When people are operating within their comfort zone, you can expect open minds and action; when they are pushed outside their comfort zone, expect hesitance and resistance.

Eliyahu M. Goldratt

Jan Willem van den Boogert beschrijft in zijn boek Praktijkgericht opleiden - al doende leren in de beroepspraktijk het verschil tussen formeel leren en informeel leren:

Formeel en informeel leren

Met formeel leren wordt het opdoen van leerervaringen bedoeld in een geconstrueerde setting: een cursus, een training, een leergang, een coachingsgesprek, of in andere kaders. Doorgaans wordt formeel leren begeleid door iemand die daartoe is opgeleid. De tegenpool: het informele leren is het leren dat verloopt in een niet-georganiseerde setting. Heel veel leren in werksituaties en ook in het dagelijks leven verloopt op informele wijze.

Als we kijken naar wat we tot nu toe geleerd hebben, zullen we ontdekken dat we zowel in formele kaders als in informele situaties hebben geleerd. Zo hebben veel mensen zich zonder enige cursus computerprogramma's eigen gemaakt, en heeft iemand die ik laatst sprak, leren zeilen door met een klein bootje het water op te gaan.

Bron: Praktijkgericht opleiden - al doende leren in de beroepspraktijk, Jan Willem van den Boogert

Manage Memory for Deeper Learning
21 Evidence-Based and Easy-To-Apply Tactics That Support Memory While Learning and Beyond
Patti Shank

Bij Bol.com

The ultimate test for a leader is not
whether he or she makes smart decisions and
takes decisive action, but whether he or she
teaches others to be leaders...

Noel Tichy

Advieswerk in verwaarloosde organisaties
Theorie en praktijk voor externe en interne adviseurs
Joost Kampen

Bij Bol.com | Managementboek

The man who is denied the opportunity of taking decisions of importance begins to regard as important the decisions he is allowed to take.

C.N. Parkinson

Bob Mosher en Conrad Gottfredson beschrijven in hun boek Innovative Performance Support - Strategies and Practices for Learning in the Workflow een aantal ontwerpprincipes en ontwikkelstrategieën die je helpen bij het bouwen van effectieve Performance Support-oplossing:

What you need to know

Sidekicks, planners, and quick-checks

... The time during performance has been the primary focus of Performance Support for decades. Allison Rossett, in her book Job aids and Performing Support: moving from knowledge in the classroom to knowledge everywhere, has called the solutions we build to support performers during this moment of time "sidekicks". One example of a sidekick is an online help system that provides the steps to follow while completing a specific task Another example might be a checklist.

Rossett has also introduced another time phase of Apply: the need to plan prior to actually performing. She calls these kind of performer support solutions "planners".  ... A planner could provide you the option to review, at a high level, the principles introduced in the course with links to all legal guidelines including highlighting those that have changed since you took the course. This performer support planner might also provide you the option to dive deeper into any principle including e-learning video bursts demonstrating each of the principles.

The third time phase of Apply is a critical area for any organization interested in continuous performance improvement. In this phase, following the actual act of Apply, performers conduct an assessment called a quick-check.

(...)

Overarching design principles

An effective job aids requires more than the right content in the right form (for example, paper, mobile device, or Web page). A job aid is usable to the degree that it can be readily scanned, quickly read, and comprehended appropriately. If performers must labor to achieve this, many will opt to go elsewhere for their Performance Support.
There is much you can do to help performers rapidly grasp what they need to obtain from a job aid. Typography and graphics can help performers achieve greater understanding in less time if used appropriately.

... To make a job aid as usable as possible, you should take the following steps:

• Incorporate structured writing
• Write simply
• Use typography to enhance readability
• Establish proper graphic conventions

Guidelines for designing job aids for troubleshooting

Guidelines for designing learning bursts

Guidelines for making reference information accessible

Bron: Innovative Performance Support - Strategies and Practices for Learning in the Workflow, Conrad Gottfredson, Bob Mosher

95% of changes made by management today make no improvement.

Peter Scholtes

If we saw tomorrow’s newspaper today, tomorrow would never happen.

Kenneth E. Boulding

Dynamisch coachen
Balans tussen zingeving en resultaat
Ans Tros

Bij Bol.com | Managementboek