iLearning : How to Create an Innovative Learning Organization » książka
iLearning : How to Create an Innovative Learning Organization
ISBN-13: 9780470292655 / Angielski / Twarda / 2008 / 288 str.
iLearning : How to Create an Innovative Learning Organization
ISBN-13: 9780470292655 / Angielski / Twarda / 2008 / 288 str.
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Workplace learning and performance professionals simply don t have the resources to make systemic improvements for employees to collaboratively learn anytime, anywhere, and integrate it throughout the organization. iLearning offers these professionals a resource that describes how to facilitate collaborative work in an organization and explains how to facilitate integrated learning in an organization. The book also offers interventions for creating an integrated learning and collaborative work environment and shows how to apply the methodologies and technologies that support an integrated learning and collaborative work environment in an organization.
Obwoluta
Wydanie ilustrowane
Preface.
Acknowledgements.
Introduction: Getting the Most from This Book.
SECTION 1. FACILITATING COLLABORATIVE WORK.
1. Why iLearning?
iLearning – An Example.
Building on the Familiar.
The Life Cycle of Knowledge.
2. Becoming One Mind.
Expert Advice.
Concept.
Cognition is Distributed Across Individuals.
Cognition is Distributed in Artifacts.
Cognition is in the History of Artifacts.
Application.
How to Distribute Cognition Across Individuals.
How to Distribute Cognition in Artifacts.
How to Capture Cognition in the History of Artifacts.
3. Agreeing on the Workflow Process.
Expert Advice.
Concept.
Traditional Ways Fail to Define Processes.
Story Telling to Define Processes.
Application.
How to Recognize Failure to Define Processes.
How to Use Story Telling to Define Processes.
4. Defining the Roles within the Process.
Expert Advice.
Concept.
Identification of Roles.
"Rules of Engagement" Between Roles.
Application.
How to Identify Specific Roles.
How to Define "Rules of Engagement" Between Roles.
5. Working the Process.
Expert Advice.
Concept.
Knowledge Products have Performance Objectives.
Performance Objectives Support Collaborative Work.
Performance Objectives Provide Metrics.
Performance Objectives Improve Processes.
Application.
How to Identify Performance Objectives.
How to Support Collaborative Work.
How to Provide Metrics.
How to Improve Processes.
SECTION 2. FACILITATING INNOVATIVE LEARNING.
6. Visualizing Knowledge.
Expert Advice.
Concept.
Tacit–Explicit–Tacit Cycle.
Externalization of Knowledge.
Internalization of Knowledge.
Application.
How to Identify Tacit–Explicit–Tacit Cycles.
How to Externalize Knowledge.
How to Internalize Knowledge.
7. Differentiating Knowledge.
Expert Advice.
Concept.
Knowledge is Factual.
Knowledge is Conceptual.
Knowledge is Procedural.
Knowledge is Metacognitive.
Application.
How to Identify Factual Knowledge.
How to Identify Conceptual Knowledge.
How to Identify Procedural Knowledge.
How to Identify Metacognitive Knowledge.
8. Differentiating Knowledge Assets.
Expert Advice.
Concept.
Documents Embody Factual Knowledge.
Instruction Embodies Conceptual Knowledge.
Examples Embody Procedural Knowledge.
Expert Advice Embodies Metacognitive Knowledge.
Management of Tacit Knowledge.
Application.
How to Provide Access to Factual Knowledge.
How to Provide Access to Conceptual Knowledge.
How to Provide Access to Procedural Knowledge.
How to Provide Access to Metacognitive Knowledge.
How to Manage Tacit Knowledge.
9. Differentiating Learners.
Expert Advice.
Concept.
Novices Understand and Remember Knowledge.
Practitioners Analyze and Apply Knowledge.
Experts Create and Evaluate Knowledge .
Learners Have Cognitive Needs.
Application 77.
How to Understand and Remember Knowledge.
How to Analyze and Apply Knowledge.
How to Create and Evaluate Knowledge .
How to Meet the Cognitive Needs of Learners.
SECTION 3. ENABLING AN ILEARNING ORGANIZATION.
10. Locating and Marshalling Expertise.
Expert Advice.
Concept.
Social Network Analysis for Locating Expertise .
Marshall Expertise for Knowledge Assets.
Application.
How to Use Social Network Analysis .
How to Marshall Expertise for Knowledge Assets.
11. Ensuring Incentives to Share.
Expert Advice.
Concept.
People Work in Their Own Self Interest.
Barriers to Knowledge Sharing.
Hard Rewards for Knowledge Sharing.
Soft Rewards for Knowledge Sharing.
Application.
How to Align with People’s Self Interest.
How to Remove Barriers.
How to Develop Hard Rewards.
How to Develop Soft Rewards.
12. Measuring Individual Learning and Performance.
Expert Advice.
Concept.
Examples are a Performance Measure.
Documents are a Performance Measure .
Instruction is a Performance Measure.
Expert Advice is a Performance Measure.
Performance Objectives are a Performance Measure.
