enterprise collaboration: can you connect social learning and business performance?
DESCRIPTION
How’s your social learning initiative going? If you are like most companies, you can easily match your situation with one of the following categories. Category 1: We are just getting started and are unsure of how to proceed. Category 2: We have started using social media for learning, but we don’t really have a strategy for how to leverage it. Category 3: We have mastered the technology and its adoption and are seeing daily benefit. If your situation falls into either Category 1 or Category 2, this session is a must for you. Learn how to put social learning into context and into action in your organization. If your situation is closest to Category 3, we encourage you to attend this session to share the successes of your experience with your peers. Either way, this session promises to connect you. Eric Bruner, Chief Technologist, RWD TechnologiesTRANSCRIPT
?Eric Bruner & Butler NewmanApril 2010
Enterprise Collaboration:
Can you connect
sociallearning
and
businessperformance?
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What’s wrong with Social?
2
Social
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What’s wrong with Media?
3
Media
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9%
38%
I’m eating a sandwich now...
4
40%
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Story of the Lost iPod
5
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Going Viral
6
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Happy Ending for Lost iPod
7
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The Basic Concept
8
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Culture Shift
9
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Shift Underway for Learning and Organizations
10
Collaborative, Talent-Driven Learning
Blended and Informal Learning
The E-Learning Era
Traditional and Computer-Assisted Training
Formalize informal learningCollaboration and talent management by design
Mixing all forms of media with informal learningLearning on-demand and integrated programs
Put materials online, information vs. instructionWeb-based courseware, virtual classroom, and learning-facing LMS
Instructor and computer-based (CBT)Implement the LMS as administration platform
Evol
utio
n of
Cor
pora
te Le
arnin
gSource: Bersin & Associates. All Rights Reserved.
Training Industry Quarterly, Spring 2009
Indi
vidu
al
Comm
unit
yO
rgan
izat
ion
Lear
n Abo
ut
Lear
n To
Do
Contin
uous
Impr
ovem
ent
Supp
ly > Pu
sh
Deman
d > Pu
ll
Collaborat
e
CollaborativeCulture
Students
Performers Com
mun
ity
Practice
Leaders
2.0 ...Learners
Con
tent
Contributors
Instructors
Traditional /Formal
Cou
rse
Collaborate
Innov
ate
Push Pu
ll
Bend
TwistShap
e
Merge
Grow
InteractLearn
Share
Perfo
rm
Evol
utio
n of
Cor
pora
te P
erfo
rman
ce
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Exercise- Draw your current state
11
10
30
20
40
50
60
70
80
100
90
Energy/Focus Current Example
ILT 40%
eLearning 30%
Performance Support 15%
LMS (sys mgmt) 10%
Social Learning 5%
Total 100%
ILT
eLearning
LMS (sys mgmt)Social Learning
PerformanceSupport
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The New Term
Collaborative Performance™
12
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Collaborative Performance
13
Collaborative Performance™
Collaborative = working togetherPerformance = measurable business results
“aligned and coordinated efforts to produce valued output, emanating from a collaborative culture to spur
continuous improvement and maintain transparent work processes.”
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FAQs
14
The RWD Clarity Framework™
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FAQs
15
Community Opportunities
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• Formal/informal help• In context• Persistent• Optional participation• Transparent knowledge creation
PCCTraits
16
Process Centered Collaboration (PCC)
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17
PCC Examples
ProcessIntegrity
PeopleReadiness
Interpretations
Tips&
Tricks
Workarounds
Advice
Examples
Status
PCC
SubmitProposal
step
FAQs Stories
• trigger• step• decision• outcome• hand-off• role• interface• business entity• geography
PCCcollaboration
points
salesforce.com
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Best Practice
LessonsLearned Continuous
Improvement
CoP
BenchmarkingReporting
18
Community of Practice
Implement Vision
Steer Policy
ProcessIntegrity
OrganizationalContext
• Business driver• Measurable objective• Work process-related• Common focus
across organizational boundaries
CoPTraits
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PeopleReadiness
OrganizationalContext
CoIDiscovery
Relationships
Mutual Interest
Motivation
• Interest-based• Common focus• Benefit to individual/community• Optional participation
CoITraits
19
Community of Interest
Skills Expertise
Credibility
User Guide
VERSION 2.1
This device complies with Part 15 of the FCC Rules. Operation is subject to the
following two conditions: (1) this device may not cause harmful interference, and (2)
this device must accept any interference received, including interference that may
cause undesired operation.
