Writings by Hans de Zwart
Marcel de Leeuwe and I will be hosting a workshop on do-it-yourself learning at this year’s Dutch e-learning event. Marcel did a short interview with me about the topic as a warming-up exercise. In the interview I explain (in Dutch) why self-organized learning is becoming relevant now and what this might mean for the Learning and Development organization.
[vimeo http://vimeo.com/61215307]
Technology is never neutral. It is not just a tool. We know that technology has affordances and makes certain things harder and other things easier. As Benkler says “Technology creates feasibility spaces for social practice.”
One of the most fundamental thinkers on what media does to us was the “oracle from Toronto” Marshall McLuhan. He was a prominent figure in the sixties who was well known for his ability to speak in insightful but opaque “McLuhanisms”. Who hasn’t heard of “the medium is the message” or his predictions for “a global village”?
Let me whet your appetite with a few short video clips to give you a better idea of how he spoke and thought:
He defines technology as the extending our human body. This clip is from 1965:
[youtube=http://www.youtube.com/watch?v=gHHZDqyWHlw]
Here he describes what he means with the medium is the message through talking about cars as a technology. The following clip is from 1974:
[youtube=http://www.youtube.com/watch?v=swLE2prVA_g]
The talk about products becoming services feels pretty recent. McLuhan already talked about this in 1966 in this clip (and predicting how we would access information using networked computers):
[youtube=http://www.youtube.com/watch?v=uGkBkogOHN0]
If you want to see more, then check out all the videos uploaded by YouTube user McLuhanSpeaks.
Very few people nowadays have read his original works. His magnum opus is the Understanding Media (1964). Reviewers of the book at that time wrote things like:
Every so often, the semi-intellectual communities at the fringes of the arts, the universities and the communications industries are hit by a new book, which becomes a fad or a parlor game. This summer’s possible candidate, with what may be just the right combination of intelligence, arrogance and pseudo science, is Marshall McLuhan’s Understanding Media. (Time Magazine, 1964)
or
This is an infuriating book. It offers a number of brilliant insights but mixes them in with some extravagantly turgid incoherencies. Adopting a tone of Machiavellian candor and acquiescence, Dr. McLuhan loftily records the death of the “literally-logical” spirit in Western Man. This results, he says, from the impact of contemporary mass communications such as television and the jet plane. We are passing out of the age of rationalistic individualism and into an era of “tribal” togetherness and oral culture. [..] It was about time somebody took stock of the new social and intellectual situation caused by our advances in the techniques of mass education and mass hoax. McLuhan throws light on this situation by deliberately adopting a new “mosaic approach” which he assumes is called for by the novelty of the futuristic inferno we inhabit. But he seemingly cannot resist going over the deep end with his generalizations on such varied social phenomena as the motor car, baseball and Body Odor. His deep-end plunges, conveniently, happen to suit his over-all theoretical purpose, as in his terming B.O. “The unique signature and declaration of human individuality.” What he reads into the statements he attributes to varied authorities [..] is enough to make one’s old-fashioned “logical” flesh creep while his account of nationalism as, purely and simply, “an unforeseen consequence of typography” is grotesquely inadequate. (C.J. Fox for The Commonweal)
My favourite review comes from Arthur M. Schlesinger, Jr. who wrote in Book Week in 1967:
What then is McLuhanism? It is a chaotic combination of bland assertion, astute guesswork, fake analogy, dazzling insight, hopeless nonsense, shockmanship, showmanship, wisecracks, and oracular mystification, all mingling cockinly and indiscriminately in an endless and random dialogue. It also in my judgment, contains a deeply serious argument. After close study one comes away with the feeling that here is an intelligent man who, for reasons of his own, prefers to masquerade as a charlatan.
Next to getting a better understanding of his work, it is my purpose to think about what McLuhan would have said about the Internet and the World Wide Web. How can we apply McLuhan’s vocabulary (e.g. hot and cool medium, de- and retribalization, reversal, the electric age) to our current predicament? How can his thoughts inform us about the situation we are in? I am very curious to find out.
I want to start a virtual reading group. We will read Understanding Media in 10 weeks (from March 18th till May 27th, less than 50 pages a week). Every week will have the same rhythm:
That is the minimum. Next to that I intend to organize things like a best quote of the week voting competition, screenings of McLuhan inspired films (in Amsterdam most likely), a set of resources (other primary literature on the topic, and secondary literature) and a set of guest lectures (also to be done on Mondays).
The kick off meeting will be on Monday, March 18th. You can always find the latest full planning here.
