Showing posts with label Learning. Show all posts
Showing posts with label Learning. Show all posts

Monday, January 9, 2012

Reading Reflections: Design for How People Learn by Julie Dirksen

I just finished reading Julie Dirksens new book, Design for How People Learn. The core audience of this book, at least in my mind, would be the Instructional Designer. 

I think the book has value well beyond that core audience based on one of the things that make it unique.  Design for How People Learn discusses not only design for learning, but also design for memory and design for attention.   If you ever have the need to create materials from which users will gain, retain and use information and skills, this is a book that can help you be successful.

What I liked most about this book was the style in which it is written.  The book stands upon a great deal of research, yet it never feels as though you are reading a stale report or case study.  The tone of the book is extremely conversational, as if you were sitting at a table sharing coffee while the author shares with you tips she has learned in her practice.

And the tips shared are extremely valuable.  The book explores the importance of getting to know who your learners are, what learning goals really are, and how humans remember and recall information.  It then builds on that knowledge to separately address and share tips on how to design learning to gain attention, to gain knowledge, to develop skills, to motivate, and to address gaps in the learners environment.

I think this book is an excellent resource and should be added to the reading lists of  both new and experienced Instructional Designers.


For other posts in which people share their thoughts on this book, check out:
Design for How People Learn by Julie Dirksen @usablelearning (post by Cammy Bean from Learning Visions)


Monday, November 7, 2011

Learning 2011 Conference Backchannel: Collected Resources #L2011

I am a huge proponent of backchannel learning.  There are many conferences I would love to be able to attend, but my budget can only accomodate one or two each year.  The backchannel is an excellent resource for learning from a conference or event that you are unable to attend in-person.

I find collecting collecting and reviewing backchannel resources to be a valuable learning experience for me, even when I am attending a conference in person.  Sharing these collections on this blog has shown that others find value in the collections as well.

This post collects the resources shared via the backchannel of the Learning 2011 Conference, being held November 6-9 in Orlando, Florida.

Official Learning 2011 ConferenceResources
Conference Website Home Page
Conference Program Guide - Event Guide
Conference Program Guide - Keynotes
Conference Program Guide - Themes
Conference Program Guide - Breakout Session Formats
Conference Program Guide - Schedule
Spotlight Award: McDonald's Corporation WorldwideTraining, Learning & Development
Spotlight Award: Joint Special Operations University (JSOU)
Spotlight Award: iPad as “Game Changer”
Elliot Masie's Learning Wiki
Learning Perspectives 2011 (free eBook)

Conference Summaries and Recaps
Learning 2011 - Live Blogging by Karen Hanson
Mobile Story Telling with Bill Clinton by Marcel de Leeuwe (translated from Dutch using Google Translate)
Start Learning Conference 2011 by eLearning.nl (translated from Dutch using Google Translate)
Motivation, Robotic Arms, and Stories Learning 2011 by Marcel de Leeuwe (translated from Dutch using Google Translate)
The Sad Stereotypes that Still Exist - At a Learning Conference! by Sarah Bloomfield
Reflections from One Learning Professional about Learning 2011 by Liz Scott
A conversation at Learning 2011: The Learner is Still In the Driver's Seat by Intrepid Learning

SESSION SPECIFIC

President Bill Clinton Keynote
President Bill Clinton Keynote Mind Map by Clark Quinn
The Checklist Manifesto by Atul Gawande book recommended by Bill Clinton
Karen Schulz: On Being Wrong TED Talk
The Big Sort by Bill Bishop book recommended by Bill Clinton
Being Wrong by Kathryn Schulz book recommended by Bill Clinton

