Informal learning in organizations : how to create a continuous learning culture

XI, 224 S.

graph. Darst.

Machine generated contents note: AcknowledgementsIntroductionSECTION ONE Making sense of informal learning at work01 What is informal learning?Informal Learning is about doing different things and doing things differently -- The independence of the informal learning -- A short history lesson -- Apprentices and more structured preparation for work -- The work difference -- The role of the organization in informal learning02 A model of informal learning -- What do we mean by learning? -- A definition of informal learning -- Informal: guided discovery and learning through work -- Informal = better?03 The capability contract -- Continuing professional development -- Vocational qualifications -- Knowledge or skills? -- Learning together -- Conclusions -- Notes04 Formal training and the budget paradox -- The budget paradox -- The role of the subject matter expert -- Notes05 Informal doesn't mean unmanaged -- The dilemma -- Belief number 1: Informal learning cannot be managed -- Belief 2: Informal learning is difficult to measure -- The checklist -- Notes06 Informal learning and culture -- How important is culture to informal learning? -- Can an informal learning culture be defined? -- More localized culture -- Growing a more local, team-based culture -- Informal learning and the dominant culture -- Winterbourne View and other scandals -- Other scandals and the learned culture of the organization -- Is better initial training the answer? -- Combatting culture -- NotesSECTION TWO Liking ain't learning: the rise of social and the impact of technology07 Liking, learning and looking up the answers -- The rise of the Mavens -- I'm a bit anti-social -- Learning or just copying? -- The brighter side of social media -- Notes08 Is there hope beyond the social media hype? -- Beyond the L&D bubble -- You had to be there -- Where's the sense in seek-sense-share? -- An uncomfortable pat on the back -- A flock of twits -- Conclusion -- Notes09 Smarter social tools -- Beware the crowd -- The limitations of algorithms -- Skilled information seekers -- The threat of like-mindedness -- Learning from IT companies -- Application beyond applications? -- Notes10 Social networking skills for learning and collaboration -- Personal knowledge management: a daily job -- Gaining the benefits of user-generated content -- Smile - you're on TV -- Notes11 Learning from academia: MOOCs and the flipped classroom -- Flipping the classroom -- The implications for learners -- Who uses MOOCs, how and why? -- Can you build your own MOOC (and would you want to)? -- Conclusion -- NotesSECTION THREE Learning as you work, working as you learn12 Integrating learning into work -- Blended learning comes of age -- The new blend -- Moving to the workplace -- 70:20:10 -- The informality within 70:20:10 -- Stretch or challenge -- Challenge vs threat -- Collaboration -- Professional development -- Multi-tasked learning -- Conclusion -- Notes13 Measuring and evaluating -- Performance indicators -- Example 1: the sales team -- Example 2: the accident and emergency department of a hospital -- The performance director -- What are you measuring and why? -- Softer measures -- Badges? We don't need your stinking badges -- What sort of technology platform do you need? -- Artefacts of learning -- Analysing performance -- Preparing the organization for change - the real requirement for measurement -- Notes14 The informal learning action plan -- Part 1: the questions to ask -- Part 2: strategy on one page (SOOP) -- Part 3: the recipe -- Part 4: dos and don'ts -- NotesIndex.

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