Month: January 2012

Community lessons

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Here are some lessons I’ve learned about online learning communities that are developed in support of training and education:

  • A loose-knit online learning community can scale to many participants and remain effective.
  • Only a small percentage, ~ 10%, of members, will be active.
  • If facilitators can seed good topics and provide feedback, then conversations can flourish.
  • If you use a very gentle hand in controlling members/learners, some will become highly participative.
  • Design for after the formal course, using tools like social bookmarks, so that artifacts can be used for reference or performance support.
  • Create the role of “synthesizer” (could be the community manager or someone else) from the onset, who will summarize the previous week’s activities.
  • Keep the structure loose enough so that it can grow or change according to the needs of the community.

Red or Blue?

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Here are some of the insights and observations that were shared via Twitter this past week.

“If the structure does not permit dialogue the structure must be changed. ~ Paulo Freire” – via @surreallyno

“Learning is the human activity which least needs manipulation by others. ~ Ivan Illich” – via @IvanIllich2

@flowchainsensei – “Any organisation is screwed when it believes only certain privileged individuals can lead and/or manage.”

@melissapierce – “If you were a real rebel, you’d realize that anger is the trendiest emotion of all and you’d buck that trend with lusty immutable joy.”

@doctorjeff – “Next time a child comes at you with question after question – embrace it with a smile, for they chose … you.”

@umairh – “It’s no coincidence that “Davos” rhymes with “McFuture”.”

Yochai Benkler: Seven Lessons from SOPA/PIPA/Megauplaod and Four Proposals on Where We Go From Here – via @hreingold

Lesson 3: As the networked environment resists control, more of the flow of networked economy has to be sucked in to the enforcement vortex.

The Net is proving much harder to control than the industries anticipated when they got the Digital Millennium Copyright Act DMCA passed in 1998. In order to actually control materials on the Net, SOPA and PIPA tried to harness a range of technical, economic, and bureaucratic platforms, aimed to impede the functions of an ever-more-vaguely defined set of targets. Technical platforms included most prominently the DNS service and registrars and the search engines. Business platforms included payment systems and advertising systems. In order to achieve effective enforcement in a global digitally networked environment, Hollywood seems destined to try to draw an ever-larger set of platforms and actors into the risk of potential copyright and near-copyright liability.

When an enterprise moves to an organic, value-creating, diverse network, the training department has to join the fray. – by @jaycross

What did CLOs do with the insight that informal learning matters? Next to nothing. They left informal learning to chance. Even now, with the cost-effectiveness and responsiveness of informal learning pushing it to the top of CLO’s priority lists, most are taking baby steps if any steps at all. This is extremely disappointing. We who understand how people learn need to be at the vanguard of establishing social networks, expertise location, online communities, information streams, agile instructional design, help desks, federated content management, continuing reinforcement, peer development, and so on.

Homework: To Flip or to Toss? we read homework in class, discuss it in class, clarify and debate it in class — then briefly write about it at home – by @cburell

My current experiment involves not so much flipping homework as (almost) ending it. I’m using document-based lessons in which all reading and discussion is done in class, and the only homework is a reflective blog post about the day’s content on a team blog — which student team-members read and comment on with corrections, extensions, challenges, etc. I like this so far, for several reasons …

Sebastian Thrun: you can take the blue pill and go back to your classroom and lecture your 20 students, but I’ve taken the red pill (video) – via @downes

Confused or Strong Beliefs?

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Much of my work is in helping organizations prepare for increasingly creative and complex work because this is where the business value is, whether in offering differentiated services in a competitive market or in advancing scientific R&D. I have found that Dave Snowden’s Cynefyn framework has been helpful in my sense-making around this and Dave has recently advanced this model with a Work in Progress (WIP).

Complex, as defined by Cynefyn is a state in which the relationship between cause and effect can only be perceived in retrospect, but not in advance. The approach is to Probe – Sense – Respond in order to sense emergent practice.This is essentially the notion of perpetual Beta; constantly making probes of the environment, sensing what happens and developing next practices in view of the evidence. One cannot understand the environment until one probes it. Analysis is not enough.

Dave identifies  two danger areas in the complex domain, both of which I have seen in organizations: SB & Co:

Strong belief [SB] – Low/Medium convergence, low coherence

I’m not sure of the name here, but this is the domain of different factions with similar power resulted in a fractured and disjoined position. This is one of the issues that techniques such as SNS are designed to resolve; by allowing different groups to work in parallel with interaction, conflict can be resolved through action not dialogue.