Other Session Specific Resources 
Dawn of Learning Democracy by Raving Learnatics
A Hammer Looking for a Nail by Bob Mosher
Vimeo Video School
Is Google Ruining Your Memory? by Jonah Lehrer
Is the Internet Making Us Lazy Learners? by Dave Halvorson
Eric Stanley's Official YouTube Page
A Quick Guide to Personalization & Storytelling in Learning by Craig Dadoly
ADL Mobile Learning Newsletter
Why Companies Aren't Getting the Employees They Need by Peter Cappelli
Apple Futureshock YouTube video
Is Social Media Ruining Students? Infographic
The Onboarding Portal: A Stitch in Time by Chris Willis
How to Make Oatmeal... Wrong by Mark Bittman
A Sarah Divided Can Not Stand by Sarah Bloomfield
How language transformed humanity TED Talk by Mark Pagel
The Zappos Family on Nightline YouTube Video
Social Media for Trainers book by Jane Bozarth
Communities of Practice: Batteries Not Included by Harrison Withers
Educational Assessments: What it is and What it Might Be by Sarah Bloomfield
PwC Opens Up by Margery Weinstein
My Robot is Better Than Your Robot YouTube video
John Lithgow: Stores by Heart: Uncle Fred Flits By by Adam Perlman
Why Big Corporations are Putting the Brakes on Social Media by Mikal Beicove
Mobile Learning Resources from Innovative Learning
Dear Companies, Your Should Start Using Mobile Devices As Training Tools For Your Employees by Chad Udell
The Evolution of Masie's Dance Vimeo video from Learning 2011
Nuts and Bolts: Required Reading by Jane Bozarth
One-Word Answers Vimeo video from Learning 2011
6th grade iPhone app developer speaks at TEDx by Courtney Boyb Myers
Adobe Stops Development on Mobile Browser Flash [Report] by Stan Schroeder
The Fallacy of Digital Natives by Dan Pontefract

Dedicated Backchannel Queries [Tool and search terms shown in brackets]
Access the up-to-date Learning 2011 backchannel [Twitter: #L2011]
Photos from the Backchannel [TwiPho: L2011]

I will be adding to this list as I continue to review the backchannel transcripts and find resources.  I will tweet updates occasionally as additional links are added.  If you know of a valued resource I should add to the list - or if something is inaccurate - please add it to the comments or tweet me a link to @LnDDave.

If you find these collections of value, I have posts that consolidate the backchannel resources from other conferences.  An archive of all of these posts can be accessed by clicking the link below:

Click here to access the archive of backchannel resource posts.

Thursday, August 18, 2011

Reflections on #Lrnchat: What if HR was solely focused on human resources?

Image use courtesy of lrnchat and Kevin Thorn (@LearnNuggets)

