I’d planned to begin posting my thoughts about how this Unmanagement/Stoos business impacts the administration and operation of corporate training. My friend Dawn Paulos at Xyleme beat me to the punch.

Today, the expectations of learners are much different than they were only a few years ago. Much of what is currently rolled up monolithic, one-size-fits-all courses must give way to small but relevant content updated and delivered continuously to learners based on their individual profiles or needs. In other words, learning needs to go Agile.

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There was a most interesting thread on Twitter today. Bert van Lamoen (@transarchitect) in a series of tweets, said [paraphrasing several]: “Senge’s five disciplines provided instant utility for learning to organizations in 1990, yet learning organizations remain rare to this day. Hierarchy kills all learning. Our social systems are not designed to cope with complexity. Organizational learning is fundamental change. Today’s organization is not fit for organizational learning. Therefore, we need total redesign. Social and transformational architecture encompasses complexity and emergent change.” Read more →

Ten days ago I flew to Switzerland for a mountaintop retreat with twenty thought leaders from around the world to ponder better ways to manage organizations.

On the flight over, I watched the film Inside Job, a documentary about the shenanigans that led to the financial meltdown fueled by the subprime mortgage bubble. The movie’s incendiary. There are lots of bad apples out there: self-serving financial engineers, ratings agencies, regulators, bankers, and more. Guilty, guilty, guilty.

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Here’s shorthand for a dozen ways workers and managers in the 21st century can prosper: Read more →