Networked Learning: Training for the Rest of Us
Chief Learning Officer [CLO] Media recently printed an online feature titled “Transform Corporate Learning with a User Network.” In it the authors begin by talking about how different learning styles affect the absorption rate of different learners and then move into some suggestions on how to address these different styles given the constraints of working in any given organization.
Essentially where they land is telling organizations to put the power of learning into the hands of the users and then they will ensure that any learning created will be customized to the learning style of that person. I agree with them in principle – in practice I would not like to be the one to roll-out this program.
I feel this way because I’ve tried similar approaches with clients and while people agree that they want to learn more just-in-time and informally from their peers they struggle to find the time to add another task item to their already busy day. To many people, simply saying the word ‘wiki’ will make them cringe. The thought of having to learn the new technologies of wikis, blogs, rapid elearning, etc. can put the brakes on the momentum of the best intentions.
As we forge forward into our knowledge-based economy it’s my belief that additional resources will need to be deployed [or current ones redeployed] to work alongside people and capture the knowledge artifacts that are produced throughout a routine day. It is then this person’s job to take these knowledge artifacts and edit/assemble them into a format that is meaningful to the originator as well as any seeker that may come along in the future.
The collective intelligence of an organizational network is a powerful force and thus it is time to start dedicating resources to this force rather than requesting that the people contributing to the knowledge are also the ones that need to manage it. By dedicating resources to knowledge workers an organization can begin to harness the collaboration and innovation that is occurring in pockets around the organization – making this part of a learning strategy frees up the knowledge workers to work at their day jobs while still addressing their learning needs as the authors rightly suggest.
Communities of practice [CoPs] certainly are a great step in this direction – and they often have a ‘cybrarian’ to manage the knowledge artifacts that are uncovered. Having the cybrarian, or an equivalent position, be responsible for turning these artifacts into learning modules is a natural extension of this role and one that is well received by the members that don’t have to interupt their normal workflow to do it.
Leave a Reply