3-Os

The 3-Os Model of Learning: Onsite, Online & Ongoing
"Our action learning networks - first we bring you to understand each other, then to align your goals and plans, then to synergise your people, then to innovate something never seen before, then to fusion. Our approach is the 3-Os."--Gurmit 15:41, 8 January 2012 (UTC)

Create A Strategic, High Performance & Continuous Learning Culture
The 3-Os Team designs and facilitates strategic, high-performing reflexive learning networks. We mentor, coach and train your employees and teams to effectively collaborate at a distance and create a sustainable base for your organization in a 21st century social networked connected reality.

The 3-Os can add value to a learning program or a project by:

Leveraging the Connected, Social Web 2.0 / Networked Learning Organizations

 * 1) Create a learning organization from within by stakeholders, leveraging on the connected networked possibility of Web 2.0 learning technologies
 * 2) Enable permanent access to learning - leveraging social media, mobile technologies, 24/7 access, games-based vs. asynchronous training, and targeted interactions.
 * 3) Encourage, stimulate and unleash the power of an organization's connected knowledge and social networks
 * 4) Develop a participatory collaboration environment that allows employees to co-design their future, and focuses on knowledge sharing as a sustainable and renewable resource
 * 5) Nurture a climate of openness, sharing and self-organization aligned to achieve the organization's needs
 * 6) Leverage social media, networking and learning technologies (i.e., Skype, YouTube, SlideShare, Go To Meeting, Elluminate, and Wikis) for tangible results.

Tapping into Your Employees' Intrinsic Motivation & Desire to Lead

 * 1) Support your employees and projects teams to participate in the development of their self-determined learning agenda and learning ecologies.
 * 2) Customize workshop programs for learners' needs and preferred time/location, with their thinking, behaviours, participation and involvement (vs. a pre-packaged courses; or very expensive 'expert' driven courses)
 * 3) Developing meaningful metrics to measure performance and innovation, changes to practice and organizational outcomes.
 * 4) Facilitate continuous, flexible, self-motivated learning-on-the-job with access to peers, mentors and experts for problem-solving, inquiry and working through tasks during projects

Sustaining Workshop Learning & Action Planning: Keep the Momentum Going

 * 1) Develop internal expertise, confidence and capacity as a reflexive learning network
 * 2) Build online trust and enable staff to rapidly evolve and transition to new roles and responsibilities.
 * 3) Provide online, real-time mentoring to workshop participants.
 * 4) Continue online, real-time mentoring support, as workshop action plans are implemented.
 * 5) Continue learning conversations online after a project workshop or between meetings.

Increasing On the Job Performance, Collaboration and Innovation

 * 1) Stimulate collaboration, synergies and innovation through accelerating sharing of employees' ideas and dreams, triggering the incubation and development of next-generation products and services.
 * 2) Enable peer-to-peer, and mentor dialogues that leverage proven value of social learniing (Lave and Wenger 1998) and informal learning (Cross 1999), in asynchronous or real-time.
 * 3) Accelerate internal and external learning and engagement, including customers, suppliers and other stakeholders to integrate their insights and ideas.
 * 4) Enable on-the-job cognitive and social apprenticeship via networks around cross-cutting inter-departmental projects.
 * 5) Enable rapid proof-of-concept development for strategic flexibility, organizational learning and faster time-to-market (including associated individual and team identities, cognition and competencies).
 * 6) Increase knowledge flow across projects (incorporating action learning) for improved knowledge management and performance.