Art Institute of Chicago

ELE Group, LLC

Design Charrette | The Art of Strategic Listening Art Institute of Chicago | In-person experience
In fast-moving organizations, better listening is not a soft skill. It is a strategic advantage.
This Charrette is fueled by real-world friction.  We are bringing the insights from the Art Institute of Chicago into a group activity to help you:

<ul>
 	<li data-path-to-node="10,1,0,0">Sense the Noise: Identify the "weak signals" in your matrix organization before they become execution drags.</li>
 	<li data-path-to-node="10,1,1,0">Decide with Clarity: Use peer-exchange to pressure-test your assumptions.</li>
 	<li data-path-to-node="10,1,2,0">Evolve the Strategy: Leave with one practical move to improve trust and alignment.</li>
</ul>
<img class="aligncenter size-full wp-image-45162" src="https://wp.ele.llc/wp-content/uploads/2026/04/20260424_Action-Planning-Worksheet.jpg" alt="Design Charrette | The Art of Strategic Listening" width="1008" height="612" />
<blockquote>
Open to all attendees: Help shape the agenda by sharing your toughest roadblock.
<a href="https://forms.office.com/r/D5BfchV4Hn" target="_blank" rel="noopener"><img class="aligncenter size-full wp-image-45002" src="https://wp.ele.llc/wp-content/uploads/2026/03/Submit-a-Challenge-7.png" alt="Submit a Challenge" width="236" height="97" /></a>
</blockquote>
Using art, observation, and live interactive discussion, this in-person exchange will help leaders:

<ul>
 	<li data-start="655" data-end="682">improve employee engagement</li>
 	<li data-start="685" data-end="722">spot weak signals in disruptive times</li>
 	<li data-start="725" data-end="785">hear multi-gen teams more effectively to improve performance</li>
 	<li data-start="788" data-end="847">listen across matrix organizations during periods of growth</li>
</ul>
<img class="aligncenter wp-image-45180" src="https://wp.ele.llc/wp-content/uploads/2026/04/About-ELE-Real-Business-Challenges.png" alt="Three-step ELE model showing Real Business Problems leading to Peer-Powered Decisions and Implementation." width="753" height="147" />
<img class="aligncenter size-full wp-image-45276" src="https://wp.ele.llc/wp-content/uploads/2025/11/1-AIC-Selfie-with-Art-Reflection.jpg" alt="A small group of attendees standing in front of a contemporary art piece at the Art Institute, gesturing and discussing their observations to build alignment and trust." width="1920" height="803" />
Together, the room will examine:

<ul>
 	<li data-start="884" data-end="911">where listening breaks down</li>
 	<li data-start="914" data-end="938">what signals matter most</li>
 	<li data-start="941" data-end="985">how flawed assumptions create execution drag</li>
 	<li data-start="988" data-end="1057">how stronger listening improves trust, alignment, and decision-making</li>
</ul>
Participants will leave with:

<ul>
 	<li data-start="1091" data-end="1114">better questions to ask</li>
 	<li data-start="1117" data-end="1163">sharper ways to notice what is said and unsaid</li>
 	<li data-start="1166" data-end="1211">practical insights they can apply immediately</li>
 	<li data-start="1214" data-end="1280">stronger approaches for identifying real business problems earlier</li>
</ul>
Agenda at a Glance
11:30 AM–12:30 PM Networking lunch
12:30 PM–1:15 PM Welcome, purpose, and participant introductions
1:15 PM–1:30 PM Why listening matters here
1:30 PM–2:00 PM Framing the business challenge with the Action Planning Worksheet
2:00 PM–4:00 PM Small-group working exchange on five leadership listening challenges:

