Slides for a virtual presentation I did on November 15th for the Benetec learning event. The audio for the last 10 minutes is here: https://www.youtube.com/watch?v=2eQJkYlmp_g (webinar software failure!)
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Online Social Learning Practices - Benetec Slides
1. Online Interaction:
lever for
a
Social Learning
Nancy White
Full Circle Associates
2. Social learning is learning that takes place at a
wider scale than individual or group learning, up to a societal
scale, through social interaction between peers. It may
or may not lead to a change in attitudes and behaviour. More
specifically, to be considered social learning, a process must: (1)
demonstrate that a change in understanding has taken place
in the individuals involved; (2) demonstrate that this change
goes beyond the individual and becomes situated within
wider social units or communities of practice; and (3) occur
through social interactions and processes between actors
within a social network (Reed et al., 2010).
http://en.wikipedia.org/wiki/Social_learning_(social_pedagogy)
[1] Reed, M. S., A. C. Evely, G. Cundill, I. Fazey, J. Glass, A. Laing, J. Newig, B. Parrish, C. Prell, C.
Raymond and L. C. Stringer. 2010. What is Social Learning?. Ecology and Society 15 (4): r1. [online]
URL:http://www.ecologyandsociety.org/vol15/iss4/resp1/
3. In other words,
learning
with and from
each other
in the context
of real work, life, etc.
5. Three strategic Compliance
perspectives: Emergent, adaptive
learning
Part 1 - Value Strategic
Team learning/doing
Value
Communities and… the
broader strategic
Strategic continuum
Form
Options
Leadership
Level of formality
Design & facilitation repertoire
Strategic Lifecycle practices
Practices Measurable
6. Harnessing Latent Microexpertise -- The project must allow even the
narrowest of expertise. A 3rd-year algebra teacher might not have the broad expertise of an
experienced math education researcher, but that 3rd year teacher might have small elements
of expertise that exceed that of the recognized experts.
Designed Serendipity -- The project needs to be easy to follow and encourage
participation from a variety of experts. You want problems to be seen by many in the hopes
that just a few will think they have a solution they wish to contribute.
Conversation Critical Mass -- One person's ideas need to be seen by others so
they create more ideas, and the conversation around all the contributions keeps the
project going.
Amplifying Collective Intelligence -- The project should showcase the fact that
Nielsen’s:
collectively we are smarter than any one individual.
Those are all great characteristics of any project. But what makes this any different than any
traditional, offline project? Nielsen offers several suggestions. Unlike a large group project with
Reinventing
clear divisions of labor, technology allows us to divide labor dynamically. Wikipedia certainly
would not have grown the way it did if labor had been divided statically between a set of
contributors. Also, networked science uses market forces to direct the most attention to the
problems of greatest interest. Lastly, contributing to an online project rarely feels like
members. discovery
committee work, and participants can more easily ignore poor contributions or disruptive
http://blog.mathed.net/2012/08/nielsens-reinventing-discovery-2005-in.html
7. Poor Collaboration - Breakdowns, Ideals, and Culture
Rypple recently published an infographic on collaboration, called Is Poor
Collaboration Killing Your Company….
