The Merger of KM and e-learning: A New Framework for Design Marc Rosenberg, Marc Rosenberg and Associates

Transcription

1 201 The Merger of KM and e-learning: A New Framework for Design Marc Rosenberg, Marc Rosenberg and Associates

2 Selected Slides The Merger of KM and E-Learning: A New Framework for Design Marc J. Rosenberg, Ph.D. Instructional Design Symposium Chicago, July 9-10 Boston, July marc rosenberg The Merger of KM and E-Learning: A New Copy Framework right, 2009, for by Design Marc J. Rosenberg and is provided for internal educational purposes only. It may & A S S & O C A I S A S T O E S C I A T E S 2009 by Marc J. Rosenberg, all rights not be reserved altered, distributed externally, used in any commercial or marketing venture, or published in Slide 1 any medium, including the Internet, without written permission f rom the copy right holder. About your speaker Dr. Marc J. Rosenberg is a leading management consultant, speaker and educator in the fields of training, organizational learning, e-learning, knowledge management and performance improvement. He is the author of the best-selling book, E-Learning: Strategies for Delivering in the Digital Age (McGraw- Hill). His new book, Beyond E-Learning: Approaches and Technologies to Enhance Organizational, Learning and Performance, is published by Pfeiffer. Marc is a past president of the International Society for Performance Improvement (ISPI), and holds a Ph.D. in instructional design, plus degrees in communications and marketing. He also holds the Certified Performance Technologist (CPT) designation from ISPI. Dr. Rosenberg has spoken at The White House, keynoted numerous professional and business conferences, authored more than 40 articles and book chapters in the field, and is a frequently quoted expert in major business and trade publications. He is an elected member of his local community s Board of Education. More information about Marc is available at. Slide 2 Merging knowledge management and e-learning Slide 3 Page 1

3 New choices, new decisions for learning Old Paradigm The instructor is viewed as the center of all knowledge. Everyone learns the same way. The classroom is seen as the place where all knowledge disseminates. The course is viewed as the preferred format for learning. Classroom Simulations and Games Mentoring/ Coaching Performance Support Performer Online Classroom New Paradigm The employee/learner is viewed as a knowledge seeker, with constantly changing learning needs and time frames. Online and offline services enable greater access to the total set of knowledge, learning and performance resources. On-demand learning in the workplace, at the moment of need, becomes essential. Slide 4 What is knowledge management? Management Classroom Simulations and Games Online and Expertise Performer Mentoring/ Coaching Performance Support The creation, archiving and sharing of valued information, expertise and insight within and across communities of people and organizations with similar interests and needs, the goal of which is to build competitive advantage. Slide 5 The rise of web 2.0 Management Documents Presentations and Expertise The early web was focused on information storage and viewing; mostly a passive user experience. e-commerce introduced the concept of transactions. Web 2.0 moves from static information and transactions to dynamic collaboration. It is a more interactive, personable and social experience. Slide 6 Page 2

4 The rise of web 2.0 Management Web Conferencing Blogs and Expertise Wikis Podcasting Documents Presentations RSS Feeds Social Networking Slide 7 management process: High-level overview Intellectual Capital Synthesize information across the business Enterprise and Portals Personalize, organize and synchronize through repositories, portals & web 2.0 tools Business Processes Optimize knowledge for business value Sales Cost R&D Competitive Intelligence Employee Supplier Mining & Aggregation Sales Strategy Technology E-Learning Documents Services Shared Profiles Business h Drives Strategy Marketing Plans Product Web Sites Specs er Expertise Business Repository Portal Executive Portal Employee Portal Portal Components Services & Tools Content & Expert Networks Integration Applications & Transactions Synchronization Supply Chain Management Care Firmwide Network E-Commerce E HR Relationship Management Employee Development management transforms business information from raw data into useable, accessible knowledge and expertise Which is then synchronized to provide a seamless view into the collective intelligence of the business Creating a knowledgecentric organization that puts knowledge and expertise at the core of key business operations* Slide 8 *Non-exhaustive sample of knowledge-centric business operations provided in the illustration. management myths 1. KM is about knowledge publishing and storage. 2. KM is about knowledge control. 3. The goal of KM is to create a document repository. 4. To generate an appropriate level of benefit relative to cost, KM projects must be huge. 5. Eventually, KM will replace training. 6. If you build it, they will use it. 7. KM is a technology. Slide 9 Page 3

