704 Formalizing Informal Learning Lance Dublin, Dublin
Lance Dublin Chief Solution Architect 2009 Lance Dublin - 1 Agenda Welcome & Introductions Why (is this important now) What and (are we really talking about) (the) How, Where and When (of it) Principles and Warning! Q & A 2009 Lance Dublin - 2 Page 1
Lance Dublin STRATEGIC THINKING & DESIGN for: Assessing, planning, designing, and implementing corporate learning and e-learning strategies & programs large scale organizational and technological change initiatives (i.e., e-learning, ERP/new systems, process re-design, re-organization) Organizational redesign Over 30 years of experience in adult education and training, motivation and innovation, communication and change leadership. Founder and CEO of Dublin Group, a leading training development and change implementation company Regular presenter at national and international industry conferences 2009 Lance Dublin - 3 2009 Lance Dublin - 4 Page 2
1959 Business Agenda Drivers economic expansion, unsophisticated customers, genteel competition Managing growth providing capacity for increased demand Control assuring orderly operations Planning optimizing resource allocation Technology mainframe Learning formal + OJT 2009 Lance Dublin - 5 1999 Business Agenda Drivers global economy, strong customers, intense competition Quality and service focusing on customers and providing real value Efficiency and cost minimization competing on a worldwide basis Speed and flexibility reducing cycle times for responsiveness and asset utilization Technology LAN/WAN/Client-server Learning formal + OJT + e-learning 2009 Lance Dublin - 6 Page 3
2009 and Beyond Business Agenda Drivers Speed and complexity Employees Multi-generational Customers Knowledgeable and proactive Competition Fierce and varied Operational focus Balanced (service, innovation, operation) Location Physical and Virtual presence Rate of change Faster and faster Technology Ubiquitous and connected (and cheaper) Learning Formal, non-formal, informal 2009 Lance Dublin - 7 In Summary 2009 Lance Dublin - 8 Page 4
In Summary 2009 Lance Dublin - 9 In Summary 2009 Lance Dublin - 10 Page 5
November 10-13, 2009 In Summary 2009 Lance Dublin - 11 Paul Valery 1871-1945 2009 Lance Dublin - 12 Page 6
...in the end, what technology brings to us... is that it increases our options and possibilities. Kevin Kelley 2009 Lance Dublin - 13 2009 Lance Dublin - 14 Page 7
November 10-13, 2009 The Learning Process: (a reinforcing system) ORGANIZE INPUT APPLY EVALUATE 2009 Lance Dublin - 15 Disconnected Learning System NEED LEARNING PERFORMANCE TIME 2009 Lance Dublin - 16 Page 8
High Performance Learning System NEED LEARNING PERFORMANCE TIME 2009 Lance Dublin - 17 New Learning Principles 2009 Lance Dublin - 18 Page 9
Time & Structure Synchronous Formal Asynchronous Informal 2009 Lance Dublin - 19 Formal vs. Informal Formal Formal learning is organised and structured, and has learning objectives. From the learner s standpoint, it is always intentional: i.e. the learner s explicit objective is to gain knowledge, skills and/or competences. Informal Informal learning is never organizsd, has no set objective in terms of learning outcomes and is never intentional from the learner s standpoint. Often it is referred to as learning by experience or just as experience. The idea is that the simple fact of existing constantly exposes the individual to learning situations, at work, at home or during leisure time for instance. 2009 Lance Dublin - 20 Page 10
Formal Learning Synchronous Conference Web s Conferencing Classes / Seminar Webinars s Formal E-Learning Courses Recorde d Webinars Asynchronous 2009 Lance Dublin - 21 Formal and Informal Learning Synchronous Conference Web s Conferencing Classes / Seminar Webinars s Formal E-Learning Courses Recorde d Webinars Chat / IM Informal Social Network Asynchronous 2009 Lance Dublin - 22 Page 11
The Opportunity! Synchronous Conference Web s Conferencing Classes / Seminar Webinars s Formal E-Learning Courses Recorde d Webinars Chat / IM Informal Social Network Asynchronous 2009 Lance Dublin - 23 2009 Lance Dublin - 24 Page 12
2009 Lance Dublin - 25 FORMAL INTENTIONAL UNINTENTIONAL INFORMAL Lance Dublin 2009 Adopted from Marcia Conner 2004 2009 Lance Dublin - 26 Page 13
