We may not have noticed it at the time, but the world of learning changed in 1990.
In November of that year British computer scientist Tim Berners-Lee together with his Belgian colleague Robert Cailliau proposed a project to develop the use of hypertext “to link and access information of various kinds as a web of nodes in which the user can browse at will”…..
… the rest is history.
Over the next few years the Web turned technical networks into ubiquitous conduits for everyone to use. The Web reduced our need to hold detailed information in our flesh-and-blood memories as it blew away the barriers to easy access. The Web allowed us to reach out easily and establish connections with others that previously were impossible or extremely difficult to make.
And for Organisational Learning?
The Web has allowed us to totally redefine our traditional learning models. It has allowed us to reach beyond content-rich learning approaches and focus on experience-rich learning. It has allowed an evolution from ‘Know What’ learning to ‘Know Who’ and ‘Know How’ learning; and it has allowed the emergence from learning in the silos of our own organisations to learning with and through others across the world – easily and transparently.
The Collaboration Age
On a wider plane the Web has been the harbinger of the Collaboration Age. It has blown away many of the barriers to access and has reinforced the power and influence of collaboration and co-operation1 over silo mentalities.
In the Collaboration Age it is those who share and work together who are the winners. Those who hide behind organisational garden walls end up deep in weeds.
If we’re to succeed we must no longer just collaborate and co-operate inside the ever-softening boundaries of own organisations. We need to do so with others, in some cases even with our competitors. The rather ungainly term ‘co-opetition’ is being increasingly used to define co-operative competition, where competitors work together to achieve increased value at the same time as they are competing with each other. There is no doubt this is one of the ways forward to success.
“If any one of us can find the answer to almost any question or problem we face almost instantly with a few clicks or a posted question, why should we need to learn and memorise all this ‘stuff’?”
- the assumption that information is generally static
- the assumption that information or ‘knowledge’ is acontextual
- the assumption that we work as individuals, so individual training and development is the best solution
A few years ago David James Clarke III and I developed a model to address the failings of the first and second of these assumptions. We called it MindFind. Inside the MindFind model we explained the migration of traditional learning to the find-access approach2.
Year over year, Tesla Motors, Inc. has been able to grow revenues from $413.3M USD to $2.0B USD.Tesla CEO Elon Musk announced in a press release and conference call and blog on June 12, 2014 that the company will allow its technology patents for use by anyone in good faith, in a bid to entice automobile manufacturers to speed up development of electric cars.
In networks, cooperation trumps collaboration
Extending Collaboration Toward Cooperation