Confused [Co] – Low convergence, low/medium coherence

We’ve got some structure in the need but we don’t even have factions fighting between the options. Individuals have needs but there is no clumping or links between those individuals. It’s a mess with few patterns or structures that we can do anything with.

When I was talking to HR Executives last year, the consensus around social media was that they knew their companies had to change but they did not know where to start: Confused. Many seemed to be waiting for a list of Best Practices, but we know from Cynefin that these are only suitable for the Simple domain.

Conversely I have seen requests for proposals developed by one or two departments in an organization, usually Purchasing & IT, for a workplace collaboration product/service that is highly detailed and constrained but does not reflect the real needs of the workers. Just ask an L&D department if they are satisfied with the technology that was ‘given’ to them to do their jobs: Strong Belief.

So how could you balance convergence and coherence in the complex domain in order to make decisions?

Adopting three principles for working smarter in networked organizations might be a start:

  1. Transparency
  2. Narration of Work
  3. Distribution of Power

I have found Value Network Analysis a good exercise to break down beliefs in the embedded hierarchy and visualize how value actually flows. This helps with transparency, as people can see the organization through a new lens.

The narration of work can bridge beliefs by exposing people daily to what other people are doing. It’s like walking a mile in someone else’s shoes, but  only 140 characters at a time.

Finally, if power is held by one group, let’s say Purchasing & IT, for all software acquisitions, then the end-users won’t even try to get involved in the process. I have seen many such departments resigned to the fact they will have to deal with another enterprise software implementation having had no say in the matter. Understanding the environment and building consensus are the real work of leaders in networks.

Internet Time Alliance Insights

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We can learn a lot from open conversations with trusted colleagues who want to improve their professional expertise. My colleagues have these conversations regularly and I have learned a lot over the past two years that we’ve been together.

A professional is anyone who does work that cannot be standardized easily and who continuously welcomes challenges at the cutting edge of his or her expertise. ~ David Williamson Shaffer

When we updated the Internet Time Alliance website last month, a major component that Paul designed was the integration of our best articles into a single database, called Insights. Every page now dynamically generates recommended readings and we keep adding articles, so that we now have over one hundred.

We have also just curated a number of our thoughts into a single presentation that shows our perspectives on workplace transformation. It’s like an extended business card from all of us.

ITA Insights 2012

Do you need to be managed?

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These days it’s more productive to think of organizations as organisms. Managers become stewards of the living. Their role is to energize people, empower teams, foster continuous improvement, develop competence, leverage collective knowledge, coach workers, encourage collaboration, remove barriers to progress, and get rid of obsolete practices.

Living systems thrive on values that go far beyond the machine era’s dogged pursuit of efficiency through control. Living systems are networks. Optimal networks run on such values as respect for people, trust, continuous learning, transparency, openness, engagement, integrity, and meaning. ~ Jay Cross

Do we really need managers? Is management as we currently practise it out of date for the networked era?

thoughts on public education

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Everything I know, I did not learn in kindergarten. I didn’t go to kindergarten. Perhaps that was good, as that was the year that my father died, and I still did not speak much English anyway. It could have made for a stressful year. No kindergarten meant I could start school a bit later and I think I was really ready when I entered that one-room schoolhouse which was probably the best learning environment I ever had.

There were only three of us in Grade One, so I was also able to listen to what was going on in the Second Grade, in the same row, just ahead of me. Recess and lunch were usually fun, with all ages playing games together. There were not enough students in any one grade to form a dominant group. I was later home-schooled by my mother who never had any formal education in English. This was my introduction to public education.

I went to university straight out of high school and did a standard four-year degree. I got a gentleman’s pass from the Royal Military College and then put my books away. What remains of my undergraduate education is not so much my knowledge of History as my fluency in French. It wasn’t the classes that helped me master the language, but the girl I met in Québec between first and second year. That was real informal learning, watching morning TV cartoons with her young niece, whose French wasn’t too much more advanced than mine. I was one of only a few of my classmates who achieved fluency from no ability at all on entry. Motivation was the critical part of my learning.

Thirteen years later I went to graduate school part-time, with a full-time job and a young family. I could not have done it without the support of my wife. I received a graduate degree in Education but my real education has been in the 14 years since. I have been learning mostly online, first by accessing all of the information available on the web that interested me and more recently by connecting to a worldwide network of people, most of whom I have not met face-to-face. This network now numbers in the thousands.

I have learned that it was a shotgun wedding between robber baron capitalists and progressives, who at the turn of the last century helped to create our public education system, with age-based cohorts, classrooms, bells, and a standardized curriculum. The capitalists needed workers who could read instructions, while progressives, like Moses Coady, founder of the Antigonish movement, felt it their mission to help society.

