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Leading by Example:Social Technologies and ASTD Chapter Practices <br />David Wilkins<br />VP of Research<br />Session #S202<br />

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SHOUT OUT TIME!<br />What social media do you personally use?<br />Twitter? Blogs? Wikis? Microblogs? <br />Do you create?<br />Do you comment?<br />Do you consume?<br />

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SHOUT OUT TIME!<br />How do you define Social Learning?<br />What are you doing on this front?<br />In your L&D role?<br />In your Chapter?<br />

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Hubs and Spokes or Lots of HUBS?<br />YouTube<br />Facebook<br />Twitter<br />SlideShare<br />Blog<br />Content-centric<br />

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Hubs and Spokes or Lots of HUBS?<br />YouTube<br />Facebook<br />Twitter<br />SlideShare<br />Blog<br />People-centric<br />

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Step 1Understand your Needs<br />

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The changing nature of work<br />Jay Cross & Harold Jarche<br />http://www.togetherlearn.com/wordpress/2009/02/20/the-future-of-the-training-department/<br />

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A new model to describe Corp. Learning?<br />Emergent, Collaborative, Codified<br />Structured, planned, known<br />Organizational best practices<br />Regulatory, compliance, certifications<br />Policies, procedures, official knowledge<br />Management recognized experts<br />“How do we make widgets exactly the same way every time?”<br />Expertise in the field<br />Geographically distributed knowledge<br />Common job roles, problems, opptys<br />Team-driven best practices<br />Socially validated experts<br />“How do we streamline widget process?” <br />Unstructured, unplanned, unknown<br />Emerging best practices, ideas<br />Best practices from principles, theory<br />Ad-hoc assembled teams <br />Experts by reputation, outcomes<br />“Let’s make Widgets 2.0!”<br />The Social Enterprise Blog<br />

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Emergent Initiatives<br />To what extent will your business or initiative be dependent on the creation of new ideas, new processes, new products, or new services to drive key performance indicators?<br />How much of your team’s intellectual effort will be expended in solving novel challenges or problems? <br />How much of your team’s intellectual effort will be spent creating new solutions to existing problems or new problems? <br />What percentage of your team’s best practices will need to be based on principles and theory (as opposed to concrete steps and rote processes)? <br />What percentage of your best practices will emerge “from the trenches”? <br />To what extent will you need to rely on knowledge sharing among diverse groups either within or outside the company walls to drive key performance indicators?<br />When you think about a core contributor on your team, how much of his or her expertise is a result of superior synthesis, invention, or sense-making sorts of skills? <br />For the majority of your core initiatives, how important is a diversity of perspective or expertise in achieving your project goals or key performance indicators?<br />In terms of succession planning and talent identification, what percentage of your existing “experts” and leaders were identified because of the admiration and esteem of peers? <br />How often do coordination and issue resolution happen through the ad hoc assembly of networked teams or individuals (versus through formal hierarchies)?<br />Emergent Initiative or Community<br />

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Codified Initiatives<br />Codified Initiatives<br />To what extent will your business or initiative dependent on the efficient execution of known best practices or processes to drive key performance indicators?<br />How much of your team’s intellectual effort will be spent training on known best practices and processes? <br />How much of your team’s intellectual effort will be expended in ensuring adherence to known best practices or processes? <br />What percentage of your team’s best practices will need to be based on established steps and rote processes? <br />What percentage of your best practices will emerge “from on high” – SME’s, senior leaders, compliance officers etc…? <br />To what extent will you rely on efficient execution of homogenous, geographically co-located teams to drive key performance indicators? <br />When you think about a core contributor on your team, how much of his or her value is a result of the correct application of accepted processes, rules, or physically repetitive actions? <br />For the majority of your core initiatives, how important are a shared perspective and acceptance of authority in driving key performance indicators? <br />In terms of succession planning and talent identification, what percentage of your existing “experts” and leaders were identified through longevity, established metrics, or manager opinion? <br />How often does coordination and issue resolution happen through existing teams and formal hierarchies? <br />Codified Initiative or Community<br />

