online social learning practices - benetec slides
TRANSCRIPT
Online Interaction:
a lever for
Social Learning
Nancy White
Full Circle Associates
Social learning is learning that takes place at a
wider scale than individual or group learning, up to a societal
scale, through social interaction between peers. It may or may not lead to a change in attitudes and behaviour. More specifically, to be considered social learning, a process must: (1)
demonstrate that a change in understanding has taken place in the individuals involved; (2) demonstrate that this change
goes beyond the individual and becomes situated within
wider social units or communities of practice; and (3) occur through social interactions and processes between actors
within a social network (Reed et al., 2010).
http://en.wikipedia.org/wiki/Social_learning_(social_pedagogy)[1] Reed, M. S., A. C. Evely, G. Cundill, I. Fazey, J. Glass, A. Laing, J. Newig, B. Parrish, C. Prell, C.
Raymond and L. C. Stringer. 2010. What is Social Learning?. Ecology and Society 15 (4): r1. [online] URL:http://www.ecologyandsociety.org/vol15/iss4/resp1/
In other words, learning
with and fromeach other
in the contextof real work, life, etc.
Strategic Opportunity:
EVERYWHERE…
http://www.flickr.com/photos/mrbultitude/66756603/in/photostream/
Strategic Value
StrategicForm
Options
Strategic Practices
Three strategic perspectives:Part 1 - Value
ComplianceEmergent, adaptive learningTeam learning/doing
Communities and… the broader strategic continuum
LeadershipLevel of formalityDesign & facilitation repertoireLifecycle practices Measurable
Harnessing Latent Microexpertise -- The project must allow even the
narrowest of expertise. A 3rd-year algebra teacher might not have the broad expertise of an experienced math education researcher, but that 3rd year teacher might have small elements of expertise that exceed that of the recognized experts.
Designed Serendipity -- The project needs to be easy to follow and encourage
participation from a variety of experts. You want problems to be seen by many in the hopes that just a few will think they have a solution they wish to contribute.
Conversation Critical Mass -- One person's ideas need to be seen by others so
they create more ideas, and the conversation around all the contributions keeps the project going.
Amplifying Collective Intelligence -- The project should showcase the fact that
collectively we are smarter than any one individual.Those are all great characteristics of any project. But what makes this any different than any traditional, offline project? Nielsen offers several suggestions. Unlike a large group project with clear divisions of labor, technology allows us to divide labor dynamically. Wikipedia certainly would not have grown the way it did if labor had been divided statically between a set of contributors. Also, networked science uses market forces to direct the most attention to the problems of greatest interest. Lastly, contributing to an online project rarely feels like committee work, and participants can more easily ignore poor contributions or disruptive members.
Nielsen’s:Reinventing
discoveryhttp://blog.mathed.net/2012/08/nielsens-reinventing-discovery-2005-in.html
Poor Collaboration - Breakdowns, Ideals, and CultureRypple recently published an infographic on collaboration, called Is Poor Collaboration Killing Your Company….
Biggest breakdowns (based on 1,400 people):- 97% - a lack of alignment on objectives- 92% - deadlines impact bottom-line results- 86% - lack of collaboration or ineffective communication
How employees want collaboration to work:- wider decision making involvement- issues are truthfully and effectively discussed
Creating a strong collaborative culture:- 1. encourage people to share ideas- 2. build brainstorming into each project- 3. log important communications- 4. limit group sizes- 5. resist the urge to direct
Michael Sampson on
the cost of poor collaboration
Technology has changed what it means to
“be and learn
together”
Strategic Value
StrategicForm
Options
Strategic Practices
Part 2:Form
ComplianceEmergent, adaptive learningTeam learning/doing
Communities and… the broader strategic continuum
LeadershipLevel of formalityDesign & facilitation repertoireLifecycle practices Measurable
Think beyond the
classroom
http://www.flickr.com/photos/h-k-d/4777491309/
Go Solo?
Thinking, my tasks, exploring…
Pairs, triads and very small groups?
Reciprocal Apprenticeship (Levy)
http://www.flickr.com/photos/zachstern/87431231/
Fly with the flock?
http://www.flickr.com/photos/odreiuqzide/3184901242/
Roam the network?
How to
decide
Use very small groups where they are
useful focused tasks
Use communities where they are
useful were learning needs depth, trust and focused practice
Use networks where they are useful
where diversity, diverse time cycles, scanning, curating and scaling are
essential
Jabe
Bloomhttp://blog.jabebloom.com/?p=27
Networks(sometimes paired w/ small groups and communities)
TeamsSometimes Communities
http://en.wikipedia.org/wiki/Cynefin#Description_of_the_framework
Just do it!CBT, CD-ROMs, etc.