Classes & Seminars Meetings E-Learning Virtual Experiences FORMAL Project Assignments Teamwork OJT INTENTIONAL Reading & Searching Coaching & Mentoring Blogs & Wikis Pods & VoDs Networks & CoPs Social Media Search Lance Dublin 2009 INFORMAL UNINTENTIONAL Social Media Search Participation Conversations Play Life... Adopted from Marcia Conner 2004 2009 Lance Dublin - 27 Classes & Seminars Meetings E-Learning Virtual Experiences FORMAL Project Assignments Teamwork OJT INTENTIONAL Reading & Searching Coaching & Mentoring Blogs & Wikis Pods & VoDs Networks & CoPs Social Media Search Lance Dublin 2009 INFORMAL UNINTENTIONAL Social Media Search Participation Conversations Play Life... Adopted from Marcia Conner 2004 2009 Lance Dublin - 28 Page 14
Non-Formal Learning aka Formalizing Informal Learning Conference Web s Conferencing Classes / Seminar Webinars s Formal E-Learning Courses Recorde d Webinars Chat / IM Informal Social Network 2009 Lance Dublin - 29 Non-formal Learning Non-Formal Mid-way between the first two, non-formal learning is the concept on which there is the least consensus, which is not to say that there is consensus on the other two, simply that the wide variety of approaches in this case makes consensus even more difficult. Nevertheless, for the majority of authors, it seems clear that non-formal learning is rather organised and can have learning objectives. The advantage of the intermediate concept lies in the fact that such learning may occur at the initiative of the individual but also happens as a by-product of more organised activities, whether or not the activities themselves have learning objectives.... Non-formal learning therefore gives some flexibility between formal and informal learning, which must be strictly defined to be operational, by being mutually exclusive, and avoid overlap. 2009 Lance Dublin - 30 Page 15
Non-Formal Learning aka Formalizing Informal Learning Conference Web s Conferencing Classes / Seminar Webinars s Mentoring Social Network Chat / IM Formal E-Learning Courses Recorde d Webinars Immersive Games & Simulations Podcasts Vodcasts Blogs / Vlogs Communities of Practice Informal Social Network 2009 Lance Dublin - 31 Non-Formal Learning aka Formalizing Informal Learning Formal Non-formal Informal Not the WHAT, but the HOW 2009 Lance Dublin - 32 Page 16
2009 Lance Dublin - 33 A Process: Stage One Get Organized LEADERSHIP 2009 Lance Dublin - 34 Page 17
A Process: Stage One Get Organized Agree on problem and what success will look like Determine metrics Identify key stakeholders/ audiences Formulate approach 2009 Lance Dublin - 35 A Process: Stage Two Get Organized Get Oriented RESOURCE S LEADERSHIP 2009 Lance Dublin - 36 Page 18
A Process: Stage Two Get Organized Agree on problem and what success will look like Determine metrics Identify key stakeholders/ audiences Formulate approach Get Oriented Agree on scope Understand organizational factors (CSFs) Identify weaknesses in current state Identify milestones 2009 Lance Dublin - 37 A Process: Stage Three Get Organized Get Oriented Get Smarter INSIGHT RESOURCE S LEADERSHIP 2009 Lance Dublin - 38 Page 19
A Process: Stage Three Get Organized Agree on problem and what success will look like Determine metrics Identify key stakeholders/ audiences Formulate approach Get Oriented Agree on scope Understand organizational factors (CSFs) Identify weaknesses in current state Identify milestones Get Smarter Architect solution components Develop detailed design Integrate into larger system Test, learn, iterate 2009 Lance Dublin - 39 A Process: Stage Four Get Organized Get Oriented Get Smarter Get Real DEVELOP - IMPLEMENT INSIGHT - DESIGN RESOURCE S LEADERSHIP 2009 Lance Dublin - 40 Page 20
A Process: Stage Four Get Organized Agree on problem and what success will look like Determine metrics Identify key stakeholders/ audiences Formulate approach Get Oriented Agree on scope Understand organizational factors (CSFs) Identify weaknesses in current state Identify milestones Recruit Get Smarter Architect solution components Develop detailed design Integrate into larger system Mobilize Test, learn, iterate Get Real Continue to learn and iterate Listen and communicate Check your metrics Support & institutional-ize 2009 Lance Dublin - 41 5 Key Principles 1. Speed prepare to accelerate 2. Action learning nothing s certain 3. Integration must be part of a system 4. Pragmatism leverage opportunities 5. Working from right to left keep the end in mind: what problem are you solving for 2009 Lance Dublin - 42 Page 21
WARNING! 1. No models 2. No roadmap 3. Layers of complexity 4. Mistakes are inevitable 5. Surprises are a given 6. Strong forces are working against you 7. Time is of the essence 2009 Lance Dublin - 43 Thank you! Questions?? lance@dublinconsulting.net 415-759-1258 www.dublinconsulting.net 2009 Lance Dublin - 44 Page 22