<ol data-start="433" data-end="585">
 	<li data-section-id="y47uhk" data-start="433" data-end="462">Signals and sense-making</li>
 	<li data-section-id="1fgqjwe" data-start="463" data-end="498">Assumptions and interpretation</li>
 	<li data-section-id="6zhwua" data-start="499" data-end="527">Trust and team dialogue</li>
 	<li data-section-id="12d6to0" data-start="528" data-end="559">Decision-making and action</li>
 	<li data-section-id="o1w6z7" data-start="560" data-end="585">Seeing the whole scene</li>
</ol>
4:00 PM–4:45 PM Group debrief: opportunities and action planning
4:45 PM–5:00 PM Wrap-up and final reflections
Set inside the Art Institute of Chicago, this extended experience is designed for leaders who want to strengthen judgment, deepen peer exchange, and improve how they listen in the middle of change.
<img class="aligncenter" src="https://wp.ele.llc/wp-content/uploads/2024/01/Ryan-Learning-Center-banner.jpg" alt="" width="752" height="322" />

ELE’s Chicagoland cohort brings together senior Talent, Learning, HR, and workforce leaders for ongoing in-person exchange around real business and workforce challenges. Members use these experiences to compare approaches, pressure-test ideas, and build practical next steps with peers facing similar complexity.

<hr />

Hosted by the Executive Learning Exchange (ELE), this experience is part of ELE’s Chicagoland community for senior leaders navigating change, capability, and execution.

&nbsp;

&nbsp;

Design Charrette | The Art of Strategic Listening @  The Art Institute of Chicago

single-event

future of work

Talent Executives

Chicago Cohort

chicagoland

dirk.tussing

ele chicago cohort

deborah.lenchard

informal learning

mickey.mantas

in-person event

action learning

self-awareness

Culture Change

Engagement &amp; Culture

patricia.ouzounian

Personal Development

Listening Strategies

toyia.stewart

Active Listening

employee listening

self-reflection

2Q2025

listening culture

alaska.fu

Human Synergistics

Session Focus: Integrating Art and Interactivity to Enhance Critical Thinking and Problem-Solving Skills in Professional Development Training

Experience <a href="https://nam10.safelinks.protection.outlook.com/?url=https%3A%2F%2Fd2drb404.na1.hs-sales-engage.com%2FCtc%2FRK%2B23284%2Fd2DRB404%2FJkM4YGXpW6N1X8z6lZ3kvW9g1qlX7tDTfSW4jd_rc7wXg_vW2Vd8GD8VtXPnW5htnXy43FtT8W7kGQm-2Sr7mtW6g2pQN7h6BW9W5SF4V26Hw0QJW1nSX1z6YGccTW4SVn-x6JlMmFW5nZYzs3lhPH_N3VjZhvj4FkSW7xk5-X925HVmW4myzF_6ttv5HW3K59bC5vHt8nV6qdMt96ZrH1VwcSW_92Vj14W4WrlGG7rt-V6W1m9fHX30B7nWW4gPLKY8Mc56QW69lGYh3Jtl2FW8y8HTK6WzkxjVJ3vr-3HXNjDVC8R5n2x-Y2lW9lMF4c81PD33W3blLZg7gYYWqN7-9ZfKsd30yW8WySKV6_4GfnW1j0Rn34mCwkpW7kXGrZ4-yq9MW8c3LXV7tHpL0W5H3sZZ3fr6FcW8q59B_81Sp8PW1dsMC05_RySMN8dRJn4nqWscW4DlWPZ5ypXdkN618_38tCkrSW4mJbkc4Q6h75N1WwWKQ5pTYGdjzWzx04&amp;data=05%7C02%7Ctri%40ele.llc%7C3760941141504145f6b408ddd4166e94%7C41ae97ca63444d068b300ca2a2dee0da%7C0%7C0%7C638899914998072245%7CUnknown%7CTWFpbGZsb3d8eyJFbXB0eU1hcGkiOnRydWUsIlYiOiIwLjAuMDAwMCIsIlAiOiJXaW4zMiIsIkFOIjoiTWFpbCIsIldUIjoyfQ%3D%3D%7C0%7C%7C%7C&amp;sdata=qzzcv3KJCTzi%2BnazJNjqBK4DUVoVAw%2BgvP3ct%2BC0leA%3D&amp;reserved=0">Team Building Subarctic Survival Simulation | Human Synergistics</a> with the brightest minds in talent development.

Join senior talent development leaders for a bold, immersive afternoon where the art of learning meets the science of performance.