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Training, Best
Practice
Tips, FAQs
20
Collaborative Culture
A Collaborative Culture exists when ambient and structured communications are proactively connected.
Policy, SOP
Mission, Vision
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Exercise- Draw your future state
21
ILT
eLearning
LMS (sys mgmt)Social Learning
PerformanceSupport
Energy/Focus Future Example
ILT 40%
eLearning 30%
Performance Support 15%
LMS (sys mgmt) 10%
Social Learning 5%
Total 100%
10
30
20
40
50
60
70
80
100
90
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Community Manager – the new role
22
Dawn Foster
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Quotes from those serving in the role...
23
• CM is not a 9-5 job, it is a very time-consuming job and the results are not always tangible and visible.
• The role changes as the needs of the community change.
• Online communities do not manage themselves.
• Communities often don’t grow the way they are planned and may be taken over by a sub-group.
• The CM can bridge the gap between those inside and outside the organization.
• The CM doesn’t fit into any single departmental silo – the role is similar to ombudsman.
• Communities do not want to be managed, they want to be nurtured.
• There is a dynamic tension in communities: control versus member empowerment (experienced CM’s seem to be at ease with loss of control).
• The launch phase requires a small group that is passionate and “transacting” a lot.
• Building community is not about collecting as many people as possible.
• Building community means giving up control.
Compiled by Harold Jarche, The Community Manager: enabling knowledge flows.
Official Community Manager Mug
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Does Technology Matter?
24
• Knowledge workers spend 40% of their time looking for information. • Many of them ask the person in the next cubicle.
(Jay Cross 2007)
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Technology Steward
25
Etienne Wenger, Nancy White, and John D. Smith, Digital Habitats: stewarding technology for communities (Portland, OR: CPsquare, 2009). ISBN: 9780982503607.
Technology stewards are people with enough experience of the workings of a community to understand its technology needs, and enough experience with or interest in technology to take leadership addressing those needs. Stewarding typically includes selecting and configuring technology, as well as supporting its use in the practice of the community.
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The Pay Off
26
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CLOs as Vanguard Leaders
27
CLO
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CLOs as Vanguard Leaders
28
Communicate, Communicate, Communicate
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CLOs as Vanguard Leaders
29
Become the Community Builder
•Hand pick and groom respected opinion leaders for pilots•Create CoP Builder Community•Benchmark/collaborate beyond your firewall
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CLOs as Vanguard Leaders
30
Embrace User Generated Content (UGC)•Contests•Recognition•Rewards•Goals & Objectives
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CLOs as Vanguard Leaders
31
Manage Top-Down Participation, Guidance, Dissent
•Craft a story, create a success• Engage ALL stakeholders• Lead policy and
communication efforts•Make “community-based
feedback” welcome
Leading cause of failure islack of top-down participation,
usually due to fear or misunderstanding.
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CLOs as Vanguard Leaders
32
Enable Process Centered Collaboration:What’s in the workflow is what gets used• Survey existing practices - may already be happening• Empower through technology and advertising• Leverage grassroots momentum as pilot (without stifling) •Dovetail with training initiatives - make it part of the curriculum/toolset
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Questions
33
Eric [email protected]
410.869.1000http://www.linkedin.com/in/ejbruner
@ejbruner
Butler [email protected]
410.869.1000http://www.linkedin.com/pub/butler-newman/0/210/177