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Collaborative Initiatives<br />Collaborative Initiative or Community<br />To what extent will your business or initiative be dependent on collaboration to drive key performance indicators? (10%, 20% etc…) <br />How much of your team’s execution is dependent on specialized knowledge? <br />How much of your team’s execution is dependent on the sharing and coordination of distributed expertise? <br />How much of your team’s intellectual effort will be expended in collaborating to develop known best practices or processes? <br />What percentage your best practices and domain expertise are known in “pockets” organized by geography, shared interest, or network affiliations?<br />What percentage of your best practices will emerge “from group consensus”? <br />To what extent is your team organized around common job roles and functions? (Retail or early childhood education would be 90% or more - identical job roles in multiple physical locations.)<br />What percentage of the problems faced by your team members are likely faced by other team members in identical job roles? <br />When you think about a core contributor on your team, how much of his or her value and influence is a result socially recognized expertise? <br />To what extent are key performance indicators driven by socially-validated domain knowledge? <br />

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Typing your learning needs<br />ECCO Needs Assessment<br />Emergent, Collaborative, Codified<br />

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“Real World” Learning<br />

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Evolving needs over time<br />Merger<br />Price Pressure<br />2011<br />2012<br />2013<br />2014<br />2015<br />2016<br />You can’t know what you will need in two years…<br />You need adaptive solution where you can tailor the mix.<br />Flexibility, configurability must be key considerations…<br />

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Exercise #1: Type Your CHAPTER Needs<br />

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Possible Interventions<br />

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Exercise #2: Consider Possible interventions<br />Why would you use discussion over a wiki?<br />Why a micro-sharing tool over a discussion?<br />Why a video sharing model over a blog?<br />Why comments instead of ratings and reviews?<br />When does anonymity matter?<br />Etc…<br />

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Step 2Understand your participants<br />

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Participants<br />Who are your participants ?<br />Employees? Consultants? Job seekers?<br />CLO or VPs or rank and file?<br />Who are their audiences: internal, external, both?<br />Fixed or mobile contributions? Consumption? Collaboration?<br />Which is more important to them?<br /> Quality or timeliness? Quality or scale?<br />Experience with technology, social technology?<br />What problems are they trying to solve?<br />Industry? <br />

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SOME Scenarios<br />

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Exercise #3 (Group): Be a “social” Consultant<br />Scenario 1<br /><ul><li>Workers with specialized expertise on deep, complex and ever-changing subjects all around the country or even the world

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Performance is not consistent; pockets of expertise lead to great outcomes in certain scenarios, but not others; weaknesses are strengths in different regions

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How do you normalize and then accelerate group performance?</li></ul>Example Industries<br />Franchises<br />Associations<br />Retail chains or hospitality chains<br />Any globally distributed manufacturing or mining company<br />

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Problem<br />Results<br />Background<br />Geographically dispersed expertise<br />Specialized products and product knowledge across a huge inventory<br />Common roles, common needs but no way to capture knowledge<br />Constant change and new info sometimes daily<br />Independent owners<br />500% ROI in under 6 months<br />Weekly and daily use of the system<br />Documentation of common issues at marginal cost<br />Documentation of specialized knowledge at marginal cost<br />Culture of sharing<br />All 4400 Ace stores are independently owned and operated by local entrepreneurs, hard-working, passionate business owners who are involved with and, many times, reside in the communities where their stores are. There's a good chance you'll see your local Ace store owner at the grocery store or Little League game.<br />Hey wait a second! That sounds like ASTD. Yeah, crazy right?<br />

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Exercise #2 (Group): Be a “social” Consultant<br />Scenario 2<br /><ul><li>You are in charge of sales training and education.

