to support, not direct, this change.
Extracto de
http://www.jarche.com/2009/04/push-the-reset-button/
Organizational learning and human performance need a great reset as well.
Here’s what I see for the great learning reset:
- Think and act macro (what to do) and leave the micro (how to do it) to each knowledge worker.
- Become a part of the business not a peripheral department – if you’re in Ford’s HR department, your business is cars & trucks, not human resources.
- Throw away all notions of “delivery” and focus only on solving organizational challenges – training is a solution looking for a problem – just solve the problem.
Learning has to become part of the organizational and individual DNA and during a reset that may require learning specialists, but in the long run the learning function should be absorbed. That leads to the future role of the “learning specialist”. I would say it is to continuously make yourself redundant. Teach people how to fish and move on to the next challenge. If you’re maintaining a steady state, such as developing courses as requested, then you’ve failed in integrating learning into the work.
