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Organization Change and Blended Learning
By Ceil Tilney
By linking individual and organization development, each of the examples in this article set out to strengthen what Robert Dilworth (1995) calls "the DNA of the learning organization," to integrate learning deeply into work. What set the medical systems manufacturer apart was that it approached blended learning as an organization change project. They applied OD principles - clearly articulated communication strategies, systems thinking, structured change management, and executive commitment - to ensure success. As the following examples show, the biggest struggle you'll face in implementing blended learning is managing the supporting organization change. (LEARN MORE)
The Learning Measurement Staircase
By Jeffrey Berk
All too often organizations attempt to reach the holy grail of learning measurement without taking baby steps first. The problem with biting off more than you can chew is that you end up dragging out projects that have lofty goals and it ends up losing momentum or fails to even get off the ground. This article proposes a three-step hierarchy to organizing your learning measurement continuum. Following it will ensure that you keep improving building on the prior success to reach the next step. (LEARN MORE)
E-learning: The Next Generation
Company X has embarked on a training program to develop its top management talent in the hopes of seeing them turn into the company's future generation of business leaders. During one study course, 25 managers, working in smaller teams of four or five, engage in a problem-solving exercise. Each team member presents to the group a key business problem that they've been wrestling with, then the group works together to come up with solutions to each member's problems. The in-person interaction is supplemented with an e-learning tool that enables each member of the team to learn more about how to deal with their specific work problem. (LEARN MORE)
Try "Feedforward" Instead of "Feedback"
By Marshall Goldsmith
Giving and receiving feedback has long been considered an essential skill for leaders. As they strive to achieve the goals of the organization, employees need to know how they are doing. They need to know if their performance is what their leaders expect from them and, if not, they need suggestions on how to improve it. (LEARN MORE)
Informal Learning: A Sound Investment
By Jay Cross
Workers who know more get more accomplished. People who are well connected make greater contributions. The workers who create the most value are those who know the right people, the right stuff and the right things to do. It's all a matter of learning, but it's not the sort of learning that is the province of training departments, workshops and classrooms. (LEARN MORE)
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