Showing posts with label education. Show all posts
Showing posts with label education. Show all posts

Thursday, March 1, 2012

EDGEX 2012: About Disruptive Education

This sentence from Stephen Downes post A World to Change best exemplifies one of the key drivers behind a conference like EDGEX2012: We need to move beyond the idea that an education is something that is provided for us, and toward the idea that an education is something that we create for ourselves.

With EDGEX2012 coming up just round the corner, I must say that I am super excited. It’s getting a bit difficult to focus on my daily work, the BAU stuff and not wander off in my head to the conference. Thanks to Viplav Baxi, we finally have speakers and thought leaders like Stephen Downes, Jay Cross, Clark Quinn, Dave Cormier, et al. coming together in a conference in India.

But I am jumping ahead as usual. I wanted this to be a blog post on what the conference is and why I think all educators—teachers, CLOs, L&D consultants, policy makers and policy breakers, and anyone who has anything to do with enabling others to build capability—should attend. If you believe that the current education system is failing us, is no longer sustainable, is neither fair nor equitable, then this is the conference for you. If you have ever been inspired by the writings of Paulo Freire (Pedagogy of the Oppressed, Pedagogy of Hope), then this conference is for you. It is about disruptive education. About freeing education from the shackles of a building (call it school, college, what you will) and democratizing it. It’s about handing power back to the learners and creating the environment for learning to happen. And it will. We have experiments like the Hole in the Wall by Sugata Mitra to prove us right. 

The Connectivism and Connective Knowledge MOOC (massive open online course) that Downes, Siemens and Cormier started in 2008 exemplifies networked learning, and the transformative impact of technology on learning. Most importantly, it does not have a “fixed body of knowledge” that learners need to go through. “Rather, the learning in the course results from the activities you undertake, and will be different for each person.” And this is the fundamental, quintessential personalized learning taking place on a massive scale year after year. I had joined the MOOC in 2010 for the first time. Since then, I have been a sporadic visitor to the MOOC and have always found nuggets of learning that suited my need at the moment. It empowers you—the learner—to architect your own learning. 

Closely aligned to this, we have Jay Cross—the proponent of Informal Learning. At a time when organizations were investing in formal, top down training programs, a vestige of the Industrial Era and Taylorist ideas of productivity improvement, Cross, Marcia Conner and a few others were busy advocating informal learning, workscaping, the power of social tools and the importance of building one’s personal learning network. I find this coming together of the different strands that constitute how we learn and perceive and make sense of the world today in a single conference quite remarkable. 

The conference also has speakers like Grainne Conole, Martin Weller, Les Foltos, Douglas Lynch and others. And the overarching themes are:
  1. Informal Learning, Communities of Practice, Connectivism
  2. Personal Learning Environments, Open Distributed
  3. Learning, Net Pedagogy, Learning “Design” in a 2.0 world
  4. Learning Analytics, Ubiquitous learning
  5. MOOCs, OER University, Stanford AI
  6. Role of teachers and coaching in an open distributed learning environment
  7. New forms of assessments
There are resources here for those keen to know more about connectivism, learnscapes, communities of practices, open design, social network analysis and more.

Saturday, September 25, 2010

27 Books for L&D Folks...



I have listed down a few books that have shaped my thinking over the last one year. I believe they are all very essential reads for today’s learning and development folks. They are not predominantly directly related to learning or instructional design or theory (except for one or two); however, they all helped me to see the larger picture, to understand where workplace learning and training fits in, and why and where change is needed. There are many more that can be added to the list but I will keep that for another post…You can see some of them in the picture of my bookshelf above...
Some of the might seem out of place in a list for L&D folks, but I think it is important to read around a subject to understand the context, and the emerging patterns...

 Sr. #
Subject
Title
Author
1
Instructional Design
Richard Mayer
2
Workplace Learning

Peter Senge
3
Workplace Learning

Jay Cross
4
Workplace learning
The Working Smarter Fieldbook
Jay Cross
5
Workplace Learning/Training

Jane Bozarth
6
Knowledge Management
Etienne Wegner, et al.
7
Knowledge Management/Workplace learning/Innovation/Business
Morten Hansen
8
Design/Presentation

Garr Reynolds
9
Training/Performance Management/HPT

Allison Rossett
10
Design/Communication/Business/Presentation
Dan Roam
11
Communication/Presentation/Business
Dan and Chip Heath
12
Change management/Communication/Self management/Innovation
Dan and Chip Heath
13
Self management/Change/innovation
Seth Godin
14
Management/Innovation/21st C thinking
Gary Hamel
15
Marketing/Communication/Innovation/

16
Motivation/Change management/Innovation/Performance Management
Daniel Pink
17
Philosophy/Psychology
Mihaly Csikszentmihalyi
18
Philosophy/Education/Motivation
Sir Ken Robinson
19
Philosophy/Psychology/Science
Ken Wilber
20
Web 2.0/SoMe/Collaboration/Workplace learning
Andrew McAfee
21
Collaboration
James Surowiecki
22
Innovation/Management/Creativity
W. Chan Kim and Renée Mauborgne
23
Creativity/Psychology
Howard Gardner
24
Creativity/Thinking/Mind Maps
Tony Buzan
25
Network/Web 2.0
Clay Shirky
26
Network/Web 2.0
Clay Shirky
 27
 Economics/Innovation
 Nassim Taleb
 


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Thursday, September 23, 2010

Building learning organizations require a paradigm shift!