Biggest breakdowns (based on 1,400 people):
- 97% - a lack of alignment on objectives
- 92% - deadlines impact bottom-line results
- 86% - lack of collaboration or ineffective communication
Michael Sampson on
How employees want collaboration to work:
- wider decision making involvement
- issues are truthfully and effectively discussed
the cost of poor
Creating a strong collaborative culture:
- 1. encourage people to share ideas
- 2. build brainstorming into each project
- 4. limit group sizes collaboration
- 3. log important communications
- 5. resist the urge to direct
9. Part 2: Compliance
Emergent, adaptive learning
Strategic Team learning/doing
Form Value
Communities
Strategic and… the broader
Form strategic
Options continuum
Leadership
Level of formality
Strategic Design & facilitation repertoire
Practices
Lifecycle practices
Measurable
17. Use very small groups where they are
useful focused tasks
Use communities where they are
useful were learning needs depth,
trust and focused practice
Use networks where they are useful
where diversity, diverse time
cycles, scanning, curating and scaling are
essential
19. Teams
Networks Sometimes
(sometimes paired Communities
w/ small groups
and communities) Jabe
Bloom
http://blog.jabebloom.com/?p=27
http://en.wikipedia.org/wiki/Cynefin#Description_of_the_framework
26. Balancing Formal & Informal
• Formal programmatic efforts to change behaviors work mostly on the
rational side of human behavior
• Informal experiential efforts can capture the emotional side
• Programmatic change takes more time & costs more and encounters
more resistance than "viral" change
• You need both over time
• A "viral" effort usually begins with a few respected "master motivators”
• Insights & approaches of the motivators work best in experiential settings
• Experiential momentum sustained informally & formally
• The most important lesson: importance of cross-
organization energy & its dependence on the
informal
From : http://blogs.hbr.org/cs/2010/04/spreading_critical_behaviors_v.html
31. Monthly meetings with everyone
Example: The Environmental at the university concerned about
the environment, shared
Resource Network calendars
Bump into another
member? Have a
conversation, emails
Awareness events, orientation
for environmental student
groups, workshops
Blog, websit
e,
activities
oriented to … Inviting experts to monthly
meetings/events/workshops
Anyone with an interest in the
environment can be a member
but the network targets active
student groups, rss
Public. Minutes are
shared. Network is
accountable to all
students who pay a Twitter, Facebook, email
Members connected levy list, member directories
through a shared interest
drawn from the book “Red-Tails in Love: Pale Male’s Story -- A True Wildlife Drama in Central Park” by Marie Winn. Vintage Books, 2005
33. FAO’s
“Nine Keys to a
Successful
Thematic Knowledge
Networks
34. • discover &
Facilitation & to…
enable people appropriate useful
other roles technology
• be in and use
communities &
networks (people)
• express their identity
• find and create
content
• usefully participate
38. Rules of Thumb
• Good meeting practices
– “A bad meeting offline is even
worse online!”
• 60-90 minutes of endurance
• 7 minute chunks of attention
• Multiple modalities (especially visuals)
• Interactivity
http://www.flickr.com/photos/amberandclint/3266859324/sizes/l/
39. Talking & Meeting With Video
Some rights reserved by chippenziedeutch
40. Interactivity
• Using web meeting tools and features
– Polls
– Whiteboard
– Hand raising/speaking order
• Using process
– Maps
– Chairs
– Provocative questions
– Just Three Words
http://www.flickr.com/photos/kt/146500920/
41. We can use images to help us
establish context, make
meaning and create
memories to continue our
experience…
BE
VISUAL!
42. Learning how to not screw up communicating together online all the time….
44. How to draw faces? Check out Austin Kleon and Dave Gray
http://www.austinkleon.com/2009/07/27/how-to-draw-faces/
http://www.davegrayinfo.com/2010/10/28/drawing-facial-expressions/
49. Glenda Eoyang
Observe. Don’t waste a good surprise. Pause and wonder when something
unexpected arises. It may be the weak signal foreshadowing something
important to come.
Connect. Nothing co-evolves in isolation. The key is connecting in inquiry
with the environment, with current and historical patterns, and with other
thoughtful people.
Question. Our assumptions blind us to the world around and lock us into
our long-held problems and their failed solutions. A good question can break
through the expected to discover the possible.
Try it out. Of course expectations based on past experience will make us
question anything we haven't experienced. To see something new, we really
have to see it. Try a new idea out, see what happens, adjust and try
again. We call this adaptive action. Reward thoughtful risk taking.
http://bit.ly/lPyXxJ
51. Next?
Talk, write, Skype, Tweet
Nancyw@fullcirc.com
http://www.fullcirc.com
@NancyWhite
Some rights reserved by Eleaf
http://www.flickr.com/photos/eleaf/2536358399/sizes/m/in/photostream/
Editor's Notes
Guten tag. Thanks for having me “with you” across the miles. As I understand it, you have already had a day full of thinking about the next generation of learning. I too, am deep into the thinking and practice of learning at work. I work primarily with international non governmental organizations, research organizations and non profits and much of what we focus on is the strategic role of learning in these organizations. More often than not, people are NOT in the same office or geographic area. A few weeks ago I was doing an assessment of the knowledge management and capacity strengthening unit of a research organization and with each of the 40 interviews I conducted, people talked about the critical importance of EMBEDDING these practices in the work units. No longer could one reasonably expect to be able to tap different units across the diverse needs of distributed work teams. New mechanisms were needed. Social LearningFormal and informalStrategicFormMe, we, networkRolesBeyond instructor or teacherPractices
Social learning is a well studied field and one that is seeing a lot of attention these days. Look at the work of Etienne Wenger-Trayner, for example, in embedding social learning in how we think about how our organization – even the world – operates.
