An important component of 21st-century learning is the transition from consumers of information and knowledge to that of creators. I tried on several occasions to enlist my classmates from other adult learning courses to participate in a Google+ community. As a member of several MOOCs (Massive Open Online Courses), I engaged with others from around the globe. Here are the benefits of using a platform with visual access to other participants:
- The community could be private and would allow classmates to interact with each other when adding content relevant for the class.
- Communities can form for almost any topic of interest.
- Using a response set-up like FB where comments build upon each other encourages participation. Notice that I said like.
When I took the E-learning and Digital Cultures course from Coursera in 2012, the engagement was exhilarating. Our professors “suggested” that registrants become familiar with digital tools “prior” to the beginning of the course. What followed was an outpouring of digital interaction 3 months prior to the beginning of class. Hey, a former professor signed-up, participated and engaged with professors and students across the pond. He had a blast!
When the MOOC Facebook page began to reach the thousands, subdividing into special interest groups was necessary. Individuals sought to interact with those of similar language or cultural groups. Some of us created “quad blogging” groups as a way to practice the VCU SOE praxis of “Educator as Reflective Practioner.” I am still FB friends with members of my group, all of whom are college professors with far more education than I have mastered. They are incredibly busy with their teaching schedules. Through a private group on FB, we are able to continue academic discussions.
What I discovered is that a crucial component of cyberculture is the willingness to share. Those who share freely are typically referred to as “weak links.” Discussions using Coogle did not appear to happen outside of the class time prepared by the professor. This comment is not meant to criticize my classmates. I am simply assessing my ignorance, AKA Schein.
I was absent the night that a decision was made to create a learning site for the Organizational Learning and Culture class, so I was not there to provide feedback. I am not complaining, just considering the value and the worth of the site beyond the expectations of the course. I’ll go through the links and determine if I wish to keep an artifact or document. The button on my Chrome tab allows me to bookmark items, label, and sort by topic. I can also determine if a document should be private or not. The information that I provided for the first Coggle on Organization Learning was based on items that I saved in Diigo.
My encounter with Coggle for the culture component was a little smoother. I still struggle with the navigation tools and wonder if I inadvertently deleted or moved a classmate’s contribution. If this has happened, mea culpa.
Here is an image of the Culture Coggle-
The components that I added were:
Thoughts: What are the qualities of a highly spirited organization? Are you interviewing for a job? If so, this article is a good reminder to ask if actions and policies run with the espoused values or against them.
“Culture is experienced and felt even in the absence of a well-articulated manifesto. Employees know when they are genuinely valued, their ideas welcomed and their contributions reflected fairly in pay and career opportunities. When actions and policies run counter to the values posted on the company wall it creates a fissure in employee confidence and loyalty.”
- A lengthy list of interesting ideas to consider particularly when looking for a new position.
- How many prospective employees study the culture of an organization prior to applying for a position.
- The author did cite Schein and mentioned his Corporate Culture Survival Guide
Thoughts: The complete list of podcasts is available FREE from Apple. I love useful podcasts.
- Scroll down to locate the podcast-cites Schein
- The Invisible Barrier-assumptions basic underlying
- Asking questions allows one to unearth the hidden assumptions.
- What is it that people don’t even bother to talk about
Strategies for Learning from Failure (seems appropriate after reading about Steinberg Grocery)
Building a Learning culture-
How can leaders help to avoid the “blame” game? Understanding what happened as opposed to “who did it?” Are opportunities in place to experiment?
The video is 12 minutes in length, but worth the time to consider.
“…a culture that makes it safe to admit and report on failure can—and in some organizational contexts must—coexist with high standards for performance.” (from website) Interesting look at “A Spectrum of Reasons for Failure” chart. If failures go unreported, what is it about the culture that prohibits the organization from doing so? How does an organization show that they value learning from life lessons?
The company studies everything that it does.
Thoughts: If I wanted to live in the Silicon Valley, was an extrovert and was uber techy I would apply to Google in a heartbeat. The idea that the company is interested in doing everything that it can do to keep their “Googlers” happy gets my vote.
“Inside the living lab” Treadmill Desks, 1,000 bikes, garden space, free food, unlimited snacks, and nap pods
Nudges-small interventions, color-coded food choices, salads to the front of the line, to extend the life of the average “Googler”
So back to Coggle. There are components of learning that we could have done IF someone, like me, spoke up. I will do so the next time and try, try, try again.
Something to Chew on-
I have lots of great ideas to consider when it comes down for a job interview. All of the resources that I located as well as those shared by my colleagues are certainly useful when preparing for the big “I” interview next spring.