5 Instruction vs. information KNOWLEDGE Services and Management Conferences, Seminars, shops INDIVIDUAL Technology-Based, Point-of-Need Online Instructional Offerings Scheduled Classroom Instruction Instruction SKILLS GROUP Slide 10 Instruction vs. information Our Role Today Today Our Emerging Role Our Emerging Role Education Education (On-line) Education Stable content. Learn for the future. Apply to broad situations. Primarily knowledge-based. Develop the person. Less stable content. Learn for the near term. Apply to specific situations. Primarily skills-based. Build the performance. Slide 11 Stable and unstable content. Learn for now. Apply to any situation. and skills-based. Support the person and the performance. Gilbert s Behavior Engineering Model Learning and Performance Environment Individual Expectations Standards Feedback Required Info. 35% and Skills 11% /Education Development Assignments Tools Systems Procedures Ref. Manuals 26% Resources Capacity 8% Personal Characteristics, Traits, Preferences; Physical & Mental Ability Slide 12 Rewards Recognition Promotions Punishment 14% Incentives and Consequences Motivation 6% Value Confidence Mood Two weeks a year 90 % or more of the training/development The broader budget the toolkit, the more likely a successful solution! Page 4

6 Move learning into the flow of work Train to Weak alignment of work and learning Train Train Train to to Slide 13 to Train Based Based Based Learning Learning Learning & Support & Support & Support Disruption Disruption Train to Greater alignment of work and learning Management, Performance Support, Coaching, etc. (in addition to online training) to Train Disruption to Relationship between training and knowledge management Management Purpose? View of Learning Goal Instruct Requires Interruption of Program Dictates How Learning will Take Place Transfer Skill and Inform Less Interruption than User Determines How Learning will Take Place Resource for User; Catalyst for Organizational Learning Slide 14 A course centric view of knowledge You want to learn about Java programming Assessing Performance Introduction to Java (Classroom) Advanced Java Tools (Online) Strategy Supervision HTML Java Project Management Leadership Courses Web Design Software Development LMS I.T. Courses Networking COURSES Voice Communications Sales & Marketing Courses Making Presentations Selling Skills Product Development Consumer Research Research Methods Slide 15 Page 5

7 A knowledge centric view of knowledge You want to learn about Java programming Luis Garcia (Java Project Mgr.) Joe Smith Sue Miller (Java Developer) (Java Instructor) Introduction to Java (Classroom) LMS Courses Advanced Java Tools (Online) Sample Java Code KNOWLEDGEBASE Virtual Java Archived Podcasts & Webcasts Java Technical Manuals & Glossaries Blogs & Wikis Java Project Development Process Corp. Java Developers Forum Live Events JavaWorld JavaOne (National Expo) Corp. Java Conference Monthly Java Team Meetings Webcast Slide 16 Simple ideas for incorporating KM into instructional design Slide 17 *OK, not so simple Brainstorming design ideas: How would you blend classroom, e-learning and KM? Group Activity Slide 18 Page 6

8 Brainstorming design ideas: How would you blend classroom, e-learning and KM? Group Activity Thanks to Harold Stolovitch for these case studies. Slide 19 Multiple levels of mastery require multiple learning and performance strategies Novice New to Job; Knows Little Competent Can Perform to Basic Standards Experienced Master/Expert Can Vary Performance Can Invent New, Better Ways Based on Unique Situations to do Job; Can Teach Others P u s h P u l l Primary Strategy: (Classroom and Online) Show Me How Primary Strategy: Practice, Coaching Help Me Do It Better Primary Strategy: Access to & Performance Resources Help Me Find What I Need Primary Strategy: Collaboration & Problem-Solving I ll Create My Own Learning Slide 20 Implementing KM Group Activity What might you say to people who suggest that KM is not part of your role as a training/e-learning (or performance improvement) professional? After all, they say, KM is not training. How might you respond to the suggestion that KM is I.T. s responsibility? Slide 21 Page 7

9 Thank You! For more information, contact: Marc Rosenberg On the web at Slide 22 Page 8