I would like to have as many people as possible join me on this reading journey. Joining is a simple four step process:
There will be a central space for this group: understandingmedia.net and I hope we can generate a big set of resources, thoughts and reflections aggregated through using the #umrg hash tag on places like Twitter, Delicious and Diigo.
Are you interested, but do you think you might be too busy? Register anyway! You are only committing to writing one summary, everything else can be skipped if you want or need to.
P.S. Most people wouldn’t think of starting a group like this without using Facebook. I don’t like Facebook so won’t use it. Others are of course free to do anything with this reading group on Facebook, I just won’t be joining you there.
Today I attended #TruBaltics one of the Tru Conferences on recruitment.
The Recruiting Unconferences are a series of pure unconferences organised worldwide, where the emphasis is on conversation, communication and the free exchange of ideas and experiences, (dis)organized by Bill Boorman.
These unconferences have four simple rules:
The driving forces behind this edition of Tru seemed to be Aki Kakko and Ruta Klyvyte.
The topic of recruitment is very new to me, so this was a quick way for me to get an overview of the topics that people are worrying about and be more at the edge than if I’d gone to an event organized by Bersin for example. I attended a set of tracks and kept some notes:
Mike Sandiford explained how in the UK people are declaring the job board dead. He is not sure he agrees: People go to job boards because they are looking for jobs. That is not necessarily the case for social. The most important thing is to find out where your target audience is spending time online. What is best really depends on what you are looking for and on the market. Whether you use job boards or more social tools like Facebook, Twitter, LinkedIn or Google+, you will always find that brand is of course an important part of your presence on job boards and in social media.
One participant in the track argued strongly against using job boards at all. You don’t get much for what you pay for and you actually cast the net way too wide and then lose a lot of time in the screening process. According him the war for talent isn’t because there is scarcity of talent, but because there is too much talent and you have to spend time selecting the right person.
There is company that has created a lot of training materials on how you use social tools in recruitment: Social Talent. There seems to be a permanent race to use the latest social tool. People discussed using things like Foursquare, Pinterest and even Spotify (if you are the Hard Rock cafe you could create a playlist and hire the people that like your playlist…, yes yes).
Liena Ivanova and Darja Milova led this track which tried to answer whether companies should, can and will assess a candidate’s values during the interview process.
We first discussed whether companies can have values (or whether only people can have values). We quickly talked about Edgar’s Schein‘s three levels of organizational culture: artifacts, values and assumptions.
Some people in the track really preferred to look at somebody’s skills rather than at their values. Other people were very interested in how you would assess people’s values in the first place (there didn’t seem to be any answers for this in the room). Heineken has a funny ad that shows how you can go beyond the traditional way when assessing candidate:
[youtube=http://www.youtube.com/watch?v=j5Ftu3NbivE]
One thing you can do is create a video as an artifact of a company’s culture which can then attract the right candidates. Facebook has an example of this:
[youtube=http://www.youtube.com/watch?v=sQYJs1rsMuo]
My employer has done something similar:
[youtube=https://www.youtube.com/watch?v=HcXZKJVz23o]
Of course we also discussed Zappos who seem to have managed to make their values part of their brand proposition (but are now themselves part of Amazon which seem to be pushing work practices in a terrible way).
This stimulating track left me with two questions/thoughts:
Rihard Brigis wanted to discuss what new technology is coming up that actually works. We touched on things like workforce marketing, social referrals, cloud recruiting and the increase in the use of analytics. The latter can help you find people on the basis of what they do rather than on the basis of what they say. Tools like Knack It serve a similar purpose.
There are few companies that claim to have interesting technology that helps the recruitment and that might be worth checking out. I will look into Jobscience, Bullhorn and Joberate. Joberate is developing a product that sounds very interesting. It is called “signal” and tries to find candidates that seem to be ready to change jobs and are thus ripe for the picking. This has obvious external applications, but could even be useful internally: who doesn’t want to know when is on the cusp of leaving? Read more about signal here.
Another things that is happening more often is that companies organize events that manage to attract who don’t work for the company (think of a hackaton) and then let current employees decide who they like to hire from those events. It boils down to organizing things that expose people to you. I think that this is what the larger MOOC providers like Coursera will ultimately do. As a company don’t you want to know who are the top performers in certain courses?
I actually think there must be a market for what I’ll name slow recruitment (or slow recruiting for SEO purposes): not using the latest online technology to continuously accelerate the sourcing and selection process, but take your time instead because you know that is just better. When I mentioned this in the track no eyes lit up (yet).
Inna Ferdman and Irina Točko discussed an important recruitment topic: how “intimate” can you afford to be with your candidates. There is a trend in recruitment to build longer term relationships with candidates maybe even before they are ready to move. They used the metaphor of marriage to explore the topic.
