Informal Learning in Organizations -- Contents -- ACKNOWLEDGEMENTS -- Introduction -- Why this book? -- Note -- SECTION ONE: Making sense of informal learning at work -- 1. What is informal learning? -- Informal Learning is about doing different things and doing things differently -- The independence of the informal learner -- A short history lesson -- Apprentices and more structured preparation for work -- The work difference -- The role of the organization in informal learning -- 2. A model of informal learning -- What do we mean by learning? -- A definition of informal learning -- Informal: guided discovery and learning through work -- Informal = better? -- 3. The capability contract -- Continuing professional development -- Vocational qualifications -- Knowledge or skills? -- Learning together -- CASE STUDY NG Bailey -- Conclusions -- Notes -- 4. Formal training and the budget paradox -- The budget paradox -- The role of the subject matter expert -- Notes -- 5. Informal doesn't mean unmanaged -- The dilemma -- Belief 1: Informal learning cannot be managed -- Belief 2: Informal learning is difficult to measure -- CASE STUDY LV= -- The checklist -- Notes -- 6. Informal learning and culture -- How important is culture to informal learning? -- Can an informal learning culture be defined? -- More localized culture -- Growing a more local, team-based culture -- Informal learning and the dominant culture -- Winterbourne View and other scandals -- Other scandals and the learned culture of the organization -- Is better initial training the answer? -- Combatting culture -- Notes -- SECTION TWO: Liking ain't learning: the rise of social and the impact of technology -- 7. Liking, learning and looking up the answers -- The rise of the Mavens -- I'm a bit anti social -- Learning or just copying? -- The brighter side of social media -- Notes.

8. Is there hope beyond the social media hype? -- Beyond the L&D bubble -- You had to be there -- Where's the sense in seek-sense-share? -- An uncomfortable pat on the back -- A flock of twits -- Conclusion -- Notes -- 9. Smarter social tools? -- Beware the crowd -- The limitations of algorithms -- Skilled information seekers -- The threat of like-mindedness -- Learning from IT companies -- CASE STUDY SAP move to 'social learning' -- CASE STUDY Assima introduces smart performance support -- Personal knowledge management:a daily job -- Application beyond applications? -- Notes -- 10. Social networking skills for learning and collaboration -- Personal knowledge management: a daily job -- CASE STUDY SABMiller plc -- Gaining the benefits of user-generated content -- Smile - you're on TV -- Notes -- 11. Learning from academia: MOOCs and the flipped classroom -- Flipping the classroom -- The implications for learners -- Who uses MOOCs, how and why? -- Can you build your own MOOC (and would you want to)? -- Create -- Curate -- Culture -- Communicate -- Collaborate -- Community -- CASE STUDY The non-academic experience MOOCPro and Curatr -- Conclusion -- Notes -- SECTION THREE: Learningas you work, working asyou learn -- 12. Integrating learning into work -- Blended learning comes of age -- The new blend -- Moving to the workplace -- 70:20:10 -- The informality within 70:20:10 -- Stretch or challenge -- Challenge vs threat -- Collaboration -- Professional development -- Multi-tasked learning -- CASE STUDY Learning through doing in the Health Service -- Conclusion -- Notes -- 13. Measuring and evaluating -- Performance indicators -- Example 1: the sales team -- Example 2: the accident and emergency department of a hospital -- The performance director -- What are you measuring and why? -- Softer measures -- Badges? We don't need your stinking badges.

What sort of technology platform do you need? -- Artefacts of learning -- Analysing performance -- Preparing the organization for change - the real requirement for measurement -- Notes -- 14. The informal learning action plan -- Part 1: the questions to ask -- The change equation -- Part 2: strategy on one page (SOOP) -- Part 3: the recipe -- Ingredients -- Method -- Part 4: dos and don'ts -- Notes -- INDEX.