In short….
http://www.flickr.com/photos/mrbultitude/66756603/in/photostream/What this means in practice is learning is and has to be everywhere, not just in our formal training programs, but in almost everything we do. Some frame this as social learning.
http://currents.michaelsampson.net/2012/08/poor-collaboration-breakdowns-ideals-and-culture.htmlWe can’t kid ourselves. The cost of our inability to usefully harness
The Cynefin framework is a way of looking at a context and discerning how to act depending on if something is simple, complicated, complex or chaotic. This gives us a tool to think strategically about what kind of learning is useful in a particular context, and what kind of group form may apply. Let’s look at some examples.
http://blog.jabebloom.com/?p=27This framework can be a very useful tool to help us understand not only what to stop doing, but where strategically tapping communities and networks can really pay off. Let’s look at some examples
Don Tapscott’s engagement strategies for new Open Cities collaborative
Another lens is that of formality/informality. I came across this set of observations in the Harvard Business Review and thought it would be useful to share because you, coming from a large organization, AND working with very diverse constituents from around the world may often work with organizational expectations of formality. What this article helps us remember is that we need both formal and informal and communities – where people come together – can often be a nexus point for the informal. Now, this can often be interpreted as the “fluffy bunny” stuff – you know, emotions, relationships and such. I work with a lot of scientists and economists and there is a tendency for some to shy away from this language. Yet when we look at their practices, they do this all the time. They just talk about it differently. The bottom line for community facilitators and managers is you need to attend to social practice as well as the subject matter.
The Food and Agricultural Organization of the UN has developed this set of approaches for working with their thematic knowledge networks.
http://community-roundtable.com/2010/01/the-value-of-community-management/http://tomhumbarger.wordpress.com/2009/01/13/the-importance-of-active-community-management-proved-with-real-data/I came across this blog post and it really caught my eye: Tom wrote: “I think most community experts would agree that active community management and ongoing strategy are vital to a community’s health. However, I don’t know if anyone has been able to fully quantify the impact using actual community metrics.Until now – when I decided to analyze some of the 2008 data for my former community during the period of active management and the period of passive management.I was the community manager for a professional community from January 2007 through July 2008. During that time, the community grew from zero to 4,000 members. We were rigorous with the tracking of metrics and updated community analytics weekly through a combination of our platform reports and Google Analytics. I was laid off in July due to financial hardship of the community sponsor, but the community doors have remained open albeit with no community management or minimal upkeep.During the time of my involvement, active community management and consisted of:delivery of bi-weekly email update newslettersproduction of monthly webcastsactive blog posting and blogger outreachuploading of fresh content each weekcontinual promotion of the community in various forums through guerilla marketingongoing brainstorming and strategizing with respect to improving the community experiencepriming of discussion forums, andongoing communications with individual community membersIt’s interesting to discover that a neglected community will indeed continue to function without a dedicated community manager. However, the results are lackluster and the picture are not ‘pretty’.For example, this is a screen shot from Google Analytics graphing the number of weekly visits to the community from 1/1/2008 through 12/31/08:Google Analytics - 1/1/2008 to 12/31/2008Additional details from the metrics include:Membership growth slows significantly – Community membership grew 62% from January to July at a average clip of 55 new members per week. From July to December, the membership only grew 13% at an average clip of 20 members per week. This is a fall-off of more than 63% on a week to week basis.Number of visits drop 60% - The number of visits from January through July averaged more than 1,300 per week. For the second half of the year, average visits dropped nearly 60% to an average of 522 per week.Number of pages viewed per visit drops 22% - Not only did the number of visits drop, the number of pages per visit also decreased by 22% with the average pages per visit going from 3.76 to 2.95.Time on site decreases by 33% – Driven by the fewer page views, the time on site in minutes during active management was 3:38 vs. 2:37 after July which is a 1:19 or 33% decrease.Fresh activity on the site since August has been pretty nonexistant as well – just 10 new blog posts, 4 new file uploads, and less than 25 discussion forum questions or comments have been posted. For some interesting reason, the activity on the related LinkedIn group has picked up and included 15 new discussions in just the last week. This definitely is worth taking a deeper look in a separate blog post.So what does this mean? Clearly, the analysis proves that active managementcontributes significantly to the health of a professional community. And that it is ultimately important to the success of a community.”
http://www.hsdinstitute.org/learn-more/read-the-latest/attractors.htmlThere are a variety of facilitation and community management models. Here is one of those simple set of useful “rules of thumb” or heuristics that are tried and true.