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Beyond blended learning! Undiscovered potentials for e-learning in organizational learning
10 Ago 2007.
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Autore
Joergen Bang, Head of department for Information and Media Studies, Aarhus University
Christian Dalsgaard, PhD Scholar, Institute of Information and Media Studies, Aarhus University
Arne Kjaer, Associate Professor, Institute of Information and Media Studies, Aarhus University
The basic question raised in this article is: Is pure e-learning able to support learning in organizations better today than 4-5 years ago? Based on two case studies on blended learning courses for company training, the article discusses whether use of new Web 2.0 and social software tools may help overcome previous limitations of e-learning.
Lately the previous confidence in e-learning has declined. An OECD report from 2005 states that e-learning has been an administrative success, but not as far as learning itself is concerned. In 2003 Commissionaire Reding gave a speech, in which she strongly promoted blended learning as the way forward towards a learner-centric approach to learning with a more or less hidden criticism toward e-learning for not delivering the goods.
The courses investigated here develop a new kind of management learning through a combination of traditional face-to-face workshops and e-learning. Thus in favour of a blended learning concept, at the same time, the further analysis presented in this article identifies three potentials related to the e-learning dimension:
1) Integration of e-learning into the daily practice of employees,
2) Focus on communication and collaboration within organizations, and
3) Provision of external human resources to the organization.
These potentials take e-learning beyond the traditional just-in-time and just-in-place organizational e-learning. Learning is not seen as isolated events taking place parallel to an organization’s practice, but rather as an integrated part of the organizational structure.
Along the lines indicated by the recent development of Web 2.0 and social software, e-learning is moving beyond utilization of the internet for knowledge management, as a store of information, or for course management. Instead, the internet may be used for participation, communication, sharing and collaboration.
Within organizations aspiring to become development organisations, these new e-learning tools offer a series of opportunities for creating informal learning environments in which learning and development are integrated parts of a continuous organizational practice. An ubiquitous integration of e-learning in organizational development moves away from a blended learning concept and towards pure e-learning supported by online tools for communication and collaboration within the organization.
Download the full text here (PDF)
The courses investigated here develop a new kind of management learning through a combination of traditional face-to-face workshops and e-learning. Thus in favour of a blended learning concept, at the same time, the further analysis presented in this article identifies three potentials related to the e-learning dimension:
1) Integration of e-learning into the daily practice of employees,
2) Focus on communication and collaboration within organizations, and
3) Provision of external human resources to the organization.
These potentials take e-learning beyond the traditional just-in-time and just-in-place organizational e-learning. Learning is not seen as isolated events taking place parallel to an organization’s practice, but rather as an integrated part of the organizational structure.
Along the lines indicated by the recent development of Web 2.0 and social software, e-learning is moving beyond utilization of the internet for knowledge management, as a store of information, or for course management. Instead, the internet may be used for participation, communication, sharing and collaboration.
Within organizations aspiring to become development organisations, these new e-learning tools offer a series of opportunities for creating informal learning environments in which learning and development are integrated parts of a continuous organizational practice. An ubiquitous integration of e-learning in organizational development moves away from a blended learning concept and towards pure e-learning supported by online tools for communication and collaboration within the organization.
Download the full text here (PDF)
Are we able to point to new features and innovations that support our renewed confidence in e-learning?
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