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Of course, those that go and build their own, based on their different needs of innovation create something unique and more valuable to “gather around” ** This post was adapted but first published on the Hype Innovation Blog site.
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Over the past few weeks, or is it months or is it even years, I have been constantly thinking through how we are learning in our innovation understanding. Digital Learning does not mean learning on your phone, it means “bringing learning to where employees are.” For me, one light bulb went on.
Of course, I often get caught up in this restless pursuit of gathering more when I spend a growing amount of my time researching innovation. Updating a previous post on Walkabouts The post Innovation Walkabouts we all need for learning and testing ourselves first appeared on Paul4innovating Innovation Views.
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But there’s a third component to this: Your employees have to be engaged with the idea of innovating. How do you measure engagement, and what does it mean for innovation? Why Engagement? Measuring Engagement. To learn more about innovation metrics and strategy, contact us.
A lot of crowdsourced innovation programs will tell you to offer incentives to your community of participants in order to drive engagement – but sometimes that’s a challenge for organization either because of budget restrictions or company regulations.
As an innovation strategist at IdeaScale, I focus on helping our clients think creatively about how best to engage their crowd and leverage the wisdom of the crowd to source ideas for new products and services and improve processes. Want to learn more? The goal is to collect ideas and surface insights to explore new opportunities.
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A wealth of research has shown how powerful reflection is for learning and development. In my own research on high-impact leadership development programs, we found learning happened through reflection activities. Please contact us to learn more about the reflection workshop or session we can lead for your group virtually or onsite.
We learn to know, to integrate, to remember, to understand and to act. Of course, context is going to be fluid as it builds out its related content. It is going to be needed to be adaptive as we learn but it will be placed in ‘certain bounds’. We engage more, we can dialogue more, we ‘unite’ more in relating.
This piece is authored by Becky Klein-Collins, VP of research and impact at the Council for Adult and Experiential Learning (CAEL) , an organization that’s been a leader in advocating for Credit for Prior Learning (CPL) for nearly 50 years. Click here to learn more about CAEL and its mission. Why shouldn’t that credit count?
For example, an HR department might institute a life-long learning policy. A company might, for example, strike a deal with the local community college that allows their employees to take any course that interests them at a reduced rate or might offer to reimburse employees for online courses.
This, of course, is where the process starts. As employees learn how to develop business cases, present their ideas to executives and clients, and refine their concepts in clear language, they’re upskilling and becoming more engaged with their work. These are only a few examples of what Scott and her team have learned.
What I think is another interesting and similar question is emerging in machine learning and artificial intelligence. I think it is likely that the people whose jobs are most at risk from machine learning are the deep specialists, who have really deep but narrow knowledge. Of course this is not just an AI or ML issue.
The platform’s ability to offer multiple values will influence many of the client’s adoption decisions over the choices their business will engage with. They can add value through collaborations that can add more to the internal efficiency options through learning and sharing. I question.
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To get there, we are seeking out new ways to be far nimbler, so we need to learn different navigation skills and become far more assignment driven, less exploratory in many things, and relying on technology to take on this role. We need to cut out the time-consuming parts as they make us look inefficient, but do we learn?
You can learn from others, you can adapt but you need to clearly understand where you are in your own evolution and capacity to undertake change. It is where there are engagements in deeper meaning and relationship growing, that can only emerge from sharing perspectives. Each organization is unique.
It adjusts and you learn. Learning to work and listen more with the outside of our organization. We have been steadily learning to adapt what we knew inside an organization with what we should increasingly listen to outside it. The real need is delivering a new integrated innovation engagement platform.
Of course, pizza and food would likely drive Jewish students away while fasting on Yom Kippur. In other words, rather than pay for learning, public schools are paid based on enrollment. Small wonder that the focus on learning is so variable and results poor. Such a model would incentivize learning, not just attendance.
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