Each week that I am able to participate in #lrnchat discussion I post a summary of the discussion to my blog. I do this both for my personal development as well as sharing with the Learning and Development Profession at large. This summary is based on my own interpretations of the chat; others who participated may have differing opinions or interpretations of the discussion. I welcome those that do to add your ideas to the comments.
The topic of this week's #lrnchat session was “What If…?".
I always find looking at the questions that are used to loosely guide the chat as a nice way to see the overall theme of the chat. Here are the discussion questions that were presented to the group:
Q1) "What if" is today's theme. What if HR was all focused on human resources (not just policies, benefits, liabilities)?
Q2) What if the "Learning" department only focused on learning, rather than training, course development, schedules?
Q3) What if managers really managed? What could they be managing more of & what would they be doing less of?
Q4) What if supply actually followed demand? How would orgs be different? Especially L&D, HR, mgmt & leadership?
Q5) What if you could ask the rest of us a "what if" question? You can! Please do!
These are all great questions to ponder, so I’m going to explore each of the four questions in a separate post.  This post looks at the first question: What if HR was all focused on human resources (not just policies, benefits, liabilities)?
I have a 2 year old son, and he is ALL BOY.  Like many youngsters, his enthusiasm is well ahead of his coordination. It’s part of the reason that when you see my son, he will likely show you his latest band-aid or “boo-boo”.
Every parent has to decide how they react when their child falls.  It took my wife a while to get used to my reaction.  When my son falls, I usually run over and quickly mimic a baseball umpire giving an enthusiastic “SAFE” call, as if he just slid into home plate. 
Many people look at me a little strangely when I do this, especially when I do it in a public place.  I recall a mother at the park lecturing me for being an ‘uncaring parent’ when my son wiped out and instead of scooping him up I gave him the ‘safe’ call.
I had only one response to this woman. “Did you notice that he was smiling when he looked up at me, and got up and continued running as if nothing happened?”
There may even be people reading this now thinking “What a horrible father!”, so let me explain.  I love my son and do not want to see him in pain.  At the same time, I do not want him to think that every time he falls, he’s been injured.  More often than not, when we fall we can get back up, dust ourselves off, and move on. 
My son doesn’t understand that yet.  He’s still learning what it means to fall down, and his greatest learning is through observing my reactions.  If he sees me running over the second he falls, he’s going to react the way he sees me reacting: as if something was wrong. I would rather take a quick moment to see if he’s OK – because he would react instantly if he were not – and then congratulate him on the fall.
In short, I want him to realize it’s OK to fall.  It’s in falling that he learns to get up.  It’s in falling that he realizes that a fall isn’t something to be terrified of.  The alternative is to raise him in a way that may lead him to be afraid to ever run, for fear he may trip and fall. 
To me this very much mirrors some of the challenges that exist in Human Resources today. 
The very name “Human Resources” implies that people are a valuable resource to an organization, so much so that we have an entire departmental function dedicated to managing it.  I’ve managed lots of different resources - including people - and one of the things I am always focused on is how I can get the maximum amount of value from my use of a resource.
If one of the primary goals of resource usage is to get the maximum amount of value from the resource, than many Human Resources functions are failing miserably.  Think about it. One smart use of any resource is to ask yourself “What can this resource do that other resources can’t?”, and then allocate the resource to that task. 
So what can a human resource do that non-human resource can not?  The immediate list that comes to my mind include things like creativity, innovation, and reflection.  And yet, in many cases these are the very things that Human Resources departments restrict.
Human resources has become increasingly focused on policies, liabilities, and legal issues.  The function is still focused on what employees can do, but the definition of ‘CAN’ has mutated.  'Can' has become less about what employees are able to do and more about what employees are allowed to do.  It would be great if we could tilt the scale back to the other side, and start enabling employees to tap their true potential.
After all, my son will never know what he is truly capable of if I never give him the chance to test his limits.  And that’s why I let him run, and congratulate him when he falls.

Tuesday, August 2, 2011

What Can BlockBuster Video Teach Us About Learning & Performance?

True story: When I was a teenager my first job was at Blockbuster Video.  It was a great job for a 15 year old.  I got to watch all the movies I wanted, and people thought I was cool because I could hold new releases for them.  It was the type of job that an immature 15 year old could see himself working at for the rest of his life.

Good thing I'm not 15 years old anymore, otherwise I'd likely be out of a job right now.

In 1994 Blockbuster video was acquired by Viacom for $8.4 Billion; In 2011 Blockbuster filed for Bankruptcy and Dish Network bought what was left for $350 million.

So what happened?

One of the primary mistakes made by Blockbuster was not recognizing the changing landscape in which they existed.  Blockbuster’s growth was fueled by customers’ desire to bring the theatre experience home.  Video rental was booming, and Blockbuster brought in stores the scale of which local Mom & Pop stores could not compete with.  In almost every sense of the word, they cornered the market in the communities they served.

What they failed to do was look at the future of technology and how it was going to affect the very market they had once controlled. It started with the shift from VHS to DVD.  Suddenly customers had an option to own a movie for a little more than Blockbuster charged to rent it.  At the same time, a little known startup company realized that a DVD (without its case) could be sent via the mail for the cost of a first class stamp… and Netflix was born.  By the time Blockbuster tried to react with their mail-service, it was too late.  Netflix had already cornered the DVD-by-Mail Market, built on the ashes of now closed Blockbuster stores.

Blockbuster’s collapse ultimately comes down to one thing: They failed to accept that the market was changing.  What was valuable to their customers in 1990 became almost irrelevant in 2011.  The world moved forward, and Blockbuster tried to hold on to the past.

There are strange parallels between Blockbuster’s story and the current state of the Learning and Development Profession.  I have seen a growing number of discussions around the question: Is Social Learning Replacing Traditional Training?

