The 702010 Interplay

One barrier that often presents itself when moving an organization towards a 702010 framework is that the natural interplay between all is overlooked, weakening the whole proposition. Informal, Social and Formal are wrongly dissected and discussed independently. The reality though is that all three 1. exist. 2. exist at varying levels and 3. work together constantly…  especially when we are conscious of it. All we can really do then is make it work together more easily and that’s done through a framework consisting of mindset changes, individual behaviors, organizational structures and technology augmentation.

I scrabbled together the image here in an effort to make this interplay more apparent. It’s important that I note that Informal Learning to me is less about learning in our work than learning through work. Meaning that yes, we can inject resources, “micro-learning” and search capabilities into the work context but it’s more about reflection and experiential learning; extracting learning as Charles Jennings has noted.  

  1. Social improves Formal Learning – social interaction works as a feedback loop for training efforts and should be encouraged. Outside of actual performance data – open, honest conversation about new knowledge and skills obtained in training situations is critical for improving formal learning efforts.
  2. Social informs Informal Learning – this relationship is very blurry as there is much overlap between social and informal learning. Conversation between people, and observations of one another’s behaviors leads to new application, ideas and reflection in the workflow.
  3. Informal inspires Social Learning – doing our actually work leads to new ideas about the work. Sometimes through eureka moments, sometimes through frustration. Work undoubtedly drives the most workplace conversation.
  4. Formal influences Informal Learning– training has a direct impact on doing (or ideally it does). Work-learning (informal) is greatly influenced by becoming faster or more efficient because of formal efforts. It’s also in the work itself that we can best reflect on new ideas and skills.
  5. Informal (through social) informs Formal Learning – here again, the blur between social and informal learning. Training can be positively modified due to both effective and ineffective work practices shared through social interaction.
  6. Formal inspires Social Learning – A great part of organizational Social Learning is in overtly sharing what works and what doesn’t with others. When training presents us with new ideas or skills we put them into practice and through conversation and modeling we can create greater contextual understanding for others.

As far as the components of a Framework I mentioned earlier, it starts with Mindsets where we help others realize the existence of 702010 and more see training as an expensive last resort, not the first option. Next it requires Individual Behaviors, If L&D, then serving as performance consultants not order takers and sniffing out then amplifying and enhancing where and when collaborative work is working. Additionally, we must examine Organizational Structures or systems. Many systems actually work against the efforts to enhance social and informal learning. In particular rewards, communication flow and management concepts need to be addressed. Finally,  Technology. Tech really only serves to augments this natural occurring system, it’s not a requirement. All social technology is primarily the same, working to support community, collaboration and sharing. Social is at the center of 702010 and social technology is the catalyst that really gets it moving.

Wherever you are in the 702010 discussion, it’s important to remember that 702010 is a principle and the whole is greater than the sum of its parts.

Organization, Heal Thyself

I hurt my back pretty bad back in February. Shortly after the injury I reluctantly went to a Chiropractor. I say reluctantly as it’s not something I completely understood or believed in as I have always been conditioned to accept traditional medicine; surgery, medications, etc. What I learned from the experience is that Chiropractic medicine is about the body’s ability to heal itself. Generally speaking (and likely oversimplifying it) when the body is in alignment, effective communication happens through nerves and blood flow and the body maintains health. This got me wondering about how poorly organizations are designed today, they are misaligned resulting in:

  • cultures that need to be changed,
  • the creation of blanket HR policies to address small, singular problems
  • structures that support star chamber-like decision making in times of crisis,
  • procedures developed to secure consistency and conformity but stifled innovation and creativity
  • training being overused to address performance issues
  • a default to meritless, inflexible hierarchy

Everything is out of alignment (with the way the world works today).

So, similar to the chiropractic view of the body if an organization is aligned correctly, when the systems and the people can effectively and efficiently communicate, won’t it to function properly?

Gwynne Dyer wrote an exceptional article a few years ago about Democracy, nation building and the Middle East. From it I caught a quote that really resonated:

Tyranny was the solution to what was essentially a communication problem.

With a slight adjustment; replacing the word tyranny with hierarchy the remainder of the message holds true. Hierarchy was the answer to what was essentially a communication problem… in the industrial era. As organizations grew a top down systems of communication and power was need to keep every part of the organization informed.

Today we no longer have an excuse for communication problems or at least we shouldn’t. Psychology, sociology and technology are opening our eyes to new, better ways of organizing people. Hierarchy should be being transformed because of the emerging obviousness of Wirearchy, yet this isn’t really happening. And in learning, the principle of 70:20:10 is real but oft ignored as training continues to hold a tight grip.

What then if organizations just focused on improving communication, putting “social” first so to speak? Aligning all, making ideas, initiatives, information more obvious. Would unnecessary training, procedures, and policy diminish? And isn’t this what every small company has by default (albeit unconsciously)? With a small numbers of people, they are in tune, open, connected and transparent – then unfortunately lose it as they grow. This doesn’t have to happen today, as I said, we have the knowledge and technology to ensure this if we could just let go to our traditional beliefs as I did about medicine.

