Learning strategy
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Anchoring
“Hitting a stationary target requires different skills of a marksman than hitting a target in motion.” – George Siemens (2006:93) We are all knowledge workers who struggle with knowledge abundance – too much information. Our ability to learn is heavily dependent on our ability to connect with others. How well are we able to collect, process, and…
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Dinosaur
“You’ll become a dinosaur if you don’t learn.” People in the organization recognize the need for change, see its value, see their own roles in the process, are willing to adopt new approaches, and possess the competence to move forward with change: At the individual level, we strive to consider each task, however mundane, as…
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One size does not fit all
How does an organization’s leaders recognize, encourage, and reward both existing learning practices and positive change in learning behaviors that foster informal and incidental learning? Learning strategy recognizes the value of learning in all its forms, including informal and incidental learning, formal qualifications, and in-service formal education and training. One size does not fit all: the…
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Nothing that we do can be taught
Many people in the organization recognize the need for change, see its value, see their own roles in the process, are willing to adopt new approaches, and possess the competence to move forward with change. “Nothing that we do can be taught”, they say, “so the challenge and the learning need is almost constant”. At…
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7 actions imperatives of learning strategy
The learning strategy recasts the evidence-based seven dimensions of learning culture (used to measure learning culture and performance) as action imperatives. In order to improve performance through learning, the organization needs to take specific action to: Create continuous learning opportunities Promote inquiry and dialogue Encourage collaboration and team learning Empower people toward a collective vision Connect…
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12 questions that learning strategy seeks to answer
Learning is the acquisition of knowledge, skills and competencies (behaviors) through experience and study. We all want to learn, so why is it so difficult to stop work to make time for learning, despite our best intentions? In exploring possible solutions to this question, learning strategy emerges from the existing practices and strengths of the organization…
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Make a wish
Is the CLO really the ‘fifth wheel’ in the organizational strategy wagon? Learning leaders tend to roll their eyes upward in sour-faced agreement about ending up as an after thought – after strategic alignment has been completed everywhere else in the organization, or being considered as a support service to enable and implement rather than a partner. So,…
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Tech Change
The Institute for Technology and Social Change is a private company based in Washington, D.C. Its web site offers a course catalogue focused on technological innovation. Timo Luege is a communication specialist who has spent the last seven years working for the humanitarian and development sector, a period during which large-scale disasters intersected with the rapid rise…
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Making humanitarians
The industry to tackle growing humanitarian and development challenges has expanded rapidly since the mid 1990s, but not nearly as fast as the scope and scale of the problems have spiraled. Professionalization was therefore correctly identified as a major challenge of its own, with over a decade of research led by Catherine Russ and others clearing the rubble…
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Online learning 101: Costs vs. efficacy
Having presented three online learning approaches, here are three aspects to consider together: What is the cost of developing an online course based on each approach? What is the cost of delivering the course, per learner or per hour? What is the learning efficacy (outcome) that can be expected? Development costs for modules are comparatively expensive,…
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