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Your sales team needs more information about competitors: how they pitch, how they price, weaknesses, strengths…

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Organization doesn’t have the resources to do a deep dive on all of these competitors either initially or on an on-going basis

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How do you meet the sales team’s needs?</li></ul>Example Industries<br />Any of them – who doesn’t have competitors?<br />

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Problem<br />Results<br />Background<br />Huge growth mode – 200+ branches in under two years<br />Needed to capture knowledge of competitors that was shared by clients<br />Need to capture & share best practices in a state of constant flux<br />Standard training & communication wouldn’t work<br />Weekly and daily use of the system<br />Documentation of common issues at marginal cost<br />Documentation of specialized knowledge at marginal cost<br />Faster distribution of key information<br />Culture of sharing & SN<br />For more than 25 years, Scottrade has been a leader in the stock brokerage industry. A leader in technology, a leader in customer service and a leader in value. Today at Scottrade, investors have the stock trading tools and services they need to take control of their investing needs. <br />Hey wait a second! That sounds like ASTD too. Weird, huh?<br />

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Things to think about...<br /><ul><li>Is this different than the Ace Hardware example?

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Is this knowledge management?

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If a trainer compiled this same information and delivered it in a course each month with a quiz at the end, does that change who owns it?

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What if the training group mentored the sales folks on how best to present what they know?

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What if the training group did a weekly lunch and learn summarizing the latest updates?

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How many of the silos between training, knowledge management, document management etc… arepurely in our heads?</li></li></ul><li>Exercise #2 (Group): Be a “social” Consultant<br />Scenario 3<br /><ul><li>You are about to roll out a new corp initiative – software, policy, procedure, product

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You need folks to be productive and competent with the new whatever on day 1, and over time you need them to develop proficiency and efficiency</li></ul>Example Industries? All of them<br />

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One generic example: software rollout<br />Corp Comm<br />Instructor-ledWBT training<br />Go Live<br />…and “the end”<br />Pre-work<br />

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One generic example: software rollout<br />Corp Comm<br />Instructor-ledWBT training<br />New Best Practices<br />Go Live<br />Pre-work<br />DiscussionRatingsReviews<br />

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One generic example: software rollout<br />Corp Comm<br />Instructor-ledWBT training<br />New Best Practices<br />Instructor-ledVirtual ClassroomWBT<br />Go Live<br />Pre-work<br />DiscussionRatingsReviews<br />Corp CommUpdatesNew informationFAQ’s<br />

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One generic example: software rollout<br />Blog Posts<br />Twitter<br />Video<br />Advertorials<br />Brown Bags<br />Contests<br />Ask an Expert<br />…<br />Courses<br />Simulations<br />Blogs<br />Surveys<br />Assessments<br />Links<br />Games<br />…<br />Simulations<br />Games<br />Courses<br />ILT<br />VILT<br />Curriculum<br />Assessment<br />Certification<br />…<br />Discussion<br />Ratings<br />Reviews<br />Ask an Expert<br />FAQ<br />Blogs<br />Comments<br />CoP<br />Chat<br />Microblogging<br />…<br />Idea sharing<br />Discussions<br />Wikis<br />Blogs<br />Comments<br />Brown Bags<br />…<br />Blogs<br />FAQ’s<br />Discussions<br />Email (Gasp!)<br />Microblogging<br />…<br />Simulations<br />Games<br />Courses<br />ILT<br />VILT<br />Curriculum<br />Assessment<br />Certification<br />…<br />Corp Comm<br />Instructor-ledWBT training<br />New Best Practices<br />Instructor-ledVirtual ClassroomWBT<br />Go Live<br />Pre-work<br />DiscussionRatingsReviews<br />Corp CommUpdatesNew informationFAQ’s<br />

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Chapter Version of This scenario<br />Blog Posts<br />Twitter<br />Video<br />Advertorials<br />Brown Bags<br />Contests<br />Ask an Expert<br />…<br />Courses<br />Simulations<br />Blogs<br />Surveys<br />Assessments<br />Links<br />Games<br />…<br />ILT<br />VILT<br />Discussion<br />Ratings<br />Reviews<br />Ask an Expert<br />FAQ<br />Blogs<br />Comments<br />CoP<br />Chat<br />Microblogging<br />…<br />Idea sharing<br />Discussions<br />Wikis<br />Blogs<br />Comments<br />Brown Bags<br />…<br />Blogs<br />FAQ’s<br />Discussions<br />Email (Gasp!)<br />Microblogging<br />…<br />ILTVILT<br />MarCom<br />ChapterEvent<br />New Best Practices<br />Chapter Event<br />Go Live<br />Pre-work<br />DiscussionRatingsReviews<br />MarCom<br />Updates<br />