First, let me establish my personal foundation for the discussion, because I find that the phrase ‘Social Learning’ is often misused.  Social Learning is simply the ability for people to learn through their social interactions.  Unfortunately, many people have used the label ‘Social Learning’ to describe the facilitation of learning through the use of social media.  That’s not the same as Social Learning, but it IS the core issue being discussed under the Social Learning label.  To me the real question being asked during these discussions is “Are social media tools replacing traditional training?”

In recent years technology has reached a milestone.  Social media applications have advanced to a point that they have become highly accessible both in terms of technology and learning curve.  People are becoming more and more comfortable using these tools as part of their daily lives.  Recognizing this, many organizations are looking at how they can use social media as a means to better connect and communicate with their customers and employees.

 The core of the growing debate is in what impact – if any – social media will have on Learning and Development professionals.  It’s in this debate that I see a link to Blockbuster’s history.

Learning Professionals cannot sit back looking at the changes going on with social media and not acknowledge the impact it will have on our profession.  We’re not simply talking about social media tools here and whether or not they can be used in learning programs.  It’s much bigger than that.  We’re talking about a fundamental change in the way people communicate.  How can that NOT impact learning and performance?

I often say that social media is a great opportunity for learning professionals.  Over time, my thoughts have shifted a bit on that.  I think that learning professionals have a responsibility to at least explore how these tools can be used in their organizations.

It’s not about being an early adopter.  As always, it’s about meeting the performance needs of the organization. Social media gives us an opportunity to provide support IN the work, where the real learning happens.  It’s also usually much cheaper than pulling people away from the workplace for more formal training programs.  If there’s an opportunity to address a performance need in a more effective way – with the added benefit of possibly reducing costs – we have the responsibility to do so.

Many learning professionals react defensively when statements are made that imply social media tools will replace traditional learning programs.  We’re very protective of what we do and what we know.  For many learning professionals, the idea that social media tools could reduce our reliance on more traditional formal programs is a threat they don’t want to acknowledge.

That’s a mistake, because the ‘threat’ of social media is very real. It’s not going to completely replace traditional formal training methods, but it does give us another alternative, one that will become increasingly relied upon as organizations begin to understand its value.   

Learning Professionals that ignore this threat run the risk of repeating the mistake Blockbuster made.  You may wake up one day and realize the services you provide are no longer valued – at least not as much as they once were.

UPDATE 8/4/2011: For another take on how the Blockbuster story relates to the current state of the Learning and Development profession, be sure to check out this great post from Mark Britz: Willingness Vs Ability to Change

Tuesday, June 14, 2011

Reflections on #realwplearn chat: From Learning Design to Performance Design

One of my favorite learning activities is participating in the weekly twitter chat called #lrnchat.  Participating in this chat and writing reflective blog posts is an extremely valuable learning experience for me.  A collection of these reflective posts can be found here.

This past week a new Twitter chat for learning professionals was introduced.  The chat is called Real Workplace Learning, part of a new initiative from Jane Hart (@c4lpt) and Jane Bozarth (@janebozarth).  The Real Workplace Learning blog is a place to share examples of where REAL workplace happens: through social, informal, and often serendipitous happenings.

The Real Workplace Learning chat is scheduled to take place once a month on Wednesdays using the hashtag #realwplearn. Additional details and listing of upcoming chats for the summer is listed at the bottom of this post. 

The topic of this week's #realwplearn chat session was "From Learning Design to Performance Design".  The topic and questions were inspired by Tom Gram's article -  Designs for Natural Learning.

I always find looking at the questions that are used to loosely guide the chat as a nice way to see the overall theme of the chat. Here are the discussion questions that were presented to the group.

NOTE: In this chat, some of the questions were presented in two parts.  The first part presented a quote from Tom Gram's article. The second part presented a related question.

Q1  How do knowledge workers really learn to do their jobs?

Q2 P1 “It doesn’t make sense to build a whole department around training when there are so many other ways to help people learn.”
Q2 P2 How can you “move” out of the training department into the workflow to help people learn as they work?

