leading by example: social technologies and astd chapter practices

T A L E N T I N T E L L I G E N C E

LEADING BY EXAMPLE:SOCIAL TECHNOLOGIES AND ASTD CHAPTER PRACTICES

David WilkinsVP of Research

Session #S202


›What social media do you personally use?– Twitter? Blogs? Wikis? Microblogs? – Do you create?– Do you comment?– Do you consume?

SHOUT OUT TIME!


SHOUT OUT TIME!

›How do you define Social Learning?›What are you doing on this front?– In your L&D role?– In your Chapter?


HUBS AND SPOKES OR LOTS OF HUBS?

Blog

SlideShare

Twitter Facebook

YouTube

Content-centric


HUBS AND SPOKES OR LOTS OF HUBS?

Blog

SlideShareTwitter

Facebook

YouTube

People-centric

STEP 1UNDERSTAND YOUR NEEDS


THE CHANGING NATURE OF WORK

Jay Cross & Harold Jarchehttp://www.togetherlearn.com/wordpress/2009/02/20/the-future-of-the-training-department/


A NEW MODEL TO DESCRIBE CORP. LEARNING?

The Social Enterprise Blog

Emergent, Collaborative, Codified

Structured, planned, knownOrganizational best practicesRegulatory, compliance, certificationsPolicies, procedures, official knowledgeManagement recognized experts“How do we make widgets exactly the same way every time?”

Expertise in the fieldGeographically distributed knowledgeCommon job roles, problems, opptys

Team-driven best practicesSocially validated experts

“How do we streamline widget process?”

Unstructured, unplanned, unknownEmerging best practices, ideasBest practices from principles, theoryAd-hoc assembled teams Experts by reputation, outcomes“Let’s make Widgets 2.0!”

http://dwilkinsnh.wordpress.com/2009/09/18/social-learning-strategies-models-and-roles/


EMERGENT INITIATIVES1. To what extent will your business or initiative be

dependent on the creation of new ideas, new processes, new products, or new services to drive key performance indicators?

2. How much of your team’s intellectual effort will be expended in solving novel challenges or problems?

3. How much of your team’s intellectual effort will be spent creating new solutions to existing problems or new problems?

4. What percentage of your team’s best practices will need to be based on principles and theory (as opposed to concrete steps and rote processes)?

5. What percentage of your best practices will emerge “from the trenches”?

6. To what extent will you need to rely on knowledge sharing among diverse groups either within or outside the company walls to drive key performance indicators?

7. When you think about a core contributor on your team, how much of his or her expertise is a result of superior synthesis, invention, or sense-making sorts of skills?

8. For the majority of your core initiatives, how important is a diversity of perspective or expertise in achieving your project goals or key performance indicators?

9. In terms of succession planning and talent identification, what percentage of your existing “experts” and leaders were identified because of the admiration and esteem of peers?

10. How often do coordination and issue resolution happen through the ad hoc assembly of networked teams or individuals (versus through formal hierarchies)?

Emergent Initiative or Community


CODIFIED INITIATIVES

Codified Initiative or Community 1. To what extent will your business or initiative dependent on the efficient execution of known best practices or processes to drive key performance indicators?

2. How much of your team’s intellectual effort will be spent training on known best practices and processes?

3. How much of your team’s intellectual effort will be expended in ensuring adherence to known best practices or processes?

4. What percentage of your team’s best practices will need to be based on established steps and rote processes?

5. What percentage of your best practices will emerge “from on high” – SME’s, senior leaders, compliance officers etc…?

6. To what extent will you rely on efficient execution of homogenous, geographically co-located teams to drive key performance indicators?

7. When you think about a core contributor on your team, how much of his or her value is a result of the correct application of accepted processes, rules, or physically repetitive actions?

8. For the majority of your core initiatives, how important are a shared perspective and acceptance of authority in driving key performance indicators?

9. In terms of succession planning and talent identification, what percentage of your existing “experts” and leaders were identified through longevity, established metrics, or manager opinion?