For me this topic is very much about what I’ll term the directionality of the hiring relationship. If I am a recruiter for a company that can find many people for a particular job, then I can afford not to have a relationship with the candidate. If a candidate’s skills are so rare that he can pick different employer (flipping the hiring process so to say), then it pays of to invest in a candidate. (A sidenote: I am toying with the idea of doing an RFI/RFP process for my own employment where I would put down my requirements and then let employers bid against each other, could be interesting).
I don’t know this profession at all, so maybe somebody else can tell me whether the following is a feasible business model for a recruiter. Could you build very solid relationships with a group of very talented people that you then each place once every four years or so? How many people would need to be in your talent pool? Would it be less than Dunbar’s number? I guess that would depend on the field and how high the commissions are.
This track was led by Jacco Valkenburg from Recruit2 who is a LinkedIn recruitment guru.
According to Jacco we’ve been building recruitment sites for the past 10 -15 years. He now believes that these websites are at the end of their product lifecycle. Mainly because the web is disappearing: people are checking Facebook in the morning, rather than visiting a website. He adviced everybody to move their whole recruitment site into Facebook. Facebook’s interactivity make it a great place to show what an interesting place to work you are.
He showed how a company like Q-Park has created a Facebook page for recruiting. They follow their employees and then share what they share (if it is interesting) on their company page.
Anybody who has read this blog before knows that I have some longstanding issues with Facebook. As a company I wouldn’t put all my eggs in the so-called free basket of a company that is notorious for changing their policies and their functionality at their whim. I also don’t find it decent to make your prospective employees (or even customers) pay with their data for the data and functionality that you are getting. I tried to argue these points in the session, but they seemed to fall to deaf ears mostly. The “dark side” of social technologies weren’t mentioned in any deep way during the day actually except for one fleeting reference to LinkedIn’s scary practices.
Sitting in a circle without slides definitely leads to much better conversations. I wish more conferences had much larger parts of them organized in this way. The one things I did notice is that I have a hard time with the fact that it is perfectly normal to switch tracks mid-way. I personally can’t do it (I also finish books I dislike) and was distracted by people leaving mid-sentence. I do understand why allowing this is essential to making the format work. One other thing that was wonderful was how refreshingly non-commercial the whole thing was. You really had to put effort into finding out who worked for what vendor.
Tru actually seems to have turned itself into a very active and connected community with all angles of recruitment covered. I will definitely attend another one.
After the full day I was left with a few open questions on the topic of recruitment:
As always curious to hear your thoughts!
I’ve been reading Nassim Nicholas Taleb’s book Antifragile, Things That Gain from Disorder. I’ve portioned the book into 30 daily chunks of 14 pages each and post a Tweet about those 14 pages every day.
The following passage is one of my favourites in the book so far. It very much aligns with my thinking about what is wrong with schools, education and learning. I will certainly use (part of) this argument in my next talk on the topic of Do-It-Yourself Learning (and to anybody who tries to tell me I should get rid of my books). To understand the title of this paragraph it is important to realize that Taleb calls the attempt to suck randomness out of life touristification.
Below, from page 242-243, The Touristification of the Soccer Mom (used without permission):
The biologist and intellectual E.O. Wilson was once asked what represented the most hindrance to the development of children; his answer was the soccer mom. [..] His argument is that they repress children’s natural biophilia, their love of living things. But the problem is more general; soccer moms try to eliminate the trial and error, the antifragility, from children’s lives, move them away from the ecological and transform them into nerds working on pre-existing (soccer-mom-compatible) maps of reality. Good students, but nerds—that is, they are like computers except slower. Further, they are now totally untrained to handle ambiguity. As a child of civil war, I disbelieve in structured learning—actually I believe that one can be an intellectual without being a nerd, provided one has a private library instead of a classroom, and spends time as an aimless (but rational) flâneur benefiting from what randomness can give us inside and outside the library. Provided we have the right type of rigor, we need randomness, mess, adventures, uncertainty, self-discovery, near-traumatic episodes, all these things that make life worth living, compared to the stuctured, fake, and ineffective life of an empty-suit CEO with a preset schedule and an alarm clock. Even their leisure is subjected to a clock, squash between appointments. It is as if the mission of modernity was to squeeze every drop of variability and randomness out of life—with [..] the ironic result of making the world a lot more unpredictable, as if the godesses of chance wanted to have the last word.
Only the autodidacts are free. And not just in school matters—those who decommoditize, detouristify their lives. Sports try to put randomness in a box like the ones sold in aisle six next to canned tuna—a form of alienation.
