In an post this past spring, I opined that we do have to change. One obvious related question is what that change would look like. What would an effective L&D unit be doing, and what would the employee/manager/exec experience be? This is a longer topic, but here’re some initial thoughts that I really would welcome your thoughts on. Read more →
Author Archive for: clark
I’m convincing myself that as performance consultants assisting our organizations moving forward, we need to start thinking differently. And as an extreme version of this, let me start by saying we need to start thinking ‘social’ first. When we’re facing a performance problem in the organization, our first resort should be to ask: “would a social solution solve this”? Let me explain. Read more →
If you’re going to move towards the performance ecosystem, a technology-enabled workplace, where do you start? Partly it depends on where you’re at, as well as where you’re going, but it also likely depends on what type of org you are. While the longer term customization is very unique, I wondered if there were some meaningful categorizations. Read more →
I ranted a couple of weeks ago about how we need to move out of our complacency and make a positive change. As I sometimes do, I stumbled upon a diagram that characterizes the type of change I think we need to be considering.
The perspective riffs off of the concept of the relative value of formal versus informal learning methods shift as performers move from novice to expert. (And, as I’ve previously noted, what’s considered in/formal changes depending on if you’re the performer or designer.) And, too often, we tend to restrict our interventions to the formal side, yet there are lots of things we can be doing on the informal side. Read more →
In thinking about how organizations can ‘learn’, it strikes me that everyone needs to be simultaneously learning and teaching. How does that happen? I think it can be scaffolded, but it may also be an inherent trait. Read more →
The other meme from the retreat event last weekend was the notion of leadership for complexity. A few of us decided to workshop a topic around performance, leadership, and technology. We realized technology was only a means to an end, and the real issue was how to move organizations to optimal performance (e.g. the Coherent Organization).
We talked through how things are moving from complicated to complex (and how important it is to recognize the difference), and that organizations need to receive the wake-up call and start moving forward. Using the Cynefin model, the value will not come from the simple (which should be automated) nor the complicated (which can be outsourced), but from dealing with the complex (and chaotic). This won’t come from training and top down management. As I’ve said before, optimal execution will only be the cost of entry, and the differentiator (and hence the value) will be continual evaluation. And that comes from a creative and collaborative workforce. The issue really is to recognize the need to seize new directions, and then execute the change. Read more →
My ITA Colleague Jay Cross had a hangout over the weekend and the conversation rolled around to the role of L&D in the new era (related to yesterday’s post). I’ve previously addressed how we can now be using tech for more of the full suite of performance, but it occurred to me that there are some ways we could and should be thinking differently about the ways in which performance can be supported. And while these old:new lists are fun and sometimes overdone, and these may have been covered elsewhere by others, it seemed reasonable to go through a few that occurred to me. Read more →
From a conversation with my ITA colleagues, talking about the (self-imposed) death of L&D that Charles wrote about, Jane wondered what we might do if we were starting from scratch. I decided to take this on, thinking about an org that was already in operation, with it’s goals, processes, and practices, and what I might do if I were to come in and get it going (with the support of the executive team to do what I thought was right). Read more →