10. How often does coordination and issue resolution happen through existing teams and formal hierarchies?

CODIFIED INITIATIVES


COLLABORATIVE INITIATIVESCollaborative Initiative or Community

1. To what extent will your business or initiative be dependent on collaboration to drive key performance indicators? (10%, 20% etc…)

2. How much of your team’s execution is dependent on specialized knowledge?

3. How much of your team’s execution is dependent on the sharing and coordination of distributed expertise?

4. How much of your team’s intellectual effort will be expended in collaborating to develop known best practices or processes?

5. What percentage your best practices and domain expertise are known in “pockets” organized by geography, shared interest, or network affiliations?

6. What percentage of your best practices will emerge “from group consensus”?

7. To what extent is your team organized around common job roles and functions? (Retail or early childhood education would be 90% or more - identical job roles in multiple physical locations.)

8. What percentage of the problems faced by your team members are likely faced by other team members in identical job roles?

9. When you think about a core contributor on your team, how much of his or her value and influence is a result socially recognized expertise?

10. To what extent are key performance indicators driven by socially-validated domain knowledge?


TYPING YOUR LEARNING NEEDS

ECCO Needs AssessmentEmergent, Collaborative, Codified


“REAL WORLD” LEARNING


EVOLVING NEEDS OVER TIME

You can’t know what you will need in two years…You need adaptive solution where you can tailor the mix.Flexibility, configurability must be key considerations…

2011 2012 2013 2014 2015 2016

Merger Price Pressure


EXERCISE #1: TYPE YOUR CHAPTER NEEDS


POSSIBLE INTERVENTIONS

Emergent Content

• Course authoring* • Virtual classroom*• File sharing*• Blogging*• Discussions• Idea Sharing• Wikis• Tagging• Saved chat and IM• FAQ / Ask an Expert• Comments• Q&A• Social profiles• Role-playing

Codified Content

• Custom courses• Off-the-shelf courses• Curriculum• Certifications• Virtual Classroom• Simulations• Serious Games• Instructor-led Training• Help Systems• EPSS• Job Aids• Blogs**• Role-playing• Corporate Directories

Collaborative Content

• Discussions• List Servs• Wikis• Idea Sharing• Comments• Ratings• Reviews• FAQ / Ask an Expert• Searching Profiles• Tag Clouds• Social bookmarking• IM, Chat• Shared Spaces• Role-playing


EXERCISE #2: CONSIDER POSSIBLE INTERVENTIONS

› Why would you use discussion over a wiki?

› Why a micro-sharing tool over a discussion?

› Why a video sharing model over a blog?

› Why comments instead of ratings and reviews?

› When does anonymity matter?

› Etc…

STEP 2UNDERSTAND YOUR PARTICIPANTS


PARTICIPANTS

› Who are your participants ?

– Employees? Consultants? Job seekers?

– CLO or VPs or rank and file?

› Who are their audiences: internal, external, both?

› Fixed or mobile contributions? Consumption? Collaboration?

› Which is more important to them?

– Quality or timeliness? Quality or scale?

› Experience with technology, social technology?

› What problems are they trying to solve?

› Industry?

SOME SCENARIOS


EXERCISE #3 (GROUP): BE A “SOCIAL” CONSULTANT

Scenario 1• Workers with specialized expertise on deep, complex and

ever-changing subjects all around the country or even the world

• Performance is not consistent; pockets of expertise lead to great outcomes in certain scenarios, but not others; weaknesses are strengths in different regions

• How do you normalize and then accelerate group performance?

Example Industries– Franchises– Associations– Retail chains or hospitality chains– Any globally distributed manufacturing or mining company


Geographically dispersed expertise

Specialized products and product knowledge across a huge inventory

Common roles, common needs but no way to capture knowledge

Constant change and new info sometimes daily

Independent owners

500% ROI in under 6 months

Weekly and daily use of the system Documentation of common issues at marginal cost

Documentation of specialized knowledge at marginal cost

Culture of sharing

All 4400 Ace stores are independently owned and operated by local entrepreneurs, hard-working, passionate business owners who are involved with and, many times, reside in the communities where their stores are. There's a good chance you'll see your local Ace store owner at the grocery store or Little League game.