Total Knowledge Assets are a Performance Measure.
Application.
How to Measure Examples.
How to Measure Documents.
How to Measure Instruction.
How to Measure Expert Advice.
How to Measure Performance Objectives.
How to Measure Total Knowledge Assets .
13. Improving Team Learning and Performance.
Expert Advice.
Concept.
Single–Loop Learning.
Double–Loop Learning.
Team Learning.
Application.
How to Support Single Loop Learning .
How to Support Double Loop Learning .
How to Support Team Learning.
14. Managing Organizational Learning and Performance.
Expert Advice.
Concept.
Single–Loop Learning.
Double–Loop Learning .
Organizational Learning.
Application.
How to Support Single–Loop Learning .
How to Support Double–Loop Learning .
How to Support Organizational Learning.
Applying Methodologies and Deploying Technologies.
15. Reusing Knowledge Assets.
Expert Advice.
Concept.
Knowledge Assets are Organized.
Knowledge Assets are Reused.
Application.
How to Organize Knowledge Assets.
How to Reuse Knowledge Assets.
16. Repurposing Knowledge Assets.
Expert Advice.
Concept.
Knowledge Assets are Shared.
Knowledge Assets are Repurposed.
Application.
How to Share Knowledge Assets .
How to Repurpose Knowledge Assets.
17. Organizing Knowledge Assets.
Expert Advice.
Concept.
Knowledge Assets Linked for Reuse.
Knowledge Assets Linked for Repurpose.
Application.
How to Link Knowledge Assets for Reuse.
How to Link Knowledge Assets for Repurpose.
18. Managing Knowledge Assets.
Expert Advice.
Concept.
Knowledge Assets are Reused.
Knowledge Assets are Repurposed.
Application.
How to Update Reused Knowledge Assets.
How to Update Repurposed Knowledge Assets.
19. Deploying Information Technologies.
Expert Advice.
Concept.
Development of a System Concept.
Management of Collaboration.
Management of Knowledge Products.
Management of Knowledge Assets.
Role–Based Access to Knowledge Assets.
Assessment of Learning and Performance.
Application.
How to Design a System Concept.
How to Manage Collaboration.
How to Manage the Knowledge Products of Work.
How to Manage the Knowledge Assets for Learning.
How to View Knowledge Assets by Role.
How to Assess Learning and Performance.
SECTION 4. FUTURE DIRECTIONS FOR ILEARNING.
20. Emerging Information Technologies.
Expert Advice.
Concept.
Technology is Mobile .
New Media Forms are Available.
3–D Environments are Evolving.
Application.
How to use Mobile Technology to Support iLearning .
How to use New Media Forms to Support iLearning.
How to use 3–D Environment to Support iLearning.
21. Changing our World.
Expert Advice.
Concept.
iLearning is Changing K–12 Schools .
iLearning is Changing Colleges and Universities .
iLearning is Changing the Global Economy.
Application.
How to Change K–12 Schools with iLearning .
How to Change Colleges and Universities with iLearning.
How to Change with the Global Economy using iLearning.
Appendix A: iLearning Resources.
Index.
THE AUTHOR
Mark Salisbury has more than twenty years of experience designing and developing human performance solutions. He is the host of the popular radio show The Knowledge Worker. In addition, Salisbury is an associate professor in the Organizational Learning and Instructional Technology program at the University of New Mexico, where he teaches graduate courses and conducts research in the area of knowledge management.
iLearning
In today′s dynamic workplace, learning must become an integral part of workand it must take place in collaboration with others as teams solve problems together. Learning is now the key to increased productivity and innovation for organizations in the twenty–first century.
Written by Mark Salisbury, an expert in human performance solutions, iLearning shows how organizations can implement learning systems in a collaborative, comprehensive, and systematic way. By using performance objectives to manage knowledge, organizations can embed training, best practices, and expert advice in their collaborative work processes. iLearning organizations can also use detailed knowledge to improve their processes and, most important, organizations that embrace iLearning can more accurately anticipate new challenges and plan strategically for innovation.
iLearning walks readers through the changes needed to become an innovative learning organization and describes how to facilitate collaborative work in an organization, sustain continuous learning, and how to apply the methodologies and technologies that support an iLearning organization. Step by step, the author shows how to
- Analyze work processes in terms of business steps, knowledge products, and the knowledge assets to complete those products
- Identify the performance objectives and determine what knowledge is needed to satisfy those performance objectives
- Recognize the different types of learners and determine the appropriate knowledge for them
- Develop processes to provide appropriate knowledge to learners
- Recognize the different types of rewards for sharing and implement the appropriate ones
- Measure the knowledge that individuals contribute to organizations
- Locate and marshal expertise across an organization
- Identify and reward collaborative activities that contribute to team output
- Apply, reuse, and repurpose methodologies for organizing and updating knowledge assets
- Deploy information technologies to support an integrated learning and collaborative work environment
Written for managers of knowledge workers, trainers, human resource professionals, and information technology specialists, iLearning is filled with the right knowledge, for the right people, at the right time.
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