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January 01, 2007



These comments have been invaluable to me as is this whole site. I thank you for your comment.

Arjun Thomas

Very interesting article... made for some good reading.

Arjun Thomas


Interesting information.

But informal training can only be a useful supplement to formal learning.

Without the latter a trainee will be like fish out of water.

J Pody



Karen Huffman

Let's here it for informal/adhoc learning and napkin talk! Some of my friends/colleagues have brainstormed and mapped out some great ideas on a paper napkin over a glass of merlot!


Thaks to this web site
it is very Rich & Best Blog online... KEEP IT UP.
It is Knowledge Stome in Online

Chris Collison

And you know what the craziest thing in all this is, Denham?

It's so much easier, cheaper and safer to learn to ride a bike, than it is to drive a bus...

Sounds like a book I should add to my collection. Thanks for mentioning it.


David Locke

I was reading "Blink" this weekend. Along with another book on risk in the nuclear industry, there is a culture of operations and a culture of the planned. There is the solution, and the attempt to explicate the solution. It turns out that the explaination doesn't really explain. And, operational seat of the pants problem solving is a must, because the plan never covers everything.

The difference between the real and the documentation is startling. The difference also points out how "content" as knowledge fails. So all the new media in the world, still, will not actually get knowledge used. It gets content used. They are not the same things.


In Informal Learning, Jay Cross does a nice job of framing the true nature of how knowledge is developed in and among knowers of an organization. In fact, no form of formal "instruction" has ever proven to be as effective simple interaction among/for self-directed learners who "construct" their own meaning to serve their own purpose. Further, managers would do well to get rid of training in favor of promoting this adhoc learning by establishing highly aggressive "stretch" goals and giving up most control over "how" they are met. - 'necessity is the mother of invention' -

David Locke

If you get rid of training, then the budget disappears. Once the budget disappears, how will managers justify setting aside time for learning of any kind.

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