If you want to understand how vapid are the current modernistic arguments (and understand your existential priorities), consider the difference between lions in the wild and those in captivity. Lions in captivity live longer; they are technically richer, and they are guaranteed job security for life, if these are the criteria you are focusing on…
As usual, an ancient, here Seneca, detected the problem (and the difference) with his saying “We do not study for life, but only for the lecture room,” non vitae, sed scolae discimus [..].
This is a book that is incredibly rich with ideas. Please look beyond Taleb’s antics and read it.
Just now I delivered a keynote at the 20th Annual Israeli Learning Conference. I was there at the kind invitation of HR Israel and Amir Elion.
My talk was pitched as follows:
Over the next few years the role of the learning organization will shift, moving away from the current focus on course and curriculum design. Two new responsibilities will appear: 1. Supporting individuals with their self-directed learning and 2. Creating behavioral change interventions for smaller and larger teams. Hans de Zwart will take a fresh perspective on the underlying causes of this shift (like the increasing percentage of knowledge workers or the easy availability of global virtual collaboration tools), he wil give a wide and historical range of examples of existing “do-it-yourself” learning and he will share his thoughts on what this means for you as an HR professional.
I have come to believe that SlideShare is fundamentally broken, so while WordPress.com is hopefully working on providing the ability to show PDF files inline in my posts I’ve decided to just post a PDF version of my slides online.
The slides can be downloaded here (or here for a Dutch version)
The talk was divided into three parts:
Firstly I showed that the accelerating change of pace is not just a cliché, but that technology actually does progress exponentially. I showed some of Kurzweil’s graphs to back this up.
This means that we are increasingly living in a complex world. According to the Cynefin framework the sensible approach to problems in the complex domain is to first probe, then sense and finally respond. This aligns nicely with Peter Drucker’s definition of the knowledge worker who necessarily is solely responsible for their own productivity: they are the only ones who can understand their own job. For me a logical consequence of this is that you cannot create a learning curriculum for a knowledge worker. With the increasing mobility of labour, you could even argue that businesses will not want to invest in training a knowledge worker but that they will just assume competence.
Next I talked about Ivan Illich and his book Deschooling Society. We are institutionalizing students through the school system. We mistake teaching for learning and diplomas/certificates for competence. Illich’ solution is radical: to replace school with what he calls “learning webs”. He had some very practical ideas about this, that have become easier now that we have the web.
Another reason for DIY learning to come to the forefront is the ubiquity of free (mostly in beer, but also in speech) tools that enable us to connect with each other and organize ourselves. It is simple to set up your own website with something like WordPress.com and tools like Google+ (hangouts!), Facebook and Twitter are amazing in enabling people to take charge of their learning.
I shared a set of examples of existing DIY learning efforts from a wide variety of fields.
The first example was from the European Juggling Convention in Lublin. People organized workshops there by using a simple central board and a set of activity templates.
Sugatra Mitra realizes that there aren’t enough good teachers to teach all the children in the world. He is therefore looking for a minimally invasive pedagogy. He has found a simple method: give groups of children a computer with access to the web, ask them an interesting question, leave them alone (maybe give them a bit of “granny pedagogy” support) and come back to find that the children have learned something. Do check out his wiki on Self Organising Learning Environments (SOLEs).
The original Massive Open Online Courses or MOOCs (as first run by Stephen Downes, George Siemens and others, now known as cMOOCs) are great examples of learning in a decentralized fashion.
Open Space technology (with its four principles and a law) is another example of how people can learn in a completely self-organized way.
Yammer groups are a great way for communities of practice to construct knowledge together. Anybody can start a group and these are often on topics that are relevant, but don’t get addressed top-down (an example I know of is a group of Apple users in a Microsoft-only company sharing knowledge with each other on how to use Apple products in that situation).
Dale Stephens has shown that there are alternatives to a formal college education with his Uncollege platform.
The reading group I organized in 2010 was the final example I used of a group of people getting together to learn something.
All of this means the role of the HR Learning department will need to change. I see three imperatives:
I’ve used the fabulous Pinpoint to create this presentation. This allows me to just get a set of image files and write the presentation in a very simple text based format. The PDF output doesn’t quite look like I’d want it to. Does anybody know whether it is possible to set the width/height ratio of the PDF export (4:3 rather than 16:9)?
I started collecting the licenses for each of the images in the slidepack so that I could attribute them correctly (find my incomplete list here). At some point I just couldn’t be bothered anymore. My blog is just too insignificant and I really do believe I can have more positive impact on this world by doing something (anything!) different with my time. If your picture is used and you are very disgruntled then I would be more than happy to make amends.