As learning leaders, we share a personal passion and commitment to solving wicked problems. We recognize that no one organization can solve these problems alone. We use our talent to advocate for new ways of doing new things, both inside and outside our structures. We see continual learning as the key to preparedness in a hyper-connected VUCA world.

How many people do you need to recruit ten thousand learners? The preliminary questions are: is there an established network of learners? This requires that learners are connected to each other, and not simply end nodes in a pyramidal structure. And, do you have access to the network? These questions may be answered empirically. Publish your course. Build it and they may come – through the network.

Knowledge management has met its timely demise. No matter how sophisticated or agile, knowledge management (or “KM”)  remains fundamentally embedded in a container view of knowledge.

We went up the Semnoz this afternoon, taking our two-and-a-half year old baby on a no-pram-allowed walk for the first time. In addition to the usual suspects (cows and goats, mostly), we also ran into Benoit Pereira Da Silva, an application developer at the helm of a contraption he uses to code and walk at the same time. If I understood correctly, he has programmed the drone to document his walks.

In three years, the World Bank’s e-Institute enrolled 50,000 learners through small, tutor-led online courses and webinars. Its first MOOC, run on Coursera’s platform for four weeks, reached 19,500.

In our studies, we found that every flow activity, whether it involved competition, chance, or any other dimension of experience, had this in common: It provided a sense of discovery, a creative feeling of transporting the person into a new reality. It pushed the person to higher levels of performance, and led to previously undreamed-of states of consciousness. In short, it transformed the self by making it more complex.

This is my presentation on 19 June 2014 at the Scaling corporate learning online symposium organized by George Siemens and hosted by Corp U.

On this page I will add links to the video and audio recordings of the Scaling corporate learning online symposium.

For organizations, the paradigm of workplace learning remains focused on internal development of staff, on the premise that staff need to be learning to improve, if only to keep their knowledge and competencies current. In the past, education advocates struggled to gain recognition for the need to continually learn in the workplace.

If you are interested in the strategic significance of educational technology for workplace learning, make sure that you do not miss the open, online symposium happening 18-19 June 2014. The event is organized by George Siemens and hosted by Corp U. I will be facilitating sessions with the World Bank and OECD, as well as presenting on partnerships between corporate and non-profit learning leaders to scale up humanitarian education.

Few empirical studies have examined the relationship between learning organization dimensions and nonprofit performance. Susan McHargue’s study was conducted to understand this relationship and how it impacts nonprofit organizations’ ability to become nonprofit learning organizations. The results offer guidance to human resource developers and managers who desire to integrate learning organization concepts into nonprofit organizations.