In the 21st century how the organization needs to communicate should determine it’s design and being and remaining aligned is the key to a responsive organization.

The Unintended Consequences of 70:20:10

I’ve always struggled with the 70:20:10 principle. Not that it exists, and certainly not that it isn’t something that should be supported by organizations. No, my issue has always been with the idea that it’s primarily about learning.

The 70 and the 20 (+/-90%) are simply about pulling; pulling information for work, pulling insights out of our own work, pulling ideas from the rich flows of the Internet and pulling on others’ knowledge to influence our thinking in the work we do.

So it’s about work. But not just in getting learning closer to work. 70:20:10 is potentially much more subversive. It’s an agent of organizational change for those leaders interested in that sort of thing.

At its core 70:20:10 emphasizes autonomy and interdependence over control and dependence and this is where 70:20:10 shifts from being just about supporting leaning to something more transformational. A 70:20:10 Framework encourages people to be reflective of their work. This is far from a traditional practice. In doing so, it presents opportunity to improve the work product/process but also invites the opportunity to fundamentally change the job itself, time to pause and reflect can do that. 70:20:10 also inspires people to seek, to step out of the traditional channels of organizational information flows (hierarchy) and find new answers. The 20 is social. When people are supported by technology that enables them to more openly share and collaborate, networks are revealed, new ones form and knowledge is released from the most unlikely of sources.

Each of these are openings that go beyond simply learning to do better or do more or do faster. Each can lead to a change in how we view authority, knowledge, leadership, and power in an organization.

Organization’s are complex; many parts, systems and structures working – sometimes with and sometimes against each other. In complexity, a small change can have dramatic effects across systems and we need to be conscious of this if we desire change.

A 70:20:10 Framework is a small change. It sets out to change organizational learning yet has the very real potential to change the organization itself.

70:20:10’s Identity Crisis

Since my last post, “What’s the Problem with 70:20:10?” I have been fortunate enough to engage on Twitter, in face-to-face conversations and responded to a slew of comments on my blog. Additionally #LrnChat featured the topic last night which further helped me see what people are thinking about 70:20:10. All have led me to believe how and to whom we present 70:20:10 can help or hurt it’s opportunity to impact organizations.

Last night’s chat asked the important question – is 70:20:10 a Model? Framework? Concept? Approach? Other?

I am left thinking that 70:20:10 is not suitable as a model, a model can be defined as a “simplified version of something“. So yes, one could accurately say 70:20:10 is a model of organizational learning but the connotation that we can’t control creeps in and too many, “model” implies something we build, something we scale, a representation to emulate. This is where things go wrong as 70:20:10 becomes something applied or an approach. It’s also my opinion it’s not inherently a framework (although that’s the best way to support it).

At my last employer I was asked to create a Corporate University. I chose to work within the concept of how learning happens at institutions as opposed to creating the traditional “training center.” I presented 70:20:10 to the organization as a fact and supported this through an internal survey that confirmed the raw percentages. I put forth the assertion that learning at University happens in classes, the commons, and the library (as well through ones creative work). I then worked to reframe my role to be more a performance consultant, working with managers and changing mindsets around training first beliefs. And then put social at the center of our organizational learning. You can read about it more here and in Clark Quinn‘s book Revolutionize Learning & Development: Performance and Innovation Strategy for the Information Age.

For me then I think 70:20:10 is best presented as a principle. More specifically as an organizing principle like that of Wirearchy, it’s foundational relation which 70:20:10 compliments. A principle is a basic truth, and Jon Husband, the man behind Wirearchy, describes an organizing principle as:

“…something that holds true across a system, and is defined to address the essence of the system; not a solution or method or best practice.”

Why is this important?

Wirearchy, as an organizing principle “informs the ways that purposeful human activities and the structures in which they are contained is evolving from top-down direction and supervision (hierarchy’s command-and-control) to champion-and-channel.” Similarly 70:20:10 informs the ways we can and should support today’s work-learning structures. With the vast majority of our learning in organizations directly tied to our work (70) and the interactions we have with others around and about our work (20) a shift to champions and channels is needed.

If 70:20:10 is presented as a model to L&D, then you are at best going to get blended learning and at worst an argument. However, when presented to the right audience as a principle it is positioned as a natural law, something that can’t be dismissed as much as it must be dealt with. Organizational leaders and managers (the right audience)  can approach the 70:20:10 principle like an archaeologist and not an engineer; 70:20:10 needs to be unearthed not created.

 

 

Disclaimer, I am not a 70:20:10 expert, just a curious practitioner having engaged in organizational design efforts emphasizing 70:20:10. It’s my assertion that a new business, those on the long tail, cannot lose sight of this principle and if looking to transform a traditional organization around work-learning then a Re-Image should be considered. For 70:20:10 expertise I strongly suggest you look at the seminal work of Charles Jennings who consults with organizational leaders on 70:20:10 strategies and also see The 70:20:10 Forum, an organization that provides detailed pathways and resources to help individuals advance organizational change.