Hosted inside Chicago’s Quari Ice Factory—a striking space where creativity, ice, and industrial chic collide—this interactive professional development experience centers on the Subarctic Survival Simulation, one of Human Synergistics’ most popular and powerful team-building tools.

You’ll be dropped (figuratively!) into a scenario where you and your peers have just crash-landed on the remote shores of Laura Lake in subarctic Canada. Armed with only 15 salvaged items and the collective brainpower of your team, you’ll need to prioritize, problem-solve, and make high-stakes decisions to “stay alive.”

Reserve your spot today, and get ready to engage and learn in an entirely new way.

Why attend?

🧊 Step outside the box: Trade slides and scripts for scenario-based learning that drives behavior change.

🧠 Sharpen problem-solving skills: Explore how diverse perspectives unlock better decisions—under pressure.

🤝 Elevate collaboration: Experience firsthand how synergy (or lack thereof) impacts outcomes.

🎨 Infuse creativity into L&amp;D: Hosted at the creative epicenter of Quari Ice, this isn’t your average workshop.
<blockquote data-start="429" data-end="539">
“Because wisdom cannot be told. Action/involvement is vital to how people learn. We learn by doing.” -- Elaine Bernard, Ph.D., Labor &amp; Worklife Program, Harvard Law School
</blockquote>
Whether you're building a new team, developing emerging leaders, or looking to energize your learning strategy, this session is designed to deliver fresh perspective, peer insights, and practical tools you can take back to your own learning ecosystem.

Learn more: <a href="https://nam10.safelinks.protection.outlook.com/?url=https%3A%2F%2Fd2drb404.na1.hs-sales-engage.com%2FCtc%2FRK%2B23284%2Fd2DRB404%2FJkM4YGXpW6N1X8z6lZ3kvW9g1qlX7tDTfSW4jd_rc7wXg_vW2Vd8GD8VtXPnW5htnXy43FtT8W7kGQm-2Sr7mtW6g2pQN7h6BW9W5SF4V26Hw0QJW1nSX1z6YGccTW4SVn-x6JlMmFW5nZYzs3lhPH_N3VjZhvj4FkSW7xk5-X925HVmW4myzF_6ttv5HW3K59bC5vHt8nV6qdMt96ZrH1VwcSW_92Vj14W4WrlGG7rt-V6W1m9fHX30B7nWW4gPLKY8Mc56QW69lGYh3Jtl2FW8y8HTK6WzkxjVJ3vr-3HXNjDVC8R5n2x-Y2lW9lMF4c81PD33W3blLZg7gYYWqN7-9ZfKsd30yW8WySKV6_4GfnW1j0Rn34mCwkpW7kXGrZ4-yq9MW8c3LXV7tHpL0W5H3sZZ3fr6FcW8q59B_81Sp8PW1dsMC05_RySMN8dRJn4nqWscW4DlWPZ5ypXdkN618_38tCkrSW4mJbkc4Q6h75N1WwWKQ5pTYGdjzWzx04&amp;data=05%7C02%7Ctri%40ele.llc%7C3760941141504145f6b408ddd4166e94%7C41ae97ca63444d068b300ca2a2dee0da%7C0%7C0%7C638899914998098919%7CUnknown%7CTWFpbGZsb3d8eyJFbXB0eU1hcGkiOnRydWUsIlYiOiIwLjAuMDAwMCIsIlAiOiJXaW4zMiIsIkFOIjoiTWFpbCIsIldUIjoyfQ%3D%3D%7C0%7C%7C%7C&amp;sdata=Cz1gK38uMDYngDLUXD3OB2B%2BdcMndFToG8q2zIAG6cA%3D&amp;reserved=0">Team Building Subarctic Survival Simulation | Human Synergistics</a>

<iframe title="YouTube video player" src="https://www.youtube.com/embed/BKJjTYYTOPo?si=dyq2bUmxJLaKC_8g" width="560" height="315" frameborder="0" allowfullscreen="allowfullscreen"></iframe>

Our quarterly cohort exchanges use the following design elements:
<ol>
 	<li>Sharing practical case studies aligned to business needs</li>
 	<li>Identifying key issues and developing insights and solutions</li>
 	<li>Canvassing learning industry trends applied at ELE members’ workplace</li>
</ol>
ELE's Chicagoland cohort for DEI, Talent, and HR Executives is a year-long learning process through face-to-face collaboration and networking with senior HR Talent and DEI Leaders. Each member company is encouraged to bring two peers from their organization.

