Social and informal learning are happening in your organization. The degree to which they happen varies due to context, tools, and culture. Regardless, each is a significant factor in individual, and therefore organizational, performance—too much so to ignore. The 70:20:10 principle and framework approach addresses these issues, but making this vision a reality has been a difficult undertaking due to traditional views about learning.

This session will explore the idea of “catalytic mechanisms” as first described by Jim Collins, author of Good to Great: Why Some Companies Make the Leap and Others Don’t. Catalytic mechanisms are not single events or initiatives, but shifts in one area that bring surprising results in others. You’ll explore what these look like, the impact they have, and how you can use them to more naturally shift and sustain behaviors toward increased collaboration and cooperation and encourage learning as byproduct of doing.

In this session, you will learn:

• About the relationship between the 70:20:10 principle, model, and framework
• How each 70:20:10 component informs and empowers the others
• About the components of a catalytic mechanism in a learning and performance context
• About common catalytic mechanisms that unconsciously hinder organizational learning
• How to create small catalytic mechanisms to shift away from training dependency

Audience:
Intermediate to advanced developers, project managers, managers, directors, and senior leaders (VP, CLO, executive, etc.).