learning, research, technology, work

Unbundling higher education

These are my notes from a seminar by Amy Collier, Stanford University  titled The Good, the Bad and the Unbundled on 27 August 2014. These notes were taken live and then cleaned up a bit, links added etc. but they remain a bit partial and sketchy in places.  For a more thoughtful and reflective take on the presentation, see Hazel Christie’s post here.…

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technology, work

LinkedIn network map

This is a very short post on my LinkedIn network map.  The identification of three distinct clusters of contacts is interesting and (kind of) makes sense. What is particularly useful is identifying the links between clusters that ‘should’ be stronger. In terms of developing a professional personal learning network as part of a personal learning environment, LinkIn maps  look  useful as a…

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learning, work

Open innovators

There’s an interesting series of blogs from Nesta and 100%Open on a joint project on supporting open innovation in charities which can be found here. The main common points emerging for charities to further develop, although these could be applicable for any organisation, are: Breaking down internal siloes Focusing innovation investment on core business concerns such as increasing giving Taking well managed risks…

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learning, work

Professional learning, informal learning and ‘wicked’ problems [2]

Following up on my previous post on learning and wicked problems here, the following diagram summarises a learning process in non-routines knowledge work. Again, this comes from Peter Sloep’s Chapter on Networked Professional Learning in Littlejohn, A. and Margaryan, A. (2014) Technology Enhanced Professional Learning: Processes, Practices and Tools. London: Routledge. What I like about the process described is its iterative…

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learning, research, work

Professional learning, informal learning and ‘wicked’ problems

This is a diagram I’ve drawn based on Peter Sloep’s Chapter on Networked Professional Learning in Littlejohn, A. and Margaryan, A. (2014) Technology Enhanced Professional Learning: Processes, Practices and Tools. London: Routledge:   I’ve posted previously on Peter Sloep’s work on learning networks. I found this chapter to be a useful analysis of the concept of networked learning in relation to professional…

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learning, research, technology, work

Working and learning in networks

I’m currently pulling together various thoughts on issues surrounding organisational design, networks and workplace or occupational learning. Initially, I’m drawing on: the notion of learning networks, defined by Sloep (2008) as: “online, social network that is designed to support non-formal learning in a particular domain” to frame a discussion of the use of social technologies for workplace learning and the…

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learning, work

Learning Insights ….

Kineo, the e-learning company, have issued a new report on e-learning insights based on interviews with “learning leaders” to identify key emerging trends. I’m not going to repeat the report but will look at a few of their ten key insights: 1. Learning is pervasive. Learning is continuous, collaborative and connected and most learning lives outside a learning management system. This has…

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learning, research, technology, work

IT Futures Conference – Disruption

Here’s my attempt at live blogging the IT Futures conference at the University of Edinburgh IT Futures conference on the theme of Disruption. The hashtag for the conference is #itfutures The conference is starting with an address from the Principal, Sir Tim O’Shea on disruptions, predictions and surprises and the need for systematic thinking especially on what really is surprising in teaching,…

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learning, work

Why Learning & Development should be focused on wicked problems

Learning and development should be focused on solving wicked problems in organisation but too often, L&D appears to avoid engaging in these problems. Using Horst Rittel‘s ten criteria for wicked problems, here’s my argument for why learning and development should be about wicked problems: Wicked problems have no definitive formulation: performance issues in organisations will have many different causes –…

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