There is something intimidating about sitting down to write about a concept that seems to be common knowledge in your new field and at the same time, you really only just heard about for the first time two weeks ago. Well, the honest answer is, I have heard people throwing it around as common knowledge for the past few months in grad school, but it wasn’t until I heard Elaine Beich of EBB Associates speak at #ATD2016 last week, that I let the ‘new to me’ concept sink in.
The concept is the 70:20:10 rule. Who can, without googling, tell me what it is meant by the 70:20:10 rule? It is a common rule, I have learned, in the Learning & Development field.
Here is what I found on the Center for Creative Leadership’s website:
The 70-20-10 rule emerged from 30 years of CCL’s Lessons of Experience research, which explores how executives learn, grow and change over the course of their careers. This rule suggests that successful leaders learn within three clusters of experience: challenging assignments (70 percent), developmental relationships (20 percent), and coursework and training (10 percent).
The 70:20:10 rule is not a hard and fast rule. It should be considered more of a guide for supporting the transfer of learning. This rule is not intended to diminish the value of training, but rather emphasize the need to rethink how people learn.
As the world becomes more and more complex, and change is around every corner, the worlds of working and learning will continue to converge. Situations on the job continue to present employees with problems they have not seen before, leaving employees to have to learn as they go. This is often best achieved with others through collaboration or when others support the employee.
I imagine that leveraging an Enterprise Social Network (ESN), a platform that enables connections and communications, could begin to help to create a more connected workplace.
What would it look like to leverage an ESN tool (such as Jive, Chatter, Yammer, Sharepoint, etc) to support groups of course attendees to collaborate on situational experiences during a formal learning event? This could help to create connections cross-departmentaly for employees to leverage at challenging moments on the job. This would begin to weave the fundamentals of the formal learning into learning with others and could help support on the job learning as well.
For example, in a recent group project in my MSLOC430 course, Creating and Sharing Knowledge, we developed a model to engage leaders in a leadership management training program to use and collaborate with others using an ESN. Prior to the in-person training, a small group would collaborate together on course activities. During the onsite, the multiple smaller groups would come together and join the larger ESN course group, and then after the session, they trainees would begin working together on course projects in the larger ESN group. This would help to ease the trainees into working out loud, collaborating virtually and utilizing the ESN tool. Here is an image of our model.