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Training never linear; always a Loop<br />

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Events = Community of Practice<br />Questions are:<br />How do you tailor the mix of activities to meet needs of your participants?<br />How do you sustain dialog between events?<br />How do you energize your participants to be more involved?<br />How do you grow you membership over time?<br />Events = backbone for more engagement<br />Twitter chat after the event?<br />Blog carnival about the topic?<br />Wiki barn-building activities or equivalent<br />

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Step 3Think Through the Big Picture<br />

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Social Stuff that doesn’t get enough attention<br />Moderation<br />Pre-seeding information<br />Facilitating / Party hostess<br />Launch activities<br />Barn building<br />Self-efficacy and training<br />Community Management<br />Programming<br />Spokes and hubs<br />Reward, recognition, badges<br />

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Exercise #5 - Social learning for social learning<br />The name of at least 10 personal contacts in China, India, Brazil, and Australia.<br />The name of the guy in the original Numa Numa video.<br />The mathematical formula for Acceleration.<br />The name of at least 10 people in the workshop with an advanced degree in something other than learning.<br />The names of at least 30 non-profit companies using Twitter.<br />The average number of IT systems in use in the average US company in 2009 vs 1999.<br />The Top 5 objections to Social Learning.<br />The number of US companies who have a Wiki in-house.<br />The average age of a Twitter user.<br />Three people in the room who has a unique and specialized qualification or achievement: licensed pilot or boat captain, black belt, Olympic medal…<br />An authoritative list of companies using Social Media as a learning tool.<br />The definitive cost of Obama’s health care plan on the average tax payer.<br />The Top 5 instructional design books of all time.<br />

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Exercise #5 Debrief<br />Organization?<br />Coordination? Linear or parallel?<br />Ownership?<br />Self-efficacy?<br />Question types?<br />Source authority, reputation<br />Known and true vs. opinion and consensus<br />Gated, high value info vs. free info<br />Guidance vs. complete freedom<br />

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SHOUT OUT TIME!<br />What is gamification?<br />What isn’t gamification?<br />How would begin with a gamification effort?<br />Anyone do anything like this yet?<br />

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Elements of a GAME<br />Competition<br />Cooperation<br />Reward and progress<br />Instant feedback<br />Replay-ability<br />Control and mastery<br />Randomness<br />Rules and limiting conditions<br /><ul><li>Contests within a Chapter?

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Contests between Chapters?

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Contests related to

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content creation?

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quality of content shared?

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# of members referred?</li></li></ul><li>What is your RoLe?<br />

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New questions we need to ask…<br /><ul><li>When do we need to “get out of the way?”

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When does scale trump accuracy?

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When does speed trump accuracy?

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When does “correct and verified” actually result in “inaccurate and no longer valid”?

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When do connections and collective wisdom trump individual expertise?

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Where, how, and when is learning happening in the org or within the extended enterprise?

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What role do we play in all of this?

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What role should we play?

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What role do you want to play?</li></li></ul><li>What skills / competencies / Expertise do we need?<br /><ul><li>HPT Experience, Knowledge Management, EPSS, Help Systems

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Information topologies, experience with taxonomy & folksonomy

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Network theory – strong, weak and potential ties; network effects

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Long tail search concepts; Wisdom of Crowds concepts

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Experience or understanding of “new school” moderation practices

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Facilitation, trust, self-efficacy, team-building, authenticity

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Reward and recognition models, intrinsic vs extrinsic rewards and motivation

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Community management and community building

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Consensus building, ability to drive a vision and change management</li></li></ul><li>Are you the pipe or the plumber?<br />43<br />Be a plumber in your Chapter Leader role…<br />Infrastructure for group sharing trumps content delivery.<br />

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Questions<br />Contact<br />dwilkins@taleo.com<br />@dwilkinsnh on Twitter<br />dwilkinsnh on LinkedIn<br />http://www.taleo.com/talent-management-blog/<br />