- Roger Hiemstra's Web Page on SDL Competence A list of competencies for successfuly carrying out self-directed learning projects.
- Roger Hiemstra's Web Page on SDL Skills A self-rating char on self-directed learning skills that learners can examine to determine how well they fit as a personal attribute. The goal is to identify those areas of strength that can be used in future self-study efforts and those that may need to be enhanced.
- Oklahoma University's Faculty & Staff Resource Site A listing and description of skills needed to be a self-directed learner.
- Centre for Learning & Performance Technologies E-Learning Handbook Chapeter on Self-Managed Learning A brief article on the difference between managed and self-managed learning, and how to become a self-managed learner.
- University of Medicine & Dentistry of New Jersey's Center for Teaching Excellence A resource list of articles on self-directed learning.
- Anecdote A blog post on how to start a community of practice.
- Lifehack.org A blog post on 15 steps to cultivating lifelong learning.
- Scott H. Young An article comparing the relative strengths of formal and self education.
- WiseBread A how-to article on becoming an expert.
Sunday, January 20, 2008
Thursday, January 10, 2008
This time I chose the tags "tool" and "collaboration". Generally, this would mean either information on collaboration tools, or the tools themselves. Here's what I found I have:
Project management collaboration tool
Harold Jarche : Strategies for online collaboration » PKM - my best tool
A post on Harold Jarche's blog with a model for how he builds knowledge in his PLE
Mind42 - Free Online Mind Map
A Step-by-step guide to global collaborations
A post on Kim Cofino's blog "Always Learning"
Facebook Study Groups
Listing, scheduling, discussion, notes and file management
free wiki tool
bubbl.us - free web application for brainstorming online
Online resource organizational and sharing tool
free wiki tool
What are your favorite collaboration tools or articles on the subject?
Sunday, January 6, 2008
Self-efficacy, a belief in one’s ability to succeed, comes from self-confidence and successful practice. Providing a safe environment for early practice, coaching, and constructive, encouraging feedback supports this capacity.
Motivation comes from an understanding of the importance of the behavior change, for the larger goal and for themselves. Understanding the context of the learning, how it’s relevant to and helps their work and the business goal provides a more “philosophical” motivation. Providing active support of the transfer of learning to work, by including the new behaviors in performance measurements encourage accountability for applying the skills and incentives for successful execution, which provides the practical motivation.
What do you do to ensure that the skills and knowledge trained get applied on the job? What is embedded in the training? How is the transfer supported by the organization?
Thursday, January 3, 2008
George Harrison famously sang, “If you don’t know where you’re going, any road will get you there.” I wish there was a lyric that crooned, “If you don’t know how to get there, you’ll likely end up somewhere else.” Often, organizations that work hard on defining vision, mission and goals then lay down their pens. As important as this work is, it isn’t enough. Defining purpose and objectives is challenging. However, to manage performance, equally critical and more difficult work still lay ahead: identifying constraints and conditions, designing work standards and supportive systems, and determining necessary tools and competencies. This is the explicit, tangible information individuals need to orient and equip themselves to do the work. It is the map, compass and knapsack of supplies they’ll use to take the organization to its target destination.
When there is a gap in performance, all of these elements must be evaluated to determine the cause of the gap and design a solution. On his blog, Harold Jarche provides this guide to a performance gap analysis. This highlights the responsibilities the organization has to ensure good performance, such as adequate resources, clear expectations and performance measures/feedback, and appropriately linking performance outcomes to rewards and consequences. Jarche also provides this decision tree tool to assist in the analysis process.
Providing this context and clarity is the foundation of performance management. With this cornerstone laid, the other functions of performance management, such as recruitment, development, corrective action, and succession planning, fall into place more clearly, logically, and with greater harmony.