Communities, simulations, online interactive meetings
Networks,CommunitiesScenarios, case based learning, experimentation
NetworksEmergencies
Strategic Value
StrategicForm
Options
Strategic Practices
Part 3: Design & Practices
ComplianceEmergent, adaptive learningTeam learning/doing
Communities and… the broader strategic continuum
LeadershipLevel of formalityDesign & facilitation repertoireLifecycle practices Measurability
Don Tapscott, Open Cities Collaborative
Design Repertoire
• Formal programmatic efforts to change behaviors work mostly on the
rational side of human behavior
• Informal experiential efforts can capture the emotional side
• Programmatic change takes more time & costs more and encounters
more resistance than "viral" change
• You need both over time
• A "viral" effort usually begins with a few respected "master motivators”
• Insights & approaches of the motivators work best in experiential settings
• Experiential momentum sustained informally & formally
• The most important lesson: importance of cross-organization energy & its dependence on the informal
Balancing Formal & Informal
From : http://blogs.hbr.org/cs/2010/04/spreading_critical_behaviors_v.html
Community activities
oriented to …
Base material from: Digital Habitats:
Stewarding technology for communities© 2009 Wenger, White, and Smith
activitiesoriented to …
Base material from: Digital Habitats: Stewarding technology for
communities© 2009 Wenger, White, and Smith
With only one meeting a year, large size and diversity, KM4Dev focuses on enabling individual participation.
Community knowledge wiki, content management system to bring together resources.
Email list is core of community activity
Once a year and only about 10% do/can participate.
When funding allows. E.G. supporting ShareFair
Informally via the email list by asking/answering questions.
Relationships mostly via meetings and core group.
Strongly external – all resources public/shared.
While everyone pays attention to the community, no centralized efforts…
Example: KM4Dev www.km4dev.org
global knowledge sharing network
activitiesoriented to …
Example: The Environmental Resource Network
drawn from the book “Red-Tails in Love: Pale Male’s Story -- A True Wildlife Drama in Central Park” by Marie Winn. Vintage Books, 2005
Monthly meetings with everyone at the university concerned about the environment, shared calendars
Awareness events, orientation for environmental student groups, workshops
Inviting experts to monthly meetings/events/workshops
Twitter, Facebook, email list, member directories
Public. Minutes are shared. Network is accountable to all students who pay a levyMembers connected
through a shared interest
Anyone with an interest in the environment can be a member but the network targets active student groups, rss
Blog, website,
Bump into another member? Have a conversation, emails
activitiesoriented to …
Base material from: Digital Habitats: Stewarding technology for
communities© 2009 Wenger, White, and Smith
Compare: KM4Dev www.km4dev.org
and Environmental Resource Networks
FAO’s “Nine Keys to a
Successful Thematic Knowledge
Networks
enable people to…• discover &
appropriate useful
technology
• be in and use communities & networks (people)
• express their identity
• find and create content
• usefully participate
Facilitation & other roles
facilitators
community leaders
technology stewards
network weavers
Independent thinkers
curators
moderatorsFor example see: http://wenger-trayner.com/blog/leadership-groups-for-social-learning/
Let’s Look at (online)Meetings
Facilitating Online Meetings
• Why? purpose
• Who? + needs & contexts
• What? activities
• How? tools and practices
• Measure? metrics
http://www.flickr.com/photos/iain/71753848/
Rules of Thumb
• Good meeting practices
– “A bad meeting offline is even worse online!”
• 60-90 minutes of endurance
• 7 minute chunks of attention
• Multiple modalities (especially visuals)
• Interactivity
http://www.flickr.com/photos/amberandclint/3266859324/sizes/l/
Talking & Meeting With Video
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Interactivity
• Using web meeting tools and features– Polls
– Whiteboard
– Hand raising/speaking order
• Using process– Maps
– Chairs
– Provocative questions
– Just Three Words
http://www.flickr.com/photos/kt/146500920/
We can use images to help us
establish context, make meaning and create
memories to continue our
experience…
BE
VISUAL!
Learning how to not screw up communicating together online all the time….
With the whiteboard circle tool, put a dot in your “home” location
http://www.austinkleon.com/2009/07/27/how-to-draw-faces/
http://www.davegrayinfo.com/2010/10/28/drawing-facial-expressions/
How to draw faces? Check out Austin Kleon and Dave Gray
AFTER!
Social reporting
http://community-roundtable.com/2010/01/the-value-of-community-management/http://tomhumbarger.wordpress.com/2009/01/13/the-importance-of-active-community-management-proved-with-real-data/
Facilitation & Management
Glenda Eoyang
Observe. Don’t waste a good surprise. Pause and wonder when something unexpected arises. It may be the weak signal foreshadowing something important to come.
Connect. Nothing co-evolves in isolation. The key is connecting in inquiry
with the environment, with current and historical patterns, and with other thoughtful people.
Question. Our assumptions blind us to the world around and lock us into
our long-held problems and their failed solutions. A good question can break through the expected to discover the possible.
Try it out. Of course expectations based on past experience will make us
question anything we haven't experienced. To see something new, we really have to see it. Try a new idea out, see what happens, adjust and try again. We call this adaptive action. Reward thoughtful risk taking.
http://bit.ly/lPyXxJ
Learning… dangerous?
Elephants in the room?
Next?
Talk, write, Skype, Tweet
http://www.fullcirc.com
@NancyWhite
Some rights reserved by Eleaf
http://www.flickr.com/photos/eleaf/2536358399/sizes/m/in/photostream/