Over
the next weeks, I'm going to ask and investigate some philosophical Enterprise Learning & Development questions, such
as:
- Does the 70/20/10 rule
developed in 1996 still apply to enterprise learning and development in
2012? I conducted research of Enterprise RTO's and Enterprise Learning and
Development Departments in 2009 with the assistance of the Enterprise RTO
Association and the findings of that research are extremely interesting
and show a widening of the gap between enterprise learning practices and
institutional/private RTO methodologies and practices.
- Why is it, that today's
young enterprise learning and development practitioners seem to be missing
the critical practical skills of organisational learning and
organisational development that was such an important aspect of the
L&D skill set? Why is it, that we are also seeing a lack of business
acumen in new enterprise L&D practitioners? Where has the basic skills
sets of enterprise-based L&D practitioners gone?
- The ultimate goal of an
Organisational Development Practitioner is to work themselves out of a
job, that is to equip an organisation's leadership team with OD renewable
tools, practices and systems that supports the enterprise's organisational
development renewal and has been embedded within the Enterprise's learning
and development department. Then why is it, that the OD function seem to
have become separated from the enterprise learning and development
function where development has always meant organisational development?
And further, why is the OD practitioner now a permanent functional
position that is apparently working separately and disconnected from the
learning and development department?
- And finally, what has
happened to enterprise-based Instructional Design? More and more, I'm
coming across design materials in enterprises that have been written by
people who plainly do not understand business acumen and do not understand
the concepts of enterprise learning. So where has great instructional
design and creative writing gone?
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