<hr />

ELE produces this Chicagoland CLO Group.

Subarctic Survival: Leadership Experience @ Quari Ice, Fulton Market

angie.zeigler

audrey.sullivan

critical thinking

Future of Work

angelica.janina.stilling

4Q2025

cathleen.cooke

problem-solving skills

Session Focus: Integrating Art and Interactivity to Enhance Critical Thinking and Problem-Solving Skills in Professional Development Training

Join us for a unique professional development experience with the Executive Learning Exchange's "Learning Outside the Box for Upskilling" at The Art Institute of Chicago. This immersive event, set within the inspiring Ryan Learning Center – the museum’s hub for learning and creativity – offers a powerful blend of art engagement and interactive activities. Our sessions are designed to enrich your understanding of talent development by exploring:
<ul>
 	<li>Beyond External Metrics: We'll move beyond traditional assessments of success to delve into crucial internal measures of growth, such as embracing challenges and envisioning professional journeys.</li>
 	<li>The Power of "Yearning-Based Learning": Discover how understanding the deep motivations for belonging, mattering, contribution, and growth can drive individual and team engagement.</li>
 	<li>Art-Inspired Insights: Through interactive discussions and drawing inspiration from the art around us, you'll gain practical strategies to identify these yearnings in yourself and others.</li>
 	<li>Cultivating Continuous Development: Learn how to foster deeper connections and build a culture of ongoing growth and enhanced critical thinking, essential in today’s dynamic business landscape.</li>
</ul>
IMPORTANT NOTE: Since AIC is closed on Tuesday, April 29, the day of the ELE event, attendees will need to enter at 100 S Columbus. <a href="https://www.ele.llc/venues/artic">CLICK HERE</a> to see the map.

Don’t miss this chance to redefine traditional learning approaches by integrating the arts into executive training. This innovative method not only improves learning outcomes but also widens your strategic perspective, which is essential for leadership and decision-making. Connect with fellow talent leaders in an environment that stimulates your intellectual and creative abilities.

Reserve your spot today, and get ready to engage and learn in an entirely new way.

<img class="aligncenter size-large wp-image-37925" src="https://wp.ele.llc/wp-content/uploads/2023/02/EMPLOYEE-EXPERIENCE-Moments-That-Matter-Infographic-1024x576.jpg" alt="EMPLOYEE EXPERIENCE Moments That Matter" width="1024" height="576" />

Our quarterly cohort exchanges use the following design elements:
<ol>
 	<li>Sharing practical case studies aligned to business needs</li>
 	<li>Identifying key issues and developing insights and solutions</li>
 	<li>Canvassing learning industry trends applied at ELE members’ workplace</li>
</ol>
<img class="aligncenter" src="https://wp.ele.llc/wp-content/uploads/2024/01/Ryan-Learning-Center-banner.jpg" alt="" width="752" height="322" />

ELE's Chicagoland cohort for DEI, Talent, and HR Executives is a year-long learning process through face-to-face collaboration and networking with senior HR Talent and DEI Leaders. Each member company is encouraged to bring two peers from their organization.

Learning Outside the Box for Upskilling @ The Art Institute of Chicago

jacki.davidoff

denise.banks

kelly.wojda

DEIB

Session Focus: Integrating Art and Interactivity to Enhance Critical Thinking and Problem-Solving Skills in Professional Development Training

