Social, Collaborative and Collective Learning in Organisations: (Learning & Development in Organisations series #11)

By Thomas Garavan, Carole Hogan and Amanda Cahir-O'Donnell

In SOCIAL, COLLABORATIVE AND COLLECTIVE LEARNING IN ORGANISATIONS, the authors first define a number of concepts and discuss learning theory issues associated with this type of learning. Then they discuss different types of social and collective learning, including learning in teams, communities of practice (CoPs) and the learning organisation. The ebook provides a detailed discussion of evaluation of the role of social media in social and collective learning and the different types of social media that can be used by L&D professionals. It concludes with a discussion of collective learning processes, including learning circles, organisational dialogue, open space technology, World Café and the conditions facilitating social, collaborative and collective learning.

• Language: English
• Publisher: Oak Tree Press
• Release date: Mar 31, 2021
• ISBN: 9781781194911

Book preview

SOCIAL, COLLABORATIVE AND COLLECTIVE LEARNING IN ORGANISATIONS

CHAPTER 11: LEARNING & DEVELOPMENT IN ORGANISATIONS: STRATEGY, EVIDENCE AND PRACTICE

Thomas Garavan, Carole Hogan, Amanda Cahir-O’Donnell & Claire Gubbins

Published by Oak Tree Press, Cork, Ireland

www.oaktreepress.com / www.SuccessStore.com

© 2020 Thomas Garavan, Carole Hogan, Amanda Cahir-O’Donnell, Claire Gubbins

A catalogue record of this book is available from the British Library.

ISBN 978 1 78119 490 4 (PDF)

ISBN 978 1 78119 491 1 (ePub)

ISBN 978 1 78119 492 8 (Kindle)

Cover image: Preechar Bowonkitwanchai / 123rf.com Cover design: Kieran O’Connor Design

All rights reserved.

No part of this publication may be reproduced or transmitted in any form or by any means, including photocopying, recording or electronically without written permission of the publisher.

Such written permission also must be obtained before any part of this publication is stored in a retrieval system of any nature.

Requests for permission should be directed to Oak Tree Press, [e-mail].

CONTENTS

Abbreviations

Foreword

Preface

Learning Objectives

Key Concepts

1Introduction

2Defining Social, Collaborative and Collective Learning Processes

2.1 How do Social, Collaborative and Collective Learning Differ?

Critical Reflection 1

3Different Types of Social, Collaborative and Collective Learning

3.1 Learning in Networks

3.2 Collective Team Learning

3.3 Learning in Communities of Practice

3.4 The Learning Organisation and Organisational Learning

Critical Reflection 2

4Social Media and the New Social Learning

4.1 The New Social Learning

4.2 Social Media and Social Learning

Case Study 1: Using Social Media for Training in Marks & Spencer

5Collective Social Learning Processes and Tools

5.1 Learning Circles and Organisational Dialogue

5.2 Advocacy and Inquiry

5.3 Open Space Technology

5.4 World Café

5.5 Time out of Time

Case Study 2: Social Learning: The Sea Salt Learning Approach

6Contextual Conditions Facilitating Social, Collaborative and Collective Learning

6.1 Learning Culture

6.2 Teamwork

6.3 Trust and Social Capital

6.4 Leadership, Champions and Communication

6.5 Resources

Best Available Evidence to Inform Practice

Conclusion

Summary

Review Questions

Strategic L&D in Action

Case Study 3: Citigroup’s Journey to a Culture of Continuous Learning

Further Reading

Bibliography

About the Authors

Other Titles in this Series

ABBREVIATIONS

API application programming interface

CIPD Chartered Institute of Personnel and Development

CITI Citigroup Inc.

CoP community of practice

CRM customer relationship management

HR human resource(s)

HRM human resource(s) management

IITD Irish Institute of Training and Development

KSA knowledge, skills and abilities

L&D learning and development

M&S Marks & Spencer

OWL Web ontology language

PDF portable document format

Q&A question and answer

SME subject matter expert

SPARQL Semantic protocol and RDF query language

SSW social semantic web

TOOT Time out of Time

XML extensive mark-up language

FOREWORD

Business leaders know that today’s fast-accelerating changes in technology, longevity, work practices, and business models offer both challenges and opportunities. While some jobs are disappearing due to advances in technology, many more are being transformed and thus creating the need for continuous, lifelong development. In response to this evolving landscape, Learning and Development (L&D) professionals are prioritising strategic imperatives such as transitioning to the future of work, the redesign of work and jobs, and reskilling the workforce to support the ongoing evolution of organisations.

It is imperative that L&D professionals shift their focus from the dominant paradigms that the profession has relied on for the past 50 years and examine more contemporary ways in which to improve their practice as professionals. The reality is that the future has started. We need to invest in breakthrough thinking and innovation to sustain success and face up to the challenges of the new business, customer and market paradigms. Encouraging an organisation’s workforce to learn and to change and adapt to the needs of the organisation is now more important than ever in order to respond to the requirements of the workplace of the future. L&D professionals have a major role to play in helping organisations to ensure that they have a workforce that is capable of adapting to those changing requirements.

Accordingly, as the leading professional body for L&D professionals in Ireland, the Irish Institute of Training and Development (IITD) commissioned LEARNING & DEVELOPMENT in ORGANISATIONS: STRATEGY, EVIDENCE and PRACTICE to reflect the changing landscape of L&D. Our intent in commissioning this book was to support L&D professionals by sharing the most up-to-date thinking to assist them in the development of capability throughout their organisations. The book aims to develop L&D professionals so that they deliver impactful learning interventions that develop staff by thinking innovatively about how work is organised and ensuring the best alignment of people and technology with the right opportunities within their organisations. It considers both formal and informal learning and looks at the contribution of the L&D function to organisational and financial performance. Reflecting the latest thinking in the field of L&D, it provides a theoretically-sound text written with the user in mind, whether that user is a practitioner or a student. Included in each chapter, to help the reader to relate the text to practical application, are case studies that show the theory in action. Critically, the book looks at the future of L&D and the competencies that are required into the future as well as examining ethical considerations in the field of L&D.

We at IITD are very pleased to be associated with this book and would like to extend our sincere thanks to all who have been involved in producing