the merger of km and e-learning: a new framework for design

201 The Merger of KM and e-Learning:

A New Framework for Design

www.eLearningGuild.com

Marc Rosenberg,Marc Rosenberg and Associates

July 23 & 24, 2009Boston, MA

Page 1Session 201 – The Merger of KM and e-Learning: A New Framework for Design– Marc Rosenberg, Marc Rosenberg and Associates

marc rosenbergmarc rosenbergwww.marcrosenberg.com

& A S S O C I A T E S& A S S O C I A T E S

The Merger of KM and E-Learning: A New Framework for Design©2009 by Marc J. Rosenberg , all rights reserved

Slide 1

Marc J. Rosenberg, Ph.D.

Copy right, 2009, by Marc J. Rosenberg and is provided for internal educational purposes only. It may not be altered, distributed externally, used in any commercial or marketing venture, or published in any medium, including the Internet, without written permission f rom the copy right holder.



Instructional Design SymposiumChicago, July 9-10Boston, July 23-24

The Merger of KM and The Merger of KM and EE--Learning:Learning:

A New Framework for DesignA New Framework for Design

Selected Slides




Slide 2

About your speakerAbout your speaker

Dr. Marc J. Rosenberg is a leading management consultant, speaker and educator in the fields of training, organizational learning, e-learning, knowledge management and performance improvement.

He is the author of the best-selling book, E-Learning: Strategies for Delivering Knowledge in the Digital Age (McGraw-Hill). His new book, Beyond E-Learning: Approaches and Technologies to Enhance Organizational Knowledge, Learning and Performance, is published by Pfeiffer.

Marc is a past president of the International Society for Performance Improvement (ISPI), and holds a Ph.D. in instructional design, plus degrees in communications and marketing. He also holds the Certified Performance Technologist (CPT) designation from ISPI. Dr. Rosenberg has spoken at The White House, keynoted numerous professional and business conferences, authored more than 40 articles and book chapters in the field, and is a frequently quoted expert in major business and trade publications. He is an elected member of his local community’s Board of Education.

More information about Marc is available at www.marcrosenberg.com.




Slide 3

Merging knowledge management and e-learningMerging knowledge management and e-learning






Slide 4

New choices, new decisions for learningNew choices, new decisions for learning

Performer

New ParadigmThe employee/learner is viewed as a knowledge seeker, with constantly changing learning needs and time frames.Online and offline services enable greater access to the total set of knowledge, learning and performance resources.On-demand learning in the workplace, at the moment of need, becomes essential.

Online Training Classroom Training

Information Repositories

Communities of PracticeExpertsPerformance

Support

Mentoring/ Coaching

Simulations and Games

Old ParadigmThe instructor is viewed as the center of all knowledge.Everyone learns the same way.The classroom is seen as the place where all knowledge disseminates.The course is viewed as the preferred format for learning.

Classroom Training

Learner

Learner

LearnerLearner

Learner

Learner




Slide 5


Communities of PracticeExpertsPerformance

Support

What is knowledge management?What is knowledge management?

Performer

Online Training Classroom Training

Mentoring/ Coaching

Simulations and Games


Communities of Practice

Experts and Expertise

Knowledge Management

The creation, archiving and sharing of valued information, expertise and insight within and across communities of people and organizations with similar interests and needs, the goal of which is to build competitive advantage.




Slide 6

The rise of “web 2.0”The rise of “web 2.0”





Documents Presentations

“The early web” was focused on information storage and viewing; mostly a passive user experience.

“e-Commerce” introduced the concept of transactions.

“Web 2.0” moves from static information and transactions to dynamic collaboration. It is a more interactive, personable and social experience.






