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70:20:10
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I came across the idea of using value creation stories to assess the value of online interactions in an article by Jane Bozarth. She used a conceptual framework from Etienne Wenger, Beverly Trayno...
Andrew Gerkens's insight:
Wow - this is an amazing reflection on the value of engagement in an online community (in this case the 70:20:10 Forum) and how it has supported value creation (in this case the implementation of 70:20:10). 
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70:20:10 is simply a mindset. When people understand how they can really develop and improve performance, they can take ownership of the process. 70:20:10 makes it easy for people to understand the path to high performance/mastery. It also helps L&D recognise their role in supporting and enabling workplace learning. #my702010
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The Global Leadership Forecast 2014/2015 indicates that leaders aren’t ready for the challenges before them. But it also shows how organizations can close the gap.
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A great article with some fantastic insights. They do however, argue against 70:20:10 for a ratio of 52:26:21... Learning is contextual, so there is no 'perfect' ratio or set of numbers. Every situation/context will be different. For this reason, I would caution anyone against thinking that 52:27:21, 70:20:10 or any other ratio is 'the' answer. 70:20:10 (as a framework) is simply a holistic approach that recognises the right balance of experiential, social and structured learning is required for each situation. The numbers only serve to reinforce where most of the performance improvement will occur - in the workplace, through experience and others, and where the learning function should focus the bulk of its effort. The many people implementing 70:20:10 that I speak to do not seek to validate the ratios, or to create a ratio based solution. They instead use 70:20:10 as a guide for creating holistic solutions that respond to business needs and genuinely improve performance and effectiveness. They are also using 70:20:10 as a change agent - helping HR and L&D to become a more strategic and agile function. 70:20:10 helps practitioners to begin to explore their role in enabling, guiding and supporting workplace learning. This requires new capabilities, mindsets and operating models. 70:20:10 has evolved since the original work done by CCL. It no longer represents a basic insight into manager effectiveness, but now acts as a strategic framework and change agent.
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Many organisations struggle to understand how to create, implement and measure the impact of targeted experiential and social learning solutions. I took some work on Adding and Extracting done by the Corporate Executive Board and further explored by Charles Jennings, and turned it into the Adding, Embedding, Extracting Model - a more holistic view of workplace learning.
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This is an old question, even a hackneyed one. Many might say that research and experience over the past decade or two demonstrate that leadership is far better learned than taught. On-the-job – and its first cousins action, experiential, and community learning – are held in the highest regard. The [...]
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The sum is greater than the parts...
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This video provides a really simple overview of the why and what of 70:20:10 - a great way to introduce the concept to people in a way that will align with their own experiences.
This second video has a stronger focus on the implications for the learning function - https://www.youtube.com/watch?v=LFmPfbeDLBc&t=77s The difference between training (events) and (continuous) learning - supporting people to learn and share as part of their work
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Mobile for Performance There's plenty of discussion on how you can use mobile devices to improve performance. They're quite powerful. Learning & Development hasn't discussed much about improvin...
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Mobile has wonderful potential as a performance support platform (part of the '70' in 70:20:10), but in-app performance support is critical if it is to help people work and solve problems they face in the flow of their work. This link takes you to a Pinterest page displaying many examples of mobile help overlays: http://www.pinterest.com/technkl/mobile-help-overlays/ This link has more technical information and guidance for those wanting to design effective overlays: http://www.nngroup.com/articles/mobile-instructional-overlay/
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In this example from Deutsche Post DHL, senior project managers improved their performance by capitalising on difficult experiences and big challenges, using reflective practice and providing a support structure for them to lean on - the 70:20. Click this link to go to the article, rather than the cover page of the magazine:
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Andrew Gerkens's insight:
Some key messages here - 70:20:10 is a reference model, not a recipe. The numbers remind L&D where to focus the bulk of their efforts and the development of their role/capabilities (i.e. enabling, supporting and guiding workplace learning). The numbers also remind us that the bulk of how people learn (and improve performance) occurs in the workplace through the challenges they face, the tasks they perform and the people around them. The 70:20:10 Forum provides a simple overview and reference for this: https://www.702010forum.com/Posts/view/explaining-the-70-20-10-numbers You can explore more free resources from the Forum's toolkit here:
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Everyone has expectations. When we come to a story we always bring our own point of view. This seems especially true of the 70-20-10 paradigm in learning. I'm guessing that this is part of the rea...