Q3 P1 “Instead of learning programs, you are designing work environments, tools, information and feedback systems. Think of it as performance design.”
Q3 P2 How can you move from learning program design culture to performance design ? Small steps or bold new approach?

Q4 P1 “This focus on designing work to enable natural learning resembles what progressive managers see as their role and they are not wrong.”
Q4 P2  How can you help managers fulfill that responsibility better?

The shift from learning sign to performance design is am important one for learning professionals.  It represents a reality that more and more professionals are beginning to understand: that the vast majority of workplace learning does not happen via a formal program designed by the learning and development department.

Charles Jennings often discusses the 70:20:10 learning model, which states that only 10% of what employees learn comes from formal learning programs.  The vast majority of workplace learning comes from the work itself, and applying new skills on the job.

Where does the learning professional fit in a world where formal programs account for so little of the learning that is taking place?  What are the skills that today's learning professional will need to support this new paradigm?

That is what Real Workplace Learning hopes to explore, and this week's chat provided an excellent starting point for the ongoing discussions.

The chat started by exploring how knowledge workers really learn to do their jobs.  It is becoming increasingly obvious that there is no division between learning and work; they are forever linked, one consistently building on the other.

This happens at an almost unconscious level, with the worker often not being fully aware that learning is taking place.  This is enhanced during times that the worker will take a more active and conscious role in learning, using some of the techniques shared in the chat.

   Contacting a colleague for assistance, be it from the next cubicle or a country away.
   Learn through failing, provided the culture understands the value of failure.
   Creating a network of peers to learn from that you trust.
   Focusing less on learning everything, and more on learning how to find out anything.

From there the discussion moved towards how learning professionals can move away from traditional delivery methods and put their energy into the actual workplace.  How can learning professionals provide their support as part of the existing work flows?

I find this question to be very similar to a question that is often asked about social media.  Often organizations want to institute some sort of a social media program, yet the project is spearheaded by someone that has only a Facebook account that they haven't signed in to it in weeks.

It doesn't really work that way.  If you want to play in the social media space, you need to participate. I believe the same rule applies to trainers who want to focus their efforts on the existing workflows of the work itself.  You can’t simply plug learning into the work; you have to join the workflow yourself.

For many learning professionals, this isn’t a simple shift; it’s a fundamental change in the way they need to see their role.  Many of the traditional models of training – such as classroom workshops, traditional e-learning, and courses – do not fit into the flow of the work.  Their very design requires that the learner stop working so they can participate in a learning event.

Supporting learning during the work requires a different mindset.  It requires learning professionals to participate in the workflow.  That's a simple statement, but putting it to action can be a challenge.

One of the easiest ways to get started is to join conversations and communities related to the work.  It's there that learning professionals will be able to learn what is really going on, where the true performance gaps are, and how they might be able to help.

It's also at the workplace that learning professionals can learn about an important, but too often overlooked, part of their job.  If most of the learning is taking place on the job, is the working environment structured in a way that best supports learning?  By becoming part of the workflow, learning professionals can observe where learning is taking place, and identify ways they can alter and add to the environment to make the learning more effective. This could be as simple as inserting a performance support tool into the workflow, or as complex as reworking the physical environment itself.

The discussion then moved towards design, specifically how we might be able to shift from a learning program design culture to a culture more focused on performance design.

There are a great number of roads learning professionals can take on this journey.  Some of the roads have been paved by our peers, while still countless more are trails just waiting to blazed by those brave enough to choose the road not yet taken.

Regardless of the route though, all of the paths share something in common: they started with a single step. Do SOMETHING to get started – even if that something is to make the decision to stop doing something else that no longer makes sense.

I think the easiest way to get started is to implement 'Find and Replace All' in the way we see ourselves.  'Find and Replace All' is a common functionality found in word processing software. It enables a user to search for a given word or phrase and automatically replace it with a different word or phrase.

