I’ve been using the tag ‘learning experience design strategy’ as a way to think about not taking the same old approaches of events über ales.  The fact of the matter is that we’ve quite a lot of models and resources to draw upon, and we need to rethink what we’re doing.

The problem is that it goes far beyond just a more enlightened instructional design, which of course we need.  We need to think of content architectures, blends between formal and informal, contextual awareness, cross-platform delivery, and more.  It involves technology systems, design processes, organizational change, and more.  We also need to focus on the bigger picture. Read more →

This is the second part of my response. See Part 1: Corporate Learning’s Focus.

Inspired by Jay Cross, Amanda Fenton asks how her Corporate Learning department could better meet the needs of employees. I think these are excellent questions and the answers form the basis of addressing how to integrate work and learning in the enterprise. Read more →

I’ve written a few postings recently (notably Social Learning doesn’t mean what you think it does) where I have tried to show how the fundamental changes in how businesses are operating, require a fundamental change in how the L&D function needs to view workplace learning.  I suggested this means a move from a “Command and Control” approach to an “Encourage and Engage” approach to Workplace Learning. Read more →

This post was prompted by a webinar I gave on behalf of Citrix/GoToWebinar on 6^th July 2011 and originally posted as a guest post on the Learning Pool blog. I’ve made a few changes to it here. Read more →

The amount of time, effort and money wasted on formal ILT training prior to rollout or upgrade of enterprise platforms (particularly ERM and CRM) and other new software systems is really quite amazing. Read more →

My problem with the formal models of instructional design (e.g. ADDIE for process), is that most are based upon a flawed premise.  The premise is that the world is predictable and understandable, so that we can capture the ‘right’ behavior and train it.  Which, I think, is a naive assumption, at least in this day and age. Read more →

for social learning to be successfully implemented in an organisation it is not just about adding in the new tools or platforms but also about acquiring a new mindset and new skillset for both learning professionals and individuals. Read more →

Time Matters

The sooner workers are productive, the larger their contribution to the organization. This makes time-to-performance, the amount of time required to begin performing at target levels, a vital metric. Here’s an example. Read more →

More Human Than Human

CLO magazine, June 2009
Column on Effectiveness, by Jay Cross

The future is people, not technology Read more →