Problem ResultsBackground

Hey wait a second! That sounds like ASTD. Yeah, crazy right?



Scenario 2• You are in charge of sales training and education.

• Your sales team needs more information about competitors: how they pitch, how they price, weaknesses, strengths…

• Organization doesn’t have the resources to do a deep dive on all of these competitors either initially or on an on-going basis

• How do you meet the sales team’s needs?

Example Industries– Any of them – who doesn’t have competitors?


Huge growth mode – 200+ branches in under two years

Needed to capture knowledge of competitors that was shared by clients

Need to capture & share best practices in a state of constant flux

Standard training & communication wouldn’t work

Weekly and daily use of the system Documentation of common issues at marginal cost

Documentation of specialized knowledge at marginal cost

Faster distribution of key information

Culture of sharing & SN

For more than 25 years, Scottrade has been a leader in the stock brokerage industry. A leader in technology, a leader in customer service and a leader in value. Today at Scottrade, investors have the stock trading tools and services they need to take control of their investing needs.

Problem ResultsBackground

Hey wait a second! That sounds like ASTD too. Weird, huh?


THINGS TO THINK ABOUT...

› Is this different than the Ace Hardware example?

› Is this knowledge management?

› If a trainer compiled this same information and delivered it in a course each month with a quiz at the end, does that change who owns it?

› What if the training group mentored the sales folks on how best to present what they know?

› What if the training group did a weekly lunch and learn summarizing the latest updates?

› How many of the silos between training, knowledge management, document management etc… arepurely in our heads?



Scenario 3• You are about to roll out a new corp initiative – software,

policy, procedure, product

• You need folks to be productive and competent with the new whatever on day 1, and over time you need them to develop proficiency and efficiency

Example Industries? All of them


ONE GENERIC EXAMPLE: SOFTWARE ROLLOUT

Go Live

Corp Comm

Pre-work

Instructor-ledWBT training

…and “the end”



Go Live

Corp Comm

Pre-work


DiscussionRatingsReviews

New Best Practices



Go Live

Corp Comm

Pre-work



New Best Practices

Corp CommUpdates

New information

FAQ’s

Instructor-ledVirtual

ClassroomWBT



Go Live

Blog PostsTwitterVideo

AdvertorialsBrown Bags

ContestsAsk an Expert

…

CoursesSimulations

BlogsSurveys

AssessmentsLinks

Games…

SimulationsGamesCourses

ILTVILT

CurriculumAssessmentCertification

…


Ask an ExpertFAQ

BlogsComments

CoPChat

Microblogging…

Idea sharingDiscussions

WikisBlogs

CommentsBrown Bags

…

BlogsFAQ’s

DiscussionsEmail (Gasp!)Microblogging

…

SimulationsGamesCourses

ILTVILT

CurriculumAssessmentCertification

…

Corp Comm

Pre-work



New Best Practices

Corp CommUpdates

New information

FAQ’s

Instructor-ledVirtual

ClassroomWBT


CHAPTER VERSION OF THIS SCENARIO

Go Live

Blog PostsTwitterVideo

AdvertorialsBrown Bags

ContestsAsk an Expert

…

CoursesSimulations

BlogsSurveys

AssessmentsLinks

Games…

ILTVILT


Ask an ExpertFAQ

BlogsComments

CoPChat

Microblogging…

Idea sharingDiscussions

WikisBlogs

CommentsBrown Bags

…

BlogsFAQ’s

DiscussionsEmail (Gasp!)Microblogging

…

ILTVILT

MarCom

Pre-work

ChapterEvent


New Best Practices

MarComUpdates

Chapter Event


TRAINING NEVER LINEAR; ALWAYS A LOOP

Communicate

Train

Support

Gather new info


EVENTS = COMMUNITY OF PRACTICE

› Questions are:

– How do you tailor the mix of activities to meet needs of your participants?

– How do you sustain dialog between events?

– How do you energize your participants to be more involved?

– How do you grow you membership over time?

› Events = backbone for more engagement

– Twitter chat after the event?

– Blog carnival about the topic?