If we could apply that function to ourselves, we would find every place we use the word 'learning' and replace it with 'performance'. Learning objectives become performance objectives. Learning consultants become performance consultants.  That simple change in language would do wonders to shift our thinking.  Suddenly we'll realize that we aren't as interested in what workers need to learn; we're more focused on what they need to DO.

For many learning professionals, the challenge of this shift will not be about applying new skills; the challenge will be in stopping the use of techniques and methods that are no longer applicable, or are at least no longer the primary tools, in this new world.

The discussion ended with an exploration on how we can assist managers in designing work so that it allows for natural learning.  This is a very large challenge that has a number of obstacles, including:

  • Many managers have little interest in managing.
  • Most managers do not know how to lead.
  • For most managers, ‘learning’ is defined by their own experiences.  There is an expectation that it will take place in a classroom taught by a teacher. They do not understand that this in ineffective.

Learning (actually, performance) professionals need to take on these issues and help managers help themselves.  It takes education, perseverance, and patience.  In most cases you’re not just trying to change the perspective of a group of managers; you’re trying to change the culture of an organization.  That takes time.

I especially liked this closing question.  The fact that we are looking at the managers is very representative of how real workplace learning takes place.  It takes place as part of the work.  As such, we need to start bringing other non-learning professionals into the equation more.

I think this first Real Workplace Learning chat laid a great foundation for a regular discussion series.  I look forward to adding it to my calendar each month, and further exploring the ways workers REALLY learn at work, and how learning and performance professionals can best support that learning.

Here are a few links of additional resources I mentioned in this post:

Real Workplace Learning


Tuesday, May 10, 2011

Reflections on #lrnchat: Content Curation

Image use courtesy of lrnchat and Kevin Thorn (@LearnNuggets)

Each week that I am able to participate in #lrnchat discussion I post a summary of the discussion to my blog. I do this both for my personal development as well as sharing with the Learning and Development Profession at large. This summary is based on my own interpretations of the chat; others who participated may have differing opinions or interpretations of the discussion. I welcome those that do to add your ideas to the comments.

The topic of this week's #lrnchat session was Content Curation". 

I always find looking at the questions that are used to loosely guide the chat as a nice way to see the overall theme of the chat. Here are the discussion questions that were presented to the group:

Q1) What makes someone a successful Content Curator? How is this measured?
Q2) How is content curation similar and/or different than content creation?
Q3) How has this age of information changed the scope of curating content for learning?
Q4) What stage in the design process does curation happen? Why there?
Q5) What is the difference between content curation and content scraping? (ethics?)
Q6) What tips can you share for effective curation?

There is a growing shift in the learning profession. Historically, content has been pushed to learners from the designers and training managers.  The training department decided how, when, and what content learners had access to.

More and more, learners today are taking control of their own learning.  Not only are they taking a more active role in what they learn about, they are also increasing deciding how they want to access it.  This is a fundamental shift in focus for the learning professional.

In an environment in which the learners are developing or compiling content on their own, where does the learning professional fit in?  That’s where Curation comes in.

There seemed to be some confusion during the chat as to what exactly ‘curation’ is.  That makes sense, curating skills is a somewhat new and growing competency in the learning profession.

I think understanding what curation itself is can be easier if we understand it in a more traditional environment: a museum.  The museum curator is usually not a painter or  sculptor.  They take the various works of other artists and decide how best to position them within the framework of a museum.  The curator takes into consideration common themes, popularity, and creating a flow to the exhibits, as well as other things.  The curator may not be the artist of the exhibit, but he or she provides an incredibly important role: structuring the art in a way that museum visitors can easily access what they want, when they want, as well as building relationships between different pieces of art that may be related in some way.  These efforts help to create and enhance the visitor’s experience.

A learning curator is very similar.  In a world of user-generated content, the learning curator brings the content together, ensuring that it is easily accessible.  They also build links between individual pieces of content that can be leveraged into context-sensitive relationships that enhance overall learning.

This week’s #lrnchat discussion explored the idea of Content Curation, and how it will be an increasingly important skill for today’s learning professionals.  The chat started with a discussion about what makes someone a successful Content Curator, and how this success could be measured.