I have noticed with our boys now finishing up at school, that for the most part, the current system does not help them learn. If anything, it stops them from learning. One-size fits nobody, I call it. We were lucky, in that one or both of us parents could be at home during the day. Our boys could stay at home from time to time, such as the year one was frequently bullied — by the teacher. They knew they always had an option not to go to school. If I had to do it over again, I would pull our kids out of the system during middle school and let them become self-directed learners, later having them rejoin their friends in high school. Middle school was a needlessly stressful time for our family.

When I went to school, if a book was not available in the library system, in reality, it did not exist. Now my children can find and read most of what they need. The shift from scarcity to abundance of information is one of the many reasons we need educational reform. There can be no standard curriculum when everything is miscellaneous, as Cluetrain.com co-author Dave Weinberger says. Courses are artifacts of a time when information was scarce and connections were few. With ubiquitous computing, that time is over. Our children know that.
school train
I watch how our kids learn to play computer games. There is no rule book. The fun of the game is in figuring it out. This is always done collaboratively. Collaboration seems natural to this generation. While studying, Facebook is usually open and classmates send messages back and forth as they share in their learning. The whole notion of cheating may be gone in a generation.

I think this generation will be one of the last in the current system. I hope the next public education system is not another shotgun wedding, or a reaction to change, like charter schools can be. Actually, I hope that it’s not a system at all. It should be a network, like the Internet — open, with no centre, using only basic protocols and allowing for innovation at the edges. If we let our children design it, that is most likely what it would be like. It might look like Stockholm’s school without classrooms or something even more radical.

Walled Gardens

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Here are some of the insights and observations that were shared via Twitter this past week.

Quotable Moments:

“The only person who is educated is the one who has learned how to learn and change. ~ Carl Rogers” – via @timbuckteeth

“The most courageous act is still to think for yourself. Aloud. ~ Coco Chanel” – via @transarchitect

@flowchainsensei – “Projects” are no way to run a railway – or any other kind of business, for that matter.”

Audience question about IBM Connect during Lotusphere 2012 “Did you evaluate enterprise LMS [learning management systems] before you built this?” A, “No, we began with how people learn.” – via @marciamarcia

Maps only get you so far:

@upriver_ca – If you were going to be thrown into a fast-moving river, would you rather have a map or a canoe?

Much of the world of management is built around drawing maps. And maps are wonderful things if the things that the map represents are manageable. All too often we confuse the map with the terrain, though, and we imagine that while many leaders would like the map, many of those in the water would prefer the canoe.

Walled Gardens:

@MarkFederman – “re: Apple/iTunes becoming de facto textbook gatekeeper. Given their walled garden/control mentality, this is very concerning.”

Jaron Lanier: The False Ideals of the Web – via @jhagel

The obvious strategy in the fight for a piece of the advertising pie is to close off substantial parts of the Internet so Google doesn’t see it all anymore. That’s how Facebook hopes to make money, by sealing off a huge amount of user-generated information into a separate, non-Google world. Networks lock in their users, whether it is Facebook’s members or Google’s advertisers.

Wired – Dirty Little Secrets: The Trouble With Social Search

Still, this potentially marks a real transformation to the way we have looked for information on the web, one with real winners and losers. It also signals a real danger to the balance of power between users and megacompanies. We are increasingly moving from a bottom-up web, where users vote with their links, keyboards and their clicks to show what’s relevant to them, to a top-down web where that’s doubly or triply mediated by browsers, search engines and social networks.

Oopsie! The Audacious iBooks Author EULA – via @nwinton

Apple, in this EULA [end user license agreement], is claiming a right not just to its software, but to its software’s output. It’s akin to Microsoft trying to restrict what people can do with Word documents, or Adobe declaring that if you use Photoshop to export a JPEG, you can’t freely sell it to Getty. As far as I know, in the consumer software industry, this practice is unprecedented. I’m sure it’s commonplace with enterprise software, but the difference is that those contracts are negotiated by corporate legal departments and signed the old-fashioned way, with pen and ink and penalties and termination clauses. A by-using-you-agree-to license that oh by the way asserts rights over a file format? Unheard of, in my experience.

 

Modelling, not shaping

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In social networks we can learn from each other; modelling behaviours, telling stories, and sharing what we know. This may not be highly efficient, but it it can be very effective. You will know you’re in a real community of practice if it changes your practices.

Education and training are shaping technologies. They reward successive approximations of the desired behaviour. Modelling, on the other hand, is the foundation of social learning:

Albert Bandura’s Social Learning Theory posits that people learn from one another, via observation, imitation, and modeling. The theory has often been called a bridge between behaviorist and cognitive learning theories because it encompasses attention, memory, and motivation.

