Thursday, November 04, 2010

#DL10 Social Learning in Practice

Presentation: Social Learning in Practice: Separating Truth from Myth, Reality from Hype
Presenter: Lance Dublin

Using the concept to solve a business problem.

- How to do it
- Reasonable expectations - return on investment
- Benefits v pitfalls
- Risk, reward and revenue
- Examples
- Practical application

Context - environment, framework, everything around us
- sets up our expectations

Social learning - have you ever asked question of someone else? Not in a classroom.

Mental models get in the way. How things make sense to you. Perceptions.
- preconceived expectations

Learning hasn't changed.
- Cave baby and modern american baby - both learn to walk just fine. Cave baby just didn't have the technology and still get same result.
- Tools different. Learning itself the same

Learning taxonomy hasn't changed.
- Blooms taxonomy. Change from nouns to verbs.
- Albert Bandura (1977)- social learning theorist
+ One person alone, you have no idea what you learned
+ Most human behavior learned through observation and modeling.
- Innovations come together through tribes. Very seldom does innovation happen through an individual.

We have used social learning. We just may not have used the social media technologies.

Most of the traffic is the younger generation
- the natives are social
- The more social the technology, the faster it is integrated into our culture

We can still do the same things (talk to people across space ), just now better, faster, cheaper.
- Still struggle with time and place - but we are now more social. Now any time, any place.

We are dependent on others to work.
- We have found ways to work together across time and place.

We need to differentiate between the technology and the learning

Social learning has been around for a long time.
Social software has been around almost 50 years
The new social learning is enabled by easy-to-use, socially focused and commercially available tools.

We are able to learn socially - but we can enhance and extend through the new tools.

There will be more of it.

Plus - workplace has changed. new tools

We have been really good with the formal - classes, courses, web conferencing etc
But the informal channel has been around long before - just different tools.

The opportunity is in the space in between
- Mentoring, Knowledge cases, immersive games, podcasts etc

Move towards more intentional informal
- Reading and searching
- Coaching and mentoring
- blogs and wikis
- Podcasts and video

Have you ever done a search with the intention of doing something?

The technologies are allowing us to work in the intentional/informal space.

Groups of people are doing this together. Not just one person.

Case studies
- Qualcomm
+ Business problem - communicate and reinforce corporate culture and values, disseminate info, ID trends, share attitudes and behaviors and onboard new employees.
+ Capturing employee stories - 52 weeks.
+ Emails sending out cultural value every week. All you had in 2005.
+ Moved to website. eMails push. Website pull.
+ The website - allow folks to contribute pictures, video etc.
+ From company controlling content to employees providing content.
+ L&D group serving as the hub and steering the conversation. In initial version - was driving and defining the change.
+ Organic and generating own energy at this point.
+ Driving people to stories.

Social media - about social groups coming together and sharing.

Pictures powerful because they allow you to tell a story.
- Video same way
- Family groups, tribes, cultures communicate through stories.

Social media allows us to tell stories on a scale we never could before.

Qualcomm's problem right now - too many stories.
- Ask them about incentivising (may need to talk to BJ about this case study)

Success about the authenticity of the culture.

In any of these implementations about 20%. If you move 20% of the population - you eventually move everyone else.

- Business problem: how do you grow and innovate by growing and innovating by attracting and nurturing the best and brightest engineers around the world.
- How do you train them? Mentoring? "Training?"
- Solution: iEngEdu - Google's engineering learning platform
+ The engineering community ITSELF with minimal guidance and some direct support (3 ISD people) design, develops and delivers consistent quality learning.
+ Smart search engine to learning
+ ISD provides all the templates. Engineers who have the info provides the info. Engineers who need the info can get it.
+ They are spending all of the time putting together the tools. Vs. the content.
- THey track usage. These metrics are going up.

We don't do social learning. We solve business problems.

- Business Problem: Better ways to share ideas and build ideas. Help them self-organize. Push the results out.
- Solution:
+ 4-6 full time people
+ Community platform combining interactive learning methodologies and techniques
+ Using Google Docs along with social networks, microblogging tools, alumni and mentoring communities etc
+ Offloaded the technology. Use the staff to link people into the technology.
+ The L&D people are prodding the communities and helping people talk.
+ L&D setting up the infrastructure - allow THEM to create the content.
+ Also measuring usage and participation. Increasing and successfully pulling people in.

Building an ecosystem to solve the problem.

Notice it is NOT managing the content. (trend across all 3 solutions)

- Business Problem: Lots of competition, need to innovate and respond quickly
- Solution
+ 2 people left in L&D to help support sales folks.
+ Toshiba exchange - People (the community), Content, Tools to access and use
+ Exchange info, build relationships, share sales success
+ built so that it doesn't require training
+ Using NO proprietary technologies (you tube, facebook, wikipedia). All off the shelf.
+ "Has the potential to change the way we do business" - President of Toshiba

Lessons Learned.
- Speed - prepare to accelerate. Just start somewhere.
- Action learning - nothing's certain. Your end product will look different from what you are designing.
- Integration - must be part of a system
- Pragmatism - leverage opportunities
- Work from right to left - keep the eye on the problem you are trying to solve in mind
- Focus on people - demonstrate value TO THEM

People are social
We have new tools
Learning better together
Context is king. If the context is right, they go there.

Learning is not on a continuum.
- The 3rd dimension is contextual

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