Comments on: Learning Experience Creation Systems https://blog.learnlets.com/2009/09/learning-experience-creation-systems/ Clark Quinn's learnings about learning Thu, 22 Oct 2009 15:27:08 +0000 hourly 1 By: Clark https://blog.learnlets.com/2009/09/learning-experience-creation-systems/#comment-78958 Thu, 03 Sep 2009 01:55:10 +0000 http://blog.learnlets.com/?p=1176#comment-78958 Steve, yes, that bigger vision is hard for some to encompass, let alone instantiate in orgs. It’s a number of things, including culture, perspective, goals, vision,… Glad to hear that you’re getting some traction evangelizing (and thrilled if it’s the ‘ecosystem’ metaphor that’s taking hold).

And on mentoring, I too sense that there’s some potential for mismatch in the available solutions (higher ed, the society offerings), but haven’t put together a solution. Mentoring is one idea I had (short of an individual trying to get accredited to offer degrees :). However, it might be hard to get the org to pay for it if it isn’t ‘benedicted’. Any ideas? I’m happy to explore.

Another thing that could be valuable in the broader picture is a mechanism where some of the top minds could spend time together to brainstorm how to ‘move’ the field in some positive directions: process, system, awareness, etc.

]]> By: steve https://blog.learnlets.com/2009/09/learning-experience-creation-systems/#comment-78957 Thu, 03 Sep 2009 01:27:05 +0000 http://blog.learnlets.com/?p=1176#comment-78957 Right on the money, Clark. The fight against the one offs and isolated intervetions rages on in my org with no end in sight.

I’ve been fighting the micro-silo effect for many years but it’s recently been reignited, inspired, and validated by your recent writing here. I’ve heard ‘ecosystem’ repeated by more than one of the folks I’ve been chatting with. And many of my illustrations have been infused with some of the essence of your ideas.

Synthesis for vision, for problem solving, and for change are the tough nuts to crack where I’ve been. It’s tough enough to get most folks to understand holistic problem solving for a specific skill or set of skills. Taking a system view on a larger scale is something we are capable of in conversation, but less so in action. I’d imagine that this also applies to most other organizations.

On the design subect – where I raised your dander earlier in the day:) I think ID is too broad a role label, particularly when a significant number of ID’s don’t (and can’t) design solutions at more than a simple or reductive level. Maybe it’s time to stratify a set of certification tracks that require proofs of individual contribution. Team-based is how we work, but it makes measurement and proof of personal capacity very difficult. When the lions share of decisions are mapped and, in some cases, made by the ID they’ll need to be a significant force of talent in the equation. Empathy and the ability to synthesize are key.

There are very few masters of craft in our field. Perhaps there is an opportunity for the bright lights to take a limited number of folks on as apprentice so these limits might be slowly overcome? I could use it and would rather pay for some tutilage from a master of the craft than someone on the full time assembly line (that is not to say that some full time sages aren’t masters of the craft.)

I’ve also suggested affinity evaluations to steer folks in the direction of interest and capacity. Frankly, problem solving isn’t for everyone and problem solving verticals don’t always crosswalk. It would serve folks well to know where their affinities align before spending significant time and money on a long and specific education track.

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