Conceptual Models

Conceptual Models

Here are a few of the models that inform my thinking. Some are mine;
others were pilfered.

I believe in authenticity and transparency. I share what I can. Use

whatever you find useful so long as you say where it came from.

Am I afraid people will steal these ideas? No, I hope they. These are
recipes in my mental cookbook. You want a great meal, call a chef.

Jay

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Topics

Learning
Timing
Work
Networks & Web 2.0

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Learning
Evolve
Adapt or
Massive
Change or
Learn
Die

Tony O’Driscoll

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Learning

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Learning

The Learning Mixer

Formal Informal

Control Top-down, strict, tight Some self-directed Bottom-up, peer-to-peer,

laissez-faire

Delivery Courses, LMS, Push Workshops Conversations, learnscapes,

Pull

Duration Hours 15 minutes 3 minutes max

Content Curriculum, what they Class + OJT Discovery, what learner needs
say

Timing Before or after work In between work During work

Author Instructional designer SME Learner

Time to Months Days Minutes

develop

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Learning

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Dan Pink

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The Varieties of Learning Experience

Person World
For example:
• learning to talk
Emotional Know who • learning to crawl
Know how • learning your ABCs
Cognitive Know where
• learning to fear the number 13
• learning to meditate
Physical ... • learning to speak French
Co-creation • learning the way to the store
Sensory • learning who to trust
• learning with my pal Sally
Social/EI • learning how to sell
• learning Ruby on Rails
• learning where the answers are
• learning to negotiate
DNA, innate, inherited • learning to play piano
• learning to rollerblade
• learning to taste wine critically
• learning to cook bread
Learning is adaptation. • learning to lead effectively
DRAFT
JSB

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Learnscape
Two sides of learning

Individual

Learning Organization
dashboard
Personalize learning Learnscape
environment Culture
Performance support Network
Relevant experience infrastructure

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Keyhole View of Learnscape

Customers,
partners

Co-creating
knowledge
Private net
Searching

Consuming
Internet
internet
knowledge

Worker/
Partner net
learner
Conversation

Learnscape
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Timing

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 How Buildings Learn

Peter Merholtz’s clean-

up of Stewart Brand’s
model.
Work

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 Work/Life
Jay’s Personal Learning Environment: 1980
 Work/Life
Jay’s Personal Learning Environment: 2008

internet
Work
Value migrates to intangibles

Tangibles

Market Value
S&P 500

Intangibles

1982 1999

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McKinsey – new worker
McKinsey – by industry
McKinsey -- performance
Learning the work
How Workers Acquire Knowledge

Novice Old Pro

Explicit Tacit

1.1
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Going up the stack...

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Value Network Analysis

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Networks, web 2.0

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JSB

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Networks, web 2.0
Network evolution

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Networks, web 2.0

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Networks, web 2.0
From hierarchy to flatland
Silos

Boundaries
open up

Communication
goes viral

Unified
enterprise

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Networks, web 2.0

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Knowing Knowledge (Geo. Siemens)

Eight broad factors define the characteristics of knowledge today:

1. Abundance
2. Capacity for recombination
3. Certainty…for now
4. Pace of development
5. Representation through media
6. Flow
7. Spaces and structures of knowledge organization and dissemination
8. Decentralization

George Siemens

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Knowing Knowledge (Geo. Siemens)

Knowledge comes from systems and integrated structures. Better quality networks
and connections result in better quality knowledge sharing. Forming effective
networks is as important a challenge as utilizing the networks for our knowledge
needs.

While building our networks, we cannot unearth knowledge by only focusing on

one domain. To exclude social, emotional, or spiritual dimensions is to grey the
picture. The wider the lens of our perception, the brighter (and more complete) the
image.

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Knowing Knowledge (Geo. Siemens)
Experience has long been considered the best teacher of knowledge. Since
we cannot experience everything, other people’s experiences, and hence
other people, become the surrogate for knowledge. ’I store my knowledge
in my friends’ is an axiom for collecting knowledge through collecting
people. Karen Stephenson

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Knowing Knowledge (Geo. Siemens)
a bricolage of cognition, emotion, intuition, doubt, and belief.

Change is shaping a new reality under the fabric of our daily lives.
Seven broad societal trends are changing the environment in which
knowledge exists:

1. The rise of the individual;

2. Increased connectedness;
3. Immediacy and now;
4. Breakdown and repackaging;
5. Prominence of the conduit;
6. Global socialization; and
7. Blurring worlds of physical and virtual.

When the rate of change outside exceeds the rate of

change inside, the end is in sight. Jack Welch
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More than one cloud in the sky

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Groups vs. Networks (Downes)

Groups vs. Networks

• Groups require unity; networks require diversity.

• Groups require coherence; networks require autonomy
• Groups require privacy or segregation; networks require openness.
• Groups require focus of voice; networks require interaction.

Stephen Downes

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Participatory Culture

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O’Reilly

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Peter Morville

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End of this set

Jay Cross
jaycross.com

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