We are in the performance business, not the knowledge-gain business. The learning leaders who understand the difference are the ones who succeed.
1. Lead with a performance strategy, not a learning strategy. For far too long we have designed learning approaches to every problem. When a business unit approaches us with a new learning issue, be it technology- or business skill-based, we immediately begin thinking of ways that fall back on traditional approaches such as the classroom, be it virtual or bricks-and-mortar, and e-learning. What if we first considered strategies that enabled knowledge gain, sharing and maintenance in the workplace and then backfilled with the appropriate training to support the gaps that remained?

The above is an excerpt from the article Selling Up, Selling Down by Bob Mosher. He goes straight to the point by emphasizing a need for performance-focused training instead of a knowledge focused one. He also stresses the importance of:
1. Building learning tools that both support and teach.
2. Fostering understanding of performance strategy with front-line managers. 
 

This article reminded me of Harold Jarche's post, You need the right lever to move an organization. He summarizes Klaus Wittkuhn article on Performance Improvement and writes:

A key concept in the article is that you cannot engineer human performance. Human performance is an emergent property of an organization, and is affected by multiple variables. Therefore Witthuhn suggests to first address the “Steering Elements”. These “ensure that the right product is delivered at the right time to the right place”, and include – Management, Customer Feedback, Consequences, Expectations and Feedback. Once the steering elements have been addressed, then look at the “Enabling Elements” – Management (again), Design, Resources and Support.
Only after the steering and enabling elements (the non-human factors) have been aligned, should we look at work performance. The rationale here is that it is only within an optimized system that we can expect optimal human performance.

Both the ideas, I felt, are closely linked. Just as it is futile to training learners for the sake of learning, it is equally futile to train them if the conditions are not conducive to performance. To build a "learning organization", one that can hope to survive the flux of the future, much more is needed. It will require a mental overhaul on the part of the strategic decision makers and probably a re-hauling of the reward system in an organization.

The mismatch, I believe, happens at least at two levels.

  1. ~The training does not map to the actual performance need and hence does not show result.
  2. ~The context of the performance is not conducive.

The line managers/supervisors responsible for "getting the job done" are not rewarded for showing patience and sustaining learning. They are conditioned to respect the language of productivity, efficiency, resource management, output, and the like. Hence, any time spent away from the "actual" delivery work is effort wasted and not encouraged. OTOH, the employees required to show improvement in performance post a training session do need time to adapt to a new way of doing something. It is that initial extra time that all new approaches require before the sudden spike happens; once it happens, the effect is lasting. 


However, berated by their supervisors for wasting time, the employees soon slip back to the old ways of working with a "that training just didn't work"! attitude. Training gets a bad reputation. Supervisors continue to harass frustrated employees. Productivity remains the same or may dip. The management thinks of further cutting down training cost during the next budget (since it doesn't work anyways!). Training never gets a chance to speak. Frustration is rampant. In the meantime, employees turn to each other for support and to get their daily job done.


The training department and management needs to stretch training to the actual performance by "training" supervisors to support and sustain skill acquisition. Any learning will have a long-term impact only if applied, given the freedom to make errors, reflect, correct, and reapply...This can be expedited with support and mentoring; coaching and peer programming. The supervisors need to be introduced to tools they can use to sustain learning. They need to shift focus from "short term productivity" to long term skill acquisition. However, they also need support. 


Thus, supporting learning must be built into an organization's DNA, into its strategic plan, into its appraisal and feedback system, into the reward system. Leaders and supervisors also need to become mentors and teachers. And that can only happen when the organization undergoes a paradigm shift.

Quoting from Senge:

“Leader as teacher” is not about “teaching” people how to achieve their vision. It is about fostering learning, for everyone. Such leaders help people throughout the organization develop systemic understandings. Accepting this responsibility is the antidote to one of the most common downfalls of otherwise gifted teachers – losing their commitment to the truth. (Senge 1990: 356)
    
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Organizations as Communities — Part 2

Yesterday, in a Twitter conversation with Rachel Happe regarding the need for organizations to function as communities, I wrote the follow...