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I love Adam's cartoon - so many people argue the numbers and miss the point, but his experience of how his perceptions of the book changed, once he'd looked at his notes and reviewed his initial expectations is also really interesting.
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Charles Jennings talks about implementing the 70:20:10 and the Adding, Embedding & Extracting model for harnessing the 70 and 20 or workplace learning elements of the framework
Andrew Gerkens's curator insight,
March 5, 2014 6:27 PM
Charles Jennings talks about implementing the 70:20:10 and the Adding, Embedding & Extracting model for harnessing the 70 and 20 or workplace learning elements of the framework |
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This is a really useful summary with some important observations. I'd prefer it if the post focused on performance, rather than learning. The 'bad' points John refers to are not so much about failings with the framework, but how we socialise/communicate, how we support workplace learning, and the mindset and capability shift required of L&D to support workplace learning/70:20:10. Even the point about certificates can easily be mitigated. Instead of doing a course and getting a certificate - L&D can create/support guided workplace learning experiences (experiential, social and structured) that award a certificate for what they have seen, done and achieved - much more powerful and outcomes focused!
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Charles Jennings and Nigel Paine discuss 70:20:10 at Learning Technologies 2015 UK. Debunks a few of the common myths regarding the framework
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The 70:20:10 model for workplace has garnered a lot of popularity in recent years as the ‘next big thing’ in Learning and Development. The 70:20:10 Model.
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This is a disappointing post as the author's fundamental concern with 70:20:10 is 'empirical evidence'. Questions about empirical evidence always centre around validating the 70:20:10 numbers. KEY POINT - People implementing 70:20:10 do not seek to validate the numbers, but instead seek to create holistic solutions that respond to business needs and genuinely improve performance and effectiveness. They are using the framework to build a more strategic and agile learning function. Learning is contextual, so every situation will be different – there is no ‘correct’ set of numbers. What is agreed, and there is much research backing it up, is that most of the skills workers need to be effective in their roles are developed in the workplace. There is also much evidence that traditional L&D solutions and are largely ineffective – they are too slow, too costly, too inflexible and lack impact. Are perople implementing 70:20:10 building evidence - ABSOLUTELY - but not on the 70:20:10 numbers. Their evidence is impact on individual, team and organisational performance as measured by their stakeholders.
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Example of using Pinterest for a virtual tour/onboarding experience.
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An example of 'adding' learning to work - by making simple resources available, in this case via Pinterest to support onboarding. This example has the added benefit of engaging new hires before they have started work or have access to company systems. They can share links with friends and family, spreading the message of your brand...
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From
vimeo
Over the years, Learning has always been a key priority for developping people and organization at Danone...
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Talks about the drivers impacting Danone and their translation of 70:20:10 - 'one learning a day' as part of a broader 10:10:20:60 approach. One learning a day is explored further here: https://www.youtube.com/watch?v=SJT43BK3uv8
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Guidance from the Australian Public Service for workers on 70:20:10. Includes downloadable guidance
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adidas Group's take on 70:20:10.
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Hardship is an important but often under-appreciated aspect of experience-driven leadership development.
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We often talk about the role of new and stretch assignments within the 70:20:10. This post explores how hardship can be a powerful source of learning - through difficult experience. The post suggests hardship often falls outside of the 70:20:10, but I disagree. I see experiential learning capturing all facets of learning through experience - new and challenging experiences, help to solve problems and reflective practice. Hardship may not be planned and can occur suddenly, but reflective practice, performance support and networks ('70' & '20') can play an important role in supporting the person/team through the hardship and ensuring the experience creates learning and wisdom that can be used for future benefit.
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A nice overview of 70:20:10 by Charles Jennings, reinforces the simple and genuine ways people develop and improve and the fact that 70:20:10 is really a mindset, rather than a formula. If you're focusing on the numbers, you don't understand the framework. Charles links 70:20:10 to how professionals achieve and sustain mastery.