Slide 7





Documents Presentations

Web Conferencing

Social Networking

Wikis

RSS Feeds

Podcasting

Blogs

The rise of “web 2.0”The rise of “web 2.0”




Slide 8

Intellectual Capital Business ProcessesEnterprise Repositories

and Portals

Synthesize information across the business

Personalize, organize and synchronizethrough repositories, portals & web 2.0 tools

Optimizeknowledge for business value

…Which is then synchronized to provide a seamless view into the collective intelligence of the business…

Employee Development

Employee Development

HRHR

E-Commerce-

Supply Chain ManagementSupply Chain

Customer Relationship Management

Customer Relationship Management

Customer Care

Customer Care

Management

E

FirmwideKnowledge

Network Commerce

E

…Creating a knowledge-centric organization that puts knowledge and expertise at the core of key business operations*

*Non-exhaustive sample of knowledge-centric business operations provided in the illustration.

Data Mining & Aggregation

Employee Data

Sales Data

R&DCustomer

Data Supplier Data

Competitive Intelligence

Cost Data

Knowledge management transforms business information from raw data into useable, accessible knowledge and expertise…

• Services & Tools• Content• Communities &

Expert Networks• Integration• Applications &

Transactions

Portal Components

Knowledge Synchronization

Customer

PortalCustomer

Portal

Executive

PortalExecutive

Portal

Employee

PortalEmployee

PortalKnowledge Repository

hDocuments

Shared Drives

E-Learning

Web SitesE-Mail

Experts

Business Information

CommunitiesWorker

Expertise

Sales Strategy

Business Strategy

Technology Services

Product Specs

Marketing Plans

Customer Profiles

Knowledge management process: High-level overviewKnowledge management process: High-level overview




Slide 9

Knowledge management mythsKnowledge management myths

1. KM is about knowledge publishing and storage.

2. KM is about knowledge control.

3. The goal of KM is to create a document repository.

4. To generate an appropriate level of benefit relative to cost, KM projects must be huge.

5. Eventually, KM will replace training.

6. If you build it, they will use it.

7. KM is a technology.






Slide 10

Scheduled Classroom Instruction

Scheduled Classroom Instruction

Conferences, Seminars, Workshops

Conferences, Seminars, Workshops

Technology-Based, Point-of-Need Instructional

Offerings

Technology-Based, Point-of-Need Instructional

Offerings

Information Services and Knowledge

Repositories

Information Services and Knowledge

Repositories

INDIVIDUAL

GROUP

KN

OW

LED

GE

SKIL

LS

Knowledge ManagementKnowledge

Management

Information

Information

Online TrainingOnline

Training

Instruction

Instruction

Instruction vs. informationInstruction vs. information




Slide 11

Stable content.Learn for the future.Apply to broad situations.Primarily knowledge-based.Develop the person.

Less stable content.Learn for the near term.Apply to specific situations.Primarily skills-based.Build the performance.

Stable and unstable content.Learn for now.Apply to any situation.Knowledge and skills-based.Support the person and the performance.

Education Training Information

Education Training Information

Our Role TodayOur Role Today

Our Role Today

Education Training Information (On-line)

Our Emerging RoleOur Emerging Role

Our Emerging Role

Instruction vs. informationInstruction vs. information




Slide 12

Gilbert’s Behavior Engineering ModelGilbert’s Behavior Engineering Model

Learning and Performance

Information

35%

ExpectationsStandardsFeedback

Required Info.

Resources

26%

ToolsSystems

ProceduresRef. Manuals

Experts

Knowledge and Skills11%

Training/EducationDevelopment

Work Assignments

Incentives and Consequences

14%

RewardsRecognitionPromotionsPunishment

Motivation

6%Value

ConfidenceMood

Capacity

8%Personal

Characteristics, Traits, Preferences; Physical & Mental

Ability

The broader the toolkit, the more likely a successful solution!

Environment

Individual

Two weeks a year90 % or more of the training/development budget

Two weeks a year90 % or more of the training/development budget






Slide 13

Disruption

Work Work Work Work Work Work

Train Train TrainTrain Train

Stop

Work Stop

Work Stop

Work Stop

WorkStop

Work

Return

to Work Return

to WorkReturn

to Work Return

to Work Return

to Work

Weak alignment of work and learning

Work

Move learning into the flow of workMove learning into the flow of work

Disruption Disruption

WorkWork Work Work Work Work

Train

Stop

Work

Return

to Work Train

Stop

Work

Return

to Work

Greater alignment of work and learning

Work-Based

Learning& Support

Work-Based

Learning& Support

Work-Based

Learning& Support

Knowledge Management, Performance Support, Coaching, etc. (in addition to online training)




Slide 14

Relationship between training and knowledge managementRelationship between training and knowledge management

Purp

ose

Stop

W

ork?