If we look at how organizational training & development has functioned, it has been separate from the work being done and focused on shaping behaviours. There is strong evidence that we need to integrate learning into our work in order to deal with the increasing complexity of knowledge work. The valued work in the enterprise is increasing in variety and decreasing in standardization. I have suggested that communities of practice are the bridge between work teams and open social networks, with narration of work an enabler of knowledge-sharing, and of course, modelling behaviour.

The way that Triple Creek [I have no relationship with this company] positions its Open Mentoring platform is a current example of a tool that could enhance social learning (modelling) in the bridging area that communities of practice can offer.

As long as this type of tool is not tied to any team, project or supervisor, it could help connect members of a community of practice. The challenge would be in finding a balance between intrinsic and extrinsic goals. Too much shaping and not enough modelling could turn this into one more thing that has to be done (like annual performance reviews).

Communities are more like dance halls than factories. Platforms that have too much control will not be adopted on a community level. As a consultant, I would like to be able to recommend a variety of these platforms, that can inter-operate on some level, so that enterprise communities can choose the most suitable ones for their stage of development. All communities of practice are unique and will grow, mature and often die over time. No single platform will meet all community needs, but if it supports one of these principles for working smarter – Transparency, Narration of Work or Distribution of Power – it would be worth checking out.

There is a crack in everything, that's how the light gets in

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This site was offline from sunrise to sunset today [yes, I missed you, too], in support of the anti-SOPA/PIPA protests. One factor that influenced my decision was this article (and several others) by Michael Geist, Canada Research Chair in Internet Law:

Some of the Internet’s leading websites, including Wikipedia, Reddit, Mozilla, WordPress, and BoingBoing, will go dark today to protest against the Stop Online Piracy Act (SOPA) and the Protect IP Act (PIPA). The U.S. bills have generated massive public protest over proposed provisions that could cause enormous harm to the Internet and freedom of speech. My blog will join the protest by going dark tomorrow. While there is little that Canadians can do to influence U.S. legislation, there are many reasons why I think it is important for Canadians to participate.

Here is the Wikipedia article on SOPA/PIPA, the only page available on that site today:

What are SOPA and PIPA?

SOPA and PIPA represent two bills in the United States House of Representatives and the United States Senate respectively. SOPA is short for the “Stop Online Piracy Act,” and PIPA is an acronym for the “Protect IP Act.” (“IP” stands for “intellectual property.”) In short, these bills are efforts to stop copyright infringement committed by foreign web sites, but, in our opinion, they do so in a way that actually infringes free expression while harming the Internet. Detailed information about these bills can be found in the Stop Online Piracy Act and PROTECT IP Act articles on Wikipedia, which are available during the blackout. GovTrack lets you follow both bills through the legislative process : SOPA on this page, and PIPA on this one. The Electronic Frontier Foundation, a non-profit organization dedicated to advocating for the public interest in the digital realm, has summarized why these bills are simply unacceptable in a world that values an open, secure, and free Internet.

Narration of Work

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I see three major principles for working smarter in networked organizations:

  1. Transparency
  2. Narration of Work
  3. Distribution of Power

I spoke about the distribution of power in my last post on the democratization of the workplace. The narration of one’s work is an essential practice that enables this. Hans de Zwart discusses a narrating-your-work experiment that had a 17 member team use Yammer to share daily experiences with colleagues. He talks about the barriers to narration as well as the perceived benefits of this two-month experiment.

His conclusions and recommendations:

  • Don’t formalize narrating your work and don’t make it mandatory. Many people commented that this is one aspect that they didn’t like about the experiment.
  • Focus on helping each other to turn narrating your work into a habit. I think it is important to set behavioural expectations about the amount of narrating that somebody does. I imagine a future in which it is considered out of the norm if you don’t share what you are up to. The formal documentation and stream of private emails that is the current output of most knowledge workers in virtual teams is not going to cut it going forward. We need to think about how we can move towards that culture.
  • We should have both a private group for the intimate team (in which we can be ourselves as much as possible) as well as have a set of open topic based groups that we can share our work in. So if I want to post about an interesting meeting I had with some learning technology provider with a new product I should post that in a group about “Learning Innovation”. If have worked on a further rationalization of our learning portfolio I should post this in a group about the “Learning Application Portfolio” and so on.

The recommendation of both private and public narration components aligns with the need to support both strong and weak social ties. Covering the public/private spectrum can promote social learning, increase collaboration, and nurture an environment for cross-disciplinary innovation – and bridge the gap to working smarter.