Making the Case for a PLN Model in Organizations (an artifact)

Here I have presented an infographic as my artifact to showcase what I have been doing for the last four weeks and to encourage business leaders such as new entrepreneurs and organization heads to adopt a Personal Learning Network (PLN) model for their organizations.

First, I begin with a brief anecdote showing how a small well-connected network of patriots (not the U.S. American Football team) moved mission critical information by leveraging key talent within their organization. This one challenge set before them led to the formation of a very powerful nation.

Second, we connect the power and success realized in this network and apply that concept to the network designed for learning and business performance.  I thought it best to use the lava lamp as a visual to convey the dynamics of networks and explain how nodes of information and knowledge constantly morph and how some of these nodes reside outside of the organization but can be pulled into play at any given moment as a critical information, skill or knowledge source.

However, the task of creating such a network in organizations is not an easy undertaking; therefore, we must move onto explaining and addressing the barriers that need to be overcome to ensure the organization is poised as a true learning entity.  The basic premise: 1) have leadership that is willing to set guardrails rather than restrictive regulations which keeps the organization on track as a team; 2) empower those responsible for technology to commit to supporting the smooth and secure flow of inbound and outbound information at all times; and 3) encourage - in a serious manner - all employees to develop a healthy culture of trust and teamwork while also bonding with business partners and customers.

Finally, we present the vision for a high performing organization who challenges its people to be champion minded in using their talents freely to improve their organization and communities they serve.  

We leave everyone with this one important consideration: think about starting small in the key value areas within the organization and let the goodness of the high intensity network set the tone for the rest of the organization and its future team members.

Introducing the Organizational Learning Network

What if organizations adopted PLNs as part of its innovation?  I think that would be a good idea.  Organizations need to learn faster than ever before, but it will come with a heavy price if not done with both eyes open.

So what would the Organizational Learning Network (OLN) look like?

In many ways the OLN would look like our PLNs on a macro level meaning that whole  departments and business units would take the role of the individual learner as in a PLN.  This is not to say that individuals or the personal learning network would go away, actually the opposite, it would and should encourage the individual to build and strengthen their PLNs as continuous learners within the organization.

However, these departments and business units would begin to cultivate and strengthen their unique connections,  identify their brokers - Scouts and Connectors, and develop an information sharing environment that supports seeking and sharing of information and advice.

What does that look like?

See attached image.

Within each of these groups would reside Connectors that could identify valuable information and resources then direct them to work groups that in turn would make best use of it and add value to the organization.

In theory this approach is a great idea.  Not only that, it is a mandatory approach if organizations want to survive the rapid shift in technology and how it can disrupt the way we do things.  Yet, there looms a dark cloud of mistrust, insecurity, politics, and poor governance that could easily derail the process further slowing organizational innovation.  If the organization can't overcome these barriers and improve the social connections of its formal networks then competitive advantage may suffer in the long run.