John Seely Brown (also known as JSB) is a researcher who specializes in organizational studies with a particular bent towards the organizational implications of computer-supported activities. Today he calls himself Chief of Confusion, helping people ask the right questions, trying to make a difference through his work- speaking, writing, teaching.
John Seely Brown
Last week the manager of a plant involved in a major organizational change project claimed that the return-on-training of his classroom training courses was disappointingly low.
Unexpected – like innovation itself – another perspective that I’d like to add to this series: the newest insights on biodiversity.
This was just a thought that came to my mind while we were discussing the priority of a key user during the delivery phase of an ERP program: should it be classroom training attendance or acceptance testing?
People often ask me why I always refer to ‘Learning’ instead of ‘Training’ when we discuss the Organizational Change Management portfolio. That is because 99% of what ‘Learning’ really is occurs outside of the classroom.
In large scale organizational change programs I often meet managers who are puzzled by the fact that people don’t learn the seemingly simple things that they are trying to distribute.