Learning, learning organisations, lifelong learning – the list goes on but it’s easy to overlook the fact that forgetting is critical to learning, for if we do not forget then we cannot learn and we cannot move forward.
In their book Uncommon Sense, Common Nonsense, Jules Goddard and Tony Eccles wrote: “Learning is as much a process of purposeful forgetting as of purposeful learning. We need to slough off falsehoods with the same discipline and zeal that we bring to the search for new
Massive Open Online Courses – MOOCs – have come in for a bashing from a number of areas. But what’s it like to actually participate in a MOOC and see it all the way through? To be one of the few – some say as little as 7% – who actually complete a course? Well this post tells you all.
Back at the beginning of the year I said there would be a number of trends that I’d be watching. Relating to MOOCs I said: “Massive Open Online Courses – or MOOCs – are potentially transforming
Social media tools are increasingly being used to support backchannels for a number of conferences and events. Conferences will issue ‘formal’ Twitter hashtags in advance – such as #MyConference – so that tweets can be rapidly searched, collated and shared. But what if the tweets are not representative of the conference content – surely then the immediate value of the backchannel would be lost? This post explores a real-world example and suggests some strategies and learning for all
Despite all our efforts almost 70% of all change initiatives fail. In a previous post I wrote about change and the speed of change that’s all around us. In this post I want to look at why so many change initiatives fail.
According to Harvard Business Review almost 70% of all change initiatives fail. That’s right – 70%!
If you don’t believe HBR then perhaps thirty years of research by change guru Dr. John Kotter may help. In addition to HBR, Kotter also found that about 70% of
Big data is the current hot topic, but is it a case of "Here we go again?" The next learning and development bandwagon is up and rolling and this time the wheels have been attached to big data. We’re being told that we’ve got to concentrate on big data; we’ve got to learn about it and we’ve got to embrace it (so some would say), but what’s the point of trying to grapple with big data when most of the people profession can’t really get their heads around small data!
In this post
The ability to challenge views, approaches, assumptions and norms are central to building upon our current knowledge and to learn about new things. I’m concerned that the explosion of social media and the fact that we can now all have our “15 minutes of fame” is taking its toll on our willingness to challenge and therefore potentially restricting our ability to learn.
There’s no getting away from the explosion of social media or the impact – both good and bad – that it’s
The debate over formal learning versus informal learning versus social learning versus live online learning continues apace but a recent exchange via Twitter rather got my dander up! In response to an excellent blog by Clark Quinn, Jane Hart from the Centre for Performance Learning Technologies (@C4LPT) tweeted that “Formal learning should be the LAST RESORT”. (Jane's emphasis)
My response was that we need formal learning – that flying ‘social airways’ or living near a ‘social nuclear
In a recent post I talked about the power of storytelling. This week I’m turning my attention to the seven deadly sins that can impact on all of our stories in a negative way, and I’m going to suggest some approaches for dealing with them.
Based on the original seven deadly sins, I thought I’d apply these to storytelling so that you always deliver the very best stories that you possibly can.
As a reminder, the seven deadly sins are:
It’s not that often these days that we’re likely to take advice from an investment banker – and certainly not advice on learning! But an article in the Financial Times by Terry Smith contained some real pearls of wisdom that apply equally to People Professionals as they do investment bankers.
Terry Smith is the chief executive of Tullett Prebon and also of Fundsmith LLP and his article – although directed at investors – was full of good sense for People Professionals.
Genius is a word that can often be used inappropriately. However, where Burt Rutan is concerned it’s the right word to describe his work and, perhaps more importantly, his approach to the complex challenges he has overcome. Burt Rutan isn’t a name that most people are familiar with but as you’ll see in this week’s post it’s a name that has quietly delivered so much.
I first came across the name of Burt Rutan while watching a compelling documentary about a little company