A content curator needs to create some semblance of order to the chaos that can exist from ever-growing sources of content creation.  The curator needs to organize the content in a way that can be easily located and consumed by those searching for it.  The curator must also keep a finger on the pulse of the organization, and on the individuals that make it up.  Discovering what resonates with the group is important, as it helps to position it correctly.

The curator also needs to be able to recognize and build connections between two seemingly unrelated topics.  Doing so provides learners with an opportunity to extend their knowledge beyond the expected.

Measuring content curation is a little more difficult.  One possible metric could be the usage of the chosen repository for content.  For example, if your content is on a corporate intranet, how often are the pages accessed?  If infrequently, it's a sign that the pages are not of value in some way, be it in context or accessibility.

Another related metric for web-based curation could be the amount of time users spend on a page. If a user visits 13 pages, but spends less than 8 seconds on each, theres a good chance that the user is having difficulty finding the information he or she is looking for.

From there the discussion moved on to what the similarities and differences are between content curation and content creation.  The lines between creation and curation are somewhat blurred.  After all, if the whole built through curation is greater than the sum of the individual pieces of created content, would not that be the creation of something new?

Ultimately though, both content creation and curation require an understanding of what the learners desire and need, so the writer or curator can deliver to that.  One of the main differences is that curation uses filtering to enhance relevance of content.

Sometimes there are tweets that stick out for me and very much 'hit the sweet spot' as a response to the question.  In the case of this question, there were two:

"Content is created to be Curated" (via @ZaraLynnKing)
"Creators are all the authors writing all the books in the world. Curator is bookstore owner who presents careful selection." (via @OpenSesameNow)

From there the discussion moved towards how the age of information has changed the scope of curating for learning.  This is an interesting question, simply because the advancement of curating tools will likely never keep up with he speed at which information grows.  It becomes increasingly important that curators be able to filter the seemingly limitless amount of content, so that what learners have immediately accessible is the most relevant and impactful content.

Another skill curators will need is the ability to utilize search engine technology and learner generated tagging.  Giving learners the ability to assign their own tags to content that is searchable by all users will be huge.

The chat then asked the question: At what stage of the design process does curation happen?

Because of the overlap that exists between creation and curation, where curation starts starts can vary.  As a general rule, I think once someone starts considering where new content fits in with the overall knowledgebase, curation has begun.

Of course, every situation is unique, and the path from creation to curation is rarely a straight line.  More often, the relationship between creation and curation is more of a cycle.

Looking back at the museum example, curation generally begins when the museum administrator receives a painting and decides where to display it in the museum.  But curation does not end there.  Curation continues as new content is added.  Sometimes, curation also brings to light areas and topics that need additional resources and content allocated, which needs to be created, and then curated into the whole.

The discussion then explored  what the differences are between content curation and content scraping.  This seemed to cause some confusion as many participants were not exactly sure what 'content scraping' actually was.  I see content scraping as two specific issues: Copyright and Relevance.

Copyright is difficult in the details, but easy in concept: Give credit where credit is due.  Curating often involves using external resources.  When that happens, curators must ensure that the content is properly referenced and attributed to the author of the content.  Not doing so is an ethical violation.

The relevance issue is sometimes less obvious, yet critical for effective curation.  Curating adds the value of additional context to content. Scraping from this perspective is just copy and paste, without adding additional context or value. 

The discussion concluded by asking what tips participants could share for effective curation.    First and foremost I would recommend that we not make the same mistake we made with learning, and look at curation as a continuous process, not an event.  If creation of content never ends, then neither does curation.

Also, visit libraries and museums often.  When you do, look at it through the  eyes of the curator, asking yourself questions about why the curator made the choices that were made.  There will be applications for learning curation that you can leverage.

Lastly, continue to work within your organization to break down, or at least permeate, the IT firewall.  After all, you cannot curate something that you cannot access.

In an environment where learners are creating their own content at an ever-increasing pace, the skill set for learning professionals is evolving. A big part of this evolution will require learning professionals to attain and utilize curation skills more and more. 

Will you be ready?