– Wiki barn-building activities or equivalent

STEP 3THINK THROUGH THE BIG PICTURE


SOCIAL STUFF THAT DOESN’T GET ENOUGH ATTENTION

› Moderation

– Pre-seeding information

– Facilitating / Party hostess

› Launch activities

– Barn building

– Self-efficacy and training

› Community Management

– Programming

– Spokes and hubs

– Reward, recognition, badges


EXERCISE #5 - SOCIAL LEARNING FOR SOCIAL LEARNING› The name of at least 10 personal contacts in China, India, Brazil, and

Australia.› The name of the guy in the original Numa Numa video.› The mathematical formula for Acceleration.› The name of at least 10 people in the workshop with an advanced

degree in something other than learning.› The names of at least 30 non-profit companies using Twitter.› The average number of IT systems in use in the average US company

in 2009 vs 1999.› The Top 5 objections to Social Learning.› The number of US companies who have a Wiki in-house.› The average age of a Twitter user.› Three people in the room who has a unique and specialized

qualification or achievement: licensed pilot or boat captain, black belt, Olympic medal…

› An authoritative list of companies using Social Media as a learning tool.› The definitive cost of Obama’s health care plan on the average tax

payer.› The Top 5 instructional design books of all time.


EXERCISE #5 DEBRIEF

› Organization?

› Coordination? Linear or parallel?

› Ownership?

› Self-efficacy?

› Question types?

– Source authority, reputation

– Known and true vs. opinion and consensus

– Gated, high value info vs. free info

› Guidance vs. complete freedom


›What is gamification?›What isn’t gamification?›How would begin with a gamification effort?›Anyone do anything like this yet?

SHOUT OUT TIME!


ELEMENTS OF A GAME

› Competition

› Cooperation

› Reward and progress

› Instant feedback

› Replay-ability

› Control and mastery

› Randomness

› Rules and limiting conditions

› Contests within a Chapter?› Contests between Chapters?› Contests related to

‒ content creation?‒ quality of content shared?‒ # of members referred?

WHAT IS YOUR ROLE?


NEW QUESTIONS WE NEED TO ASK…

› When do we need to “get out of the way?”

› When does scale trump accuracy?

› When does speed trump accuracy?

› When does “correct and verified” actually result in “inaccurate and no longer valid”?

› When do connections and collective wisdom trump individual expertise?

› Where, how, and when is learning happening in the org or within the extended enterprise?

› What role do we play in all of this?

› What role should we play?

› What role do you want to play?


WHAT SKILLS / COMPETENCIES / EXPERTISE DO WE NEED?

› HPT Experience, Knowledge Management, EPSS, Help Systems

› Information topologies, experience with taxonomy & folksonomy› Network theory – strong, weak and potential ties; network effects› Long tail search concepts; Wisdom of Crowds concepts› Experience or understanding of “new school” moderation

practices› Facilitation, trust, self-efficacy, team-building, authenticity› Reward and recognition models, intrinsic vs extrinsic rewards

and motivation› Community management and community building› Consensus building, ability to drive a vision and change

management


ARE YOU THE PIPE OR THE PLUMBER?

Be a pipe when:

• You need to build expert-led material

• You need to focus on delivery• You need structured curriculum

and reports (compliance, certs etc…)

• Accuracy trumps speed• You can handle the SME load• You are mostly reacting to

internal clients• You “know” the answers

Be a plumber when:

• You need to create learner-led environments

• You need to focus on capture and sharing

• You need to empower teams to act independently

• Speed trumps perfection• You have more SME’s than

trainers• You need to engage clients,

partners, and suppliers• You don’t “know” and answers

are in the “cloud”

43

Be a plumber in your Chapter Leader role…

Infrastructure for group sharing trumps content delivery.


QUESTIONS

CONTACT

[email protected]@dwilkinsnh on Twitterdwilkinsnh on LinkedInhttp://www.taleo.com/talent-management-blog/

mailto:[email protected]

http://www.taleo.com/talent-management-blog/

http://www.taleo.com/talent-management-blog/

leading by example: social technologies and astd chapter practices

Technology

issue resolution

identical

teams intellectual

marginal costdocumentation

teams execution

knowledge

specialized

formal hierarchies