3. Expectations
We will:
LEARN
Let OTHERS Learn
Always try our BEST
Show RESPECT with our words and actions
Be RESPONSIBLE for our words and actions
6. Social Learning Revolution
Value of:
Knowledge sharing
Teamwork
Informal learning
Joint problem solving
Investing in collaboration technology
Reaping rewards
7. Importance of Social Learning
Connect
Social exchanges
Business and technological changes
8. Importance of Social Learning
Knowing right people
Asking right questions
More important than internally-held
knowledge and skills
9. Importance of Social Learning
Social experience adaptive
Social learning mindset better feedback on
changes
10. Importance of Social Learning
Internet fundamentally changed how we
communicate
From
Focus on knowledge transfer and
acquisition (Plato)
To
Dialogue and guidance (Sons of Socrates)
11. Importance of Social Learning
Find information
Turn into knowledge at point-of-need
Key competitive advantage
27. Wirearchy
Dynamic
Two-way flow of power and authority
Based on knowledge, trust, credibility
Focus on results
Enabled by interconnected people and
technology
28. Wirearchy
Google’s dedicated time-off for private
projects - promotes non-directed learning
and collaboration
Zappos engage with customers on Twitter
fostering two-way trust
29. Trust
Trusted relationships powerful allies in
getting things done
Essential component of social learning
Communications without trust ‘noise’
30. Social Learning
Think and act at macro level (what to do)
Leave micro (how to do it) to each worker
or team
Social media make work easier or more
effective
Make traditional management obsolete
“Teach people how to fish or teach them how
to learn to fish themselves”
33. Learning
Two types:
1. Formal learning through training
2. Informal learning - accident or result of
observation, conversation and time in job
Formal training for skills and knowledge
missed out social nature
34. Five Types of Organizational Learning
1. Intra-Organizational Learning (IOL) – keeping
organization up to date and up to speed
2. Group Directed Learning (GDL) – working in
teams, projects, study groups, etc.
3. Personal Directed Learning (PDL) –
individuals organizing and managing own
personal or professional learning
35. Five Types of Organizational Learning
4. Accidental & Serendipitous Learning
(ASL) – individuals learning without
consciously realizing it (incidental or
random learning)
5. Formal Structured Learning (FSL) –
formal education and training - classes,
courses, workshops, etc.
36. Five Types of Organizational Learning
Traditional training (FSL) only one of five
types
Three (IOL, GDL, PDL) require self-
direction - essence of social learning
39. Getting Started
Social learning take place when people:
Clarify intention – learning rather
than browsing
Ground learning – defining question or
problem
Focused conversations
40. Social Learning
Knowledge created, internalized and shared
Listen & Create: open to self-education
Converse: sharing knowledge
Co-create: collaborative work, customer
experience
Formalize & Share: new structured
knowledge
41. Social Learning
Learning from social interactions
Key to innovation
Official channels competing with informal
communications
50. 70:20:10
Build capabilities through:
Experience
Practice
Utilising network of support
Not only through structured training and
development away from workplace
52. 70:20:10
Learning outside of formal classes and
courses
More frequent
More effective
Than structured and ‘managed’
counterpart
53. 70:20:10
Integrate disparate development activities
Leadership programmes
Informal coaching and mentoring
Learning from work through conversations,
communities, sharing, reflective practice
55. People learn their jobs by doing
their jobs
Effective managers make stretch
assignments
Coach team members
Experience the teacher
Managers shape experiences
56. People learn their jobs by doing
their jobs
Learning from experience and
conversation
Systematic and enlightened management
Organization working smarter
Potential great
57. Coherent Organization
Co-learning with customers and
stakeholders
Everyone stay current
Workers know what another doing
Aligned to achieve common purpose
Harmonious companies
58. Old Days
Work mechanical
Workers learned skills and knowledge from
training sessions
Did what they were told
Achieving coherence easy
59. 21st Century
Complex, unpredictable work
Learn on the fly
Collaborate with other people
