learning

Two cool tools for knowledge and learning

Neat applications for sharing knowledge and learning are like buses, it turns out.

Icon

Icon is a new app from Spigit, who are the leaders in innovation management software. It’s a really simple concept (which is good) – the online question and answer format, but for an internal audience.

So, what Yammer is to Twitter, Icon is to Quora.

It’s a fab idea and to be quite honest I have no idea why nobody has done it before.

Icon is free to get going with, and could be an incredibly easy way to build up a useful internal knowledge base. For those using Yammer already, there seems to be a way to integrate them, which is a good idea.

Lore

Lore is an online course platform. Unlike than big systems like Moodle, it focuses on making it really easy to make single courses, and to just get them out there.

It provides a place for discussions to take place between learners and teachers, accept and grade assignments, share resources, and to have a calendar for real life get togethers and webinars.

What’s remarkable is that it is free!

I’m going to be having a play with Lore to see how well it works, and perhaps put together a test online course about digital engagement, if folk would be up for it.

Thanks to Rich Millington for bringing Lore to my attention. Rich and his colleagues are running a free course about online community management using the Lore platform, which will be well worth signing up for!

Share your own knowledge, bring your own app

Interesting post from Steve Dale – taking a slightly different approach to the use of social tools within the workplace (see ‘social business’ or ‘enterprise 2.0’ ad nauseam) where he focuses instead on the concept of ‘personal knowledge management’.

In order to develop a true learning organisation, staff need to be given much more freedom to use the tools, facilities, applications and networks that they have chosen. After all they are far closer to the issues, problems and potential solutions associated with their work than a CIO, a CFO or head of L&D. It is my firm belief that social learning and personal development requires a shift from hierarchies to networks, and empowerment of the workforce to choose the tools they need to do the job. Organisation that can’t or won’t grasp this paradigm shift will struggle to attract and retain talent, and will struggle to survive against more agile and adaptable businesses that do.

It’s interesting that it’s Steve saying this – because he was the guy who did such great work designing and promoting the LGID’s Communities of Practice platform – and it’s such a shame to see the momentum that project created being lost in the transition to the supposedly superior Knowledge Hub.

Steve’s thinking in this latest post seems to be that perhaps the community based approach to learning doesn’t work so well in an age of smaller and more personal technology. I agree.

How do I know which community I should join to share a certain bit of knowledge? Better surely to just share it, using the tool I am most comfortable with, and let people find it who need to.

This ties into what I said in a post a little while back on why internal use of social hasn’t really kicked off:

Much is made of the fact that due to the consumerisation of technology, workers are more likely to expect that social tools are available to them at work. I’d agree with this, but I think it is more likely that they expect and desire to use tools of their own choosing and not some corporately imposed knowledge management solution.

In other words, I suspect in this area employees would want to use the tools they like using, for their own purposes. There’s nothing wrong with this – I’m not suggesting that people just want to waste time, or spend their working day expanding their LinkedIn network – but I do think it more important that organisations allow staff access to the tools they want to do their jobs, and then find a way of managing it all – as opposed to procuring a big system to do ‘social’ and assuming people will want to use it.

I can’t help but think that it is a shame that so few organisations within the sectors I hold dear have taken up the baton of using new technology to foster knowledge sharing, more effective management of projects and generally smarter working.

Perhaps in an age of ‘bring your own device‘, bring your own apps isn’t far behind.

What I’ve been reading

I find this stuff so that you don’t have to.

You can find all my bookmarks on Pinboard.

Social knowledge and learning at BT

I spoke at an Open University event last week on behalf on Learning Pool, discussing the role on communities in social learning and how they can help improve engagement. More on the specifics of my talk on the LP blog in due course.

One of the other presentations, which I found really interesting, was from BT’s Iain Napier on their approach to social learning. This focused on two main initiatives, it seemed to me:

  1. The use of social networking to build communities of practice and interesting within the organisation, and to make the identification of talent and skills easier
  2. Encouraging staff to develop content to share their knowledge with colleagues, creating what are effectively short pieces of informal e-learning

BT use Sharepoint to enable rich staff user profiles listing interests and experience, and encourage blogging, status updates and document sharing to help inform others as to everyone’s expertise and skills.

From what I saw at the session, it looks like one of the most well-used SharePoint instances I’ve ever seen.

The staff generated learning content is published using a tool BT call ‘Dare2Share’ and is mostly video content, recorded cheaply and quickly using Flip cameras and the like.

Towards Maturity have written up Dare2Share and reveal the really interesting statistic that 78% of BT staff prefer to learn from their peers, but that very little attention or resource was put into making this happen.

Here’s a quick video about Dare2Share:

I wonder if it is just as true in public services that staff would rather learn from each other rather than from external trainers and experts? I’d imagine it probably is and the success of networks such as the Communities of Practice seem to confirm it.

It seems key to me that government organisations do more to maximise the skills and knowledge already present in the organisation, especially at a time when recruitment of new skills is tricky and L&D budgets are squeezed.

While technology isn’t of course the whole answer (see electric woks) nonetheless it must form part of the answer. How many public service organisations make the tools available to staff to do this stuff without a fight?

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