"Blogs are no fad ..."

I recently read 'The Corporate Blogging Book' by Debbie Weil http://www.thecorporatebloggingbook.com

I found this to be a solid text - if somewhat focused too much on the role of blogging for external communications for my own interests.

Personally, it would have been good to hear more about the use of blogging 'behind the corporate firewall' . Also from the L&D frame-of-reference - it would be good to hear more about how powerful blogging becomes as a tool for reflection and learning at the CxO level.


However, one memorable quote in the book is:

"Blogs are no fad. they are cheap and easy to do. And blogs fulfil that deepest of human needs as defined by psychologist Abraham Maslow: self-actualization. People write blogs because they want to know themselves and want to be known by others and because they want their lives to count. "

Rich Karlgaard, Forbes, Dec 26, 2005 (cited on page 148 of Debbie Weil's book)


It would be interesting to know if this is a widely held aim of those blogging - and how successful this approach is at contributing to a feeling of self-actualization (is the evidence out there ?)

Simulations, Games & Case Studies - Clarifying Learning Outcomes

Simulations, Case Studies & 'Games' provide interactive approaches to achieve workplace learning. However, I'd suggest that it is easy to lose focus on the learning objectives being sought - as the design team get drawn into the game play and scenario writing.

With this in mind, I'd offer the potential value of drawing comparisons with training in professional team sports, such as football (ie soccer for those reading this in the US).

[ albeit in the workplace, most learning is on-the-job, and off-the-job training is a small % of overall time - professional team sports is mostly off-the-job training and (possibly) 90 minutes on-the-job on a saturday afternoon ! ]


So is the Simulation, Case Study or Game designed to:

• build individual skill & knowledge - e.g. improve decision-making skills by facing a number of simulated business decisions and comparing the answers given to model 'expert' answers (or actual actions taken in historical case studies)
• build fitness & stamina - e.g. improving decision-making productivity by learning to cope with data overload (the 'old in-tray' exercise)
• rehearse set-plays (free kicks, penalties etc..) - e.g. improving stakeholder buy-in of decision-making by repeated testing of playing out the likely reactions to a range of options
• act as a pre-season friendly - e.g. improving co-ordination of decision-making via generating practical understanding of how different individuals/departments need to combine together to collectively identify and process the data required.

Typically these build together - until it is all put together in the 'pre-season friendly'


However, in the workplace ...I'd suggest there can be a temptation to go straight to the full practice simulation !

Thoughts ?

Web 2.0 - What are the broader implications for HR ?

Further to my recent reflection on 'the first 90 days' of blogging, I have also been considering what the wider implications of these technologies may have for the HR profession.

While this may not be directly relevant for those in Learning & Development - indeed much of the discussion on Facebook, LinkedIn etc. within the members forums of the UK CIPD websites are listed under 'Employee Relations' - it may emerge that L&D professional with their awareness of Knowledge Management, blogs, alumni networks etc.. are indeed well placed to partner with others in HR on this topic.

I can see three areas that drive the rationale for HR to 'get involved' in the Web 2.0 in the Workplace debate:

• The emerging value of the Web 2.0 tools in the workplace - especially in industries where collaboration is essential between the different job roles, and/or between locations. Given the need for HR to align with & support the business strategy, as Web 2.0 becomes part of that business strategy, it is important that the HR profession keep up with these changes.
• The 'psychological contract' will be influenced by the policies and guidelines organisations deploy in enabling/resticting social networking etc in the workplace. We see this currently in the UK media re access allowed/restricted to Facebook. While this is no different in principle to allowing personal calls on the telephone, it provides new challenges in enforcing any restrictions put in place.
• The impact Web 2.0 technologies may have on employees health & well-being. Already it is common place to hear Blackberrys called 'Crackberrys' - as as stress remains the second most common cause of absence from work (after back problems), it will be important that additional technologies don't contribute further to any such issues. [hopefully some can actually reduce email traffic etc.]

At present the discussion threads seem to agree that HR & IT need to partner in this area - but given the complexity and rapid evolution of this topic, current best practices are hard to identify.