Contenu connexe Similaire à Enterprise Collaboration: Can You Connect Social Learning and Business Performance? (20) Plus de Human Capital Media (20) Enterprise Collaboration: Can You Connect Social Learning and Business Performance?1. Enterprise
Collaboration:
?
Can you connect
social
learning
and
business
performance?
Eric Bruner & Butler Newman
April 2010
2. What’s wrong with Social?
Social
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3. What’s wrong with Media?
Media
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4. I’m eating a sandwich now...
40%
38%
9%
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5. Story of the Lost iPod
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7. Happy Ending for Lost iPod
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10. Shift Underway for Learning and Organizations
pe
ha
Tw
S
er d
ce
ist ab rn
n
M Ben
C
pr inu tio
m
an
ge
ol Le ct
In
r
fo
l a
a
rm
te
em us
r
Co niz
t
ov o
ra
Pe
en
or
fo
a
at
e
r
rg
Im nt
e t
tice
Pe
ll
e
ar va
In sh
Pu
O
Prac ers
G
Pu
Sh no
ro
te
Lead
w
ra
po
Collaborative
Do y
or
ity
t
n T uni
fC
Pe Culture
mun
rfo
m
no
o
m
rm
Com
Co
er
tio
ar
ors s
Le
t
olu
Con tribu ate
ing
r
Ev
bo
n
ll a
ar
ent
2.0 ... Co
al
Collaborative, Talent-Driven Learning
Le
Le
du
Cont
ut
ar Formalize informal learning
e
vi
bo
ne
at
Collaboration and talent management by design
di
nA
rs
r
ll
In
po
ors Blended and Informal Learning
Pu
ar
ruct
Le
r
st d> Mixing all forms of media with informal learning
Co
In n Learning on-demand and integrated programs
a
em
of
Traditional / D The E-Learning Era
se
n
Formal Put materials online, information vs. instruction
io
r
Cou
Web-based courseware, virtual classroom, and learning-facing LMS
ut
s h
St
Pu
ol
Traditional and Computer-Assisted Training
ud
Ev
>
en
ply Instructor and computer-based (CBT)
ts
p Implement the LMS as administration platform
Su Source: Bersin & Associates. All Rights Reserved.
Training Industry Quarterly, Spring 2009
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11. Exercise- Draw your current state
100
90
ILT Energy/Focus
ILT
Current Example
40%
80 eLearning 30%
Performance Support 15%
70 LMS (sys mgmt) 10%
60 Social Learning 5%
50 Total 100%
40
Performance 30
20 eLearning
Support 10
Social Learning LMS (sys mgmt)
Solutions That Perform™
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12. The New Term
Collaborative Performance™
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13. Collaborative Performance
Collaborative = working together
Performance = measurable business results
Collaborative Performance™
“aligned and coordinated efforts to produce valued output,
emanating from a collaborative culture to spur
continuous improvement and
maintain transparent work processes.”
Solutions That Perform™
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14. The RWD Clarity Framework™
FAQs
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15. Community Opportunities
FAQs
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16. Process Centered Collaboration (PCC)
PCC
Traits
• Formal/informal help
• In context
• Persistent
• Optional participation
• Transparent knowledge creation
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17. PCC Examples
PCC Interpretations
Workarounds
Status
Tips
& Submit
Proposal
Tricks Examples
Process
Integrity
step People
Readiness
Advice Stories
FAQs
PCC
collaboration
points
• trigger
• step
• decision
• outcome
• hand-off
• role
• interface
• business entity salesforce.com
• geography
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18. Community of Practice
CoP
Traits
• Business driver
• Measurable objective
CoP
• Work process-related
• Common focus
across organizational
boundaries
Process
Integrity Lessons
Learned Continuous
Best Practice
Improvement
Benchmarking
Reporting
Implement Vision
Steer Policy
Organizational
Context
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19. Community of Interest
CoI
Traits
• Interest-based
• Common focus
• Benefit to individual/community
• Optional participation
People
Readiness
r Gu
ide
Use ON 2.1
Skills Expertise
SI
VER
Motivation
to the (2)
Discovery
Relationships
ject
is sub ence, and y
eration interfer that ma
es. Op harmful rference
C Rul se inte
the FC y not cau uding
CoI
15 of ma d, incl
Part device
with receive
plies this ence
com ns: (1) interfer
device conditioept any
This two
wing must acc ration.
follo
device esired ope
this und
cause
Credibility
Mutual Interest
Organizational
Context
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20. Collaborative Culture
A Collaborative Culture exists when ambient and
structured communications are proactively connected.
Training,
Best
Practice
Mission,
Vision
Tips,
FAQs Policy,
SOP
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21. Exercise- Draw your future state
100
90
ILT Energy/Focus
ILT
Future Example
40%
80 eLearning 30%
Performance Support 15%
70 LMS (sys mgmt) 10%
60 Social Learning 5%
50 Total 100%
40
Performance 30
20 eLearning
Support 10
Social Learning LMS (sys mgmt)
Solutions That Perform™
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22. Community Manager – the new role
Dawn Foster
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23. Quotes from those serving in the role...
• 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).
Official Community
• The launch phase requires a small group that is passionate and “transacting” a lot. Manager Mug
• 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.
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24. Does Technology Matter?
• 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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25. Technology stewards are people with enough experience of the workings of a
community to understand its technology needs, and enough experience with
Technology Steward 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.
Etienne Wenger, Nancy White, and John D. Smith, Digital Habitats: stewarding
technology for communities (Portland, OR: CPsquare, 2009). ISBN: 9780982503607.
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26. The Pay Off
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27. CLOs as Vanguard Leaders
CLO
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28. CLOs as Vanguard Leaders
Communicate, Communicate, Communicate
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29. CLOs as Vanguard Leaders
Become the Community Builder
• Hand pick and groom respected opinion leaders for pilots
• Create CoP Builder Community
• Benchmark/collaborate beyond your firewall
Solutions That Perform™
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30. CLOs as Vanguard Leaders
Embrace User Generated Content (UGC)
• Contests
• Recognition
• Rewards
• Goals & Objectives
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31. CLOs as Vanguard Leaders
Manage Top-Down
Participation, Leading cause of failure is
Guidance, lack of top-down participation,
usually due to fear or misunderstanding.
Dissent
• Craft a story, create a success
• Engage ALL stakeholders
• Lead policy and
communication efforts
• Make “community-based
feedback” welcome
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32. CLOs as Vanguard Leaders
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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33. Questions
Eric Bruner Butler Newman
ebruner@rwd.com bnewman@rwd.com
410.869.1000 410.869.1000
http://www.linkedin.com/in/ejbruner http://www.linkedin.com/pub/butler-newman/0/210/177
@ejbruner
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