View

of

Lear

ning

Goal

TrainingTraining Knowledge ManagementKnowledge

Management

InstructInstruct InformInform

Requires Interruption of

Work

Requires Interruption of

Work

Less Work Interruption than

Training

Less Work Interruption than

Training

Program Dictates How Learning will Take Place

Program Dictates How Learning will Take Place

User Determines How Learning will Take Place

User Determines How Learning will Take Place

Transfer Skill and KnowledgeTransfer Skill

and KnowledgeResource for User;

Catalyst for Organizational Learning

Resource for User; Catalyst for

Organizational Learning




Slide 15

LMSLMS

COURSESCOURSES

Leadership CoursesProject Management

Strategy Supervision

Assessing Performance

Sales & Marketing Courses

Selling Skills

Product Development

Making Presentations

Communications

Research Methods

Consumer Research

I.T. Courses Networking

Web Design Software Development

Voice

Java

Data

HTML

Introduction to Java(Classroom)

Advanced Java Tools(Online)

A “course centric” view of knowledgeA “course centric” view of knowledge

You want to learn about Java programming…






Slide 16

LMSLMS

KNOWLEDGEBASEKNOWLEDGEBASE Java

Courses

Introduction to Java(Classroom)

Advanced Java Tools(Online)

Live Events

Corp. Java Conference

Monthly Java Team Meetings

JavaOne(National Expo)


Sample Java CodeArchived Podcasts

& Webcasts

Java Technical Manuals & Glossaries

JavaDevelopment

Process

Blogs & WikisProject InformationVirtual Communities

www.javasoft.com Corp. Java Developers’ Forum

JavaWorld

A “knowledge centric” view of knowledgeA “knowledge centric” view of knowledge

You want to learn about Java programming…

Experts

Joe Smith (Java Developer)

Sue Miller(Java Instructor)

Luis Garcia(Java Project Mgr.)

Webcast




Slide 17

Simple ideas for incorporating KM into instructional designSimple ideas for incorporating KM into instructional design

*OK, not so simple




Slide 18

Gro

up

Activity

Brainstorming design ideas: How would you blend classroom, e-learning and KM?Brainstorming design ideas: How would you blend classroom, e-learning and KM?






Slide 19

Gro

up

Activity

Thanks to Harold Stolovitchfor these case studies.

Brainstorming design ideas: How would you blend classroom, e-learning and KM?Brainstorming design ideas: How would you blend classroom, e-learning and KM?




Slide 20

Multiple levels of mastery require multiple learning and performance strategiesMultiple levels of mastery require multiple learning and performance strategies

NoviceNew to Job; Knows Little

Primary Strategy:Training

(Classroom and Online)

“Show Me How”

CompetentCan Perform to Basic

Standards

Primary Strategy:Practice, Coaching“Help Me Do It Better”

ExperiencedCan Vary Performance

Based on Unique Situations

Primary Strategy:Access to Knowledge

& Performance Resources

“Help Me Find What I Need”

Master/ExpertCan Invent New, Better Ways to do Job; Can Teach Others

Primary Strategy:Collaboration & Problem-Solving“I’ll Create My Own

Learning”

P u

s h P u l l




Slide 21

Implementing KMImplementing KM

Gro

up

Activity

What might you say to people who suggest that KM is not part of your role as a training/e-learning (or performance improvement) professional? After all, they say, KM is not training.

How might you respond to the suggestion that KM is I.T.’s responsibility?






Slide 22

For more information, contact:

Marc [email protected]

Thank You!Thank You!

On the web at www.marcrosenberg.com