What’s the Problem with 70:20:10?

70:20:10 seems like common sense to me. Just glance around your work environment and you can see that this IS how people learn. The majority (+/-70%) of learning to do our jobs, about the culture, how to navigate the hierarchy or the best time to get fresh coffee in the break room happens through just doing it; the experience. Beyond that we watch others, interact with with them, get informal mentoring, etc (+/-20%). And lastly we gain some new skills and knowledge by completing periodic elearning modules and required courses (albeit aided by conversation and application (the 20% and 70% again). Yet I either get puzzled looks or a dismissive responses from people when I talk of 70:20:10 and the shift that needs to be made.

Charles Jennings, the leading authority on 70:20:10 has been speaking, writing and consulting for years on the topic. His organization, the 70:20:10 Institute, and organizations such as the 70:20:10 Forum are making headway in helping people move to a 70:20:10 framework. As for me, I think it is exactly what’s needed for the 21st century organization and here’s why:

It’s the answer to complexity
The world and world of work, markets, technology are changing constantly. Adopting permanent approaches, structures and tools makes no sense. Best principles not practices are needed today, agility and speed win. 70:20:10 reduces friction on the workflow by allowing learning and work to be more closely tied.

It’s simple
70:20:10 requires no new software, training or infrastructural changes. It’s a mindset shift from compliance, completion, attendance and direction to support, enablement, guidance and modeling. Once we let go of industrial era approaches to performance improvement, we see that those were artificial structures that often created unnecessary layers. 70:20:10 is ultimately about paving the cow path not creating new roads.

It’s not about learning
If you go by the numbers, about 90% of 70:20:10 is in and around work. 70:20:10 is about work getting done better, faster and more efficiently by making work more visible and encouraging people to connect and collaborate. It’s about reflection and thinking about the work being done and being conscious of the new understandings gained through doing the work.

It’s about autonomy
In a world of ever-change, a 70:20:10 framework doesn’t dismiss the importance of hiring right but it adds the requirement that new hires need no hand-holding. As adults that, if offered freedom to explore, connect, question and contribute, they will. 70:20:10 also doesn’t dismiss the value of training, rather it ensures that it’s not the default response by organizations to performance problems with the additional (and futile) burden of trying to control and measure learning.

 

However, for the same reasons 70:20:10 is the right approach, it’s the reasons why it’s not right… right now. And here’s why:

 

It’s the answer to (future) complexity
Talk around 70:20:10 is like talk around Climate Change – most people don’t act because there is no urgency. Discussions of dangerous weather projections, increased drought, floods, coastal area issues, etc are all “future talk”. Climate change hasn’t really effected us and it’s impact has yet to hit people in the wallet so therefore the status quo remains. Likewise only the most progressive are preparing for changing markets and processes. Most organizations however are in a “If it don’t look broke, don’t fix it” mode and 70:20:10 looks like a solution seeking a problem.

It’s (too) simple
People can’t let go of the numbers. Others use terms like Education, Experience and Exposure to reframe the discussion so we aren’t nitpicking about percentages but even then that still arguably makes it simple, and simple is often suspect. We live in a data driven world and frankly the hard data on 70:20:10 is often in question. Finally, all to often, leaders fall in love with tradition, packaged solutions, and plug and play. 70:20:10 is none of these. Its a principle and at best a framework that guides but doesn’t dictate. But people don’t buy principles, they want to buy features and functions and packages wrapped in poetic hyperbole, falsely leading to a belief that if there is a lot to it, well then -there must be a lot to it!

It’s not about learning (but it’s about learning)
It’s really not about learning it’s about performing but since the word learning is at it’s core, there is a disconnect. Executives hear learning and subsequently push it out to L&D to “implement” and systematically and wrongly spun into some form of blended learning solution. It’s not about implementation and it’s certainly not about L&D! 70:20:10 is no more about L&D than Social Media is about Marketing. The former, an organization-wide strategy. The latter, an organization-wide tool. 70:20:10 is suffering the same drag as “social media” does; seen by most as a push marketing vehicle.

It’s about autonomy
Organizations are still very much “command and control” centers. Managers are still expected to task manage not guide and support, leaders dictate, HR demands compliance. A strategy built on a cornerstone of letting go is not only foreign, it’s threatening. The vast majority of 70:20:10 is about self-direction, trust and moving freely outsides of an organizational and technological hierarchy. Few organizations are ready for that.

 

The issue is that its a problematic answer to a problem few recognize. People trust their gut or common sense until it butts up against an immovable object like tradition. And breaking through traditional beliefs and mindsets has never been quick or easy. Historically speaking most major change took a long time to become the new norm. Change, real change that is sustained, is evolutionary not revolutionary and it happens as Euan Semple says “one conversation at a time.” I’m confident 70:20:10 will ultimately be adopted… in many forms, under various names when people and organizations recognize it’s reality and the pain of the status quo is unbearable.