Join us for a unique professional development experience with the Executive Learning Exchange's "Learning Outside the Box for Upskilling" at The Art Institute of Chicago. This immersive event, set within the inspiring Ryan Learning Center – the museum’s hub for learning and creativity – offers a powerful blend of art engagement and interactive activities. Our sessions are designed to enrich your understanding of talent development by exploring:
<ul>
 	<li>Beyond External Metrics: We'll move beyond traditional assessments of success to delve into crucial internal measures of growth, such as embracing challenges and envisioning professional journeys.</li>
 	<li>The Power of "Yearning-Based Learning": Discover how understanding the deep motivations for belonging, mattering, contribution, and growth can drive individual and team engagement.</li>
 	<li>Art-Inspired Insights: Through interactive discussions and drawing inspiration from the art around us, you'll gain practical strategies to identify these yearnings in yourself and others.</li>
 	<li>Cultivating Continuous Development: Learn how to foster deeper connections and build a culture of ongoing growth and enhanced critical thinking, essential in today’s dynamic business landscape.</li>
</ul>
IMPORTANT NOTE: Since AIC is closed on Tuesday, April 29, the day of the ELE event, attendees will need to enter at 100 S Columbus. <a href="https://www.ele.llc/venues/artic">CLICK HERE</a> to see the map.

Don’t miss this chance to redefine traditional learning approaches by integrating the arts into executive training. This innovative method not only improves learning outcomes but also widens your strategic perspective, which is essential for leadership and decision-making. Connect with fellow talent leaders in an environment that stimulates your intellectual and creative abilities.

Reserve your spot today, and get ready to engage and learn in an entirely new way.

<img class="aligncenter size-large wp-image-37925" src="https://wp.ele.llc/wp-content/uploads/2023/02/EMPLOYEE-EXPERIENCE-Moments-That-Matter-Infographic-1024x576.jpg" alt="EMPLOYEE EXPERIENCE Moments That Matter" width="1024" height="576" />

Our quarterly cohort exchanges use the following design elements:
<ol>
 	<li>Sharing practical case studies aligned to business needs</li>
 	<li>Identifying key issues and developing insights and solutions</li>
 	<li>Canvassing learning industry trends applied at ELE members’ workplace</li>
</ol>
<img class="aligncenter" src="https://wp.ele.llc/wp-content/uploads/2024/01/Ryan-Learning-Center-banner.jpg" alt="" width="752" height="322" />

ELE's Chicagoland cohort for DEI, Talent, and HR Executives is a year-long learning process through face-to-face collaboration and networking with senior HR Talent and DEI Leaders. Each member company is encouraged to bring two peers from their organization.

<hr />

ELE produces this Chicagoland CLO Group.

Learning Outside the Box for Upskilling @  The Art Institute of Chicago

Session Focus: Ideate best practices for creating Leadership Moments

Are your internal Executive Development programs using leader-generated content? At JLL, their talent team uncovered that having an agile leadership development framework allows them to develop our leaders at all levels in a variety of ways including mobile technologies.

One of the most effective has been through “Leadership Moments” to begin creating a culture where learning is embedded in all we do – including something as simple as a meeting.

ELE’s Learning Circle will be ideating Retooling Talent Development for the New Normal.
<ul>
 	<li>How Do We in L&amp;D Add Unexpected Value?</li>
 	<li>Why does it matter?</li>
</ul>

Leadership Moments | Scaling Executive Development

curation

digital

learning strategy

Leadership

brian.watkins

microlearning

operations

mobile learning

jesse.james

leadership development

accelerated leadership development

matt.donovan

lorna.malloy

Adding Value

social learning

leadership moments

tracy.adams

nathan.sheets

Session Focus: Ideate best practices for creating Leadership Moments

Are your internal Executive Development programs using leader-generated content? At JLL, their talent team uncovered that having an agile leadership development framework allows them to develop our leaders at all levels in a variety of ways including mobile technologies.

<center><iframe title="YouTube video player" src="https://www.youtube.com/embed/16YdZL4wHHU" width="560" height="315" frameborder="0" allowfullscreen="allowfullscreen"></iframe></center>One of the most effective has been through “Leadership Moments” to begin creating a culture where learning is embedded in all we do – including something as simple as a meeting.

<center><iframe title="YouTube video player" src="https://www.youtube.com/embed/NRm6rGmvkbM" width="560" height="315" frameborder="0" allowfullscreen="allowfullscreen"></iframe></center>&nbsp;

ELE's Learning Circle will be ideating Retooling Talent Development for the New Normal. 
<ul>
 	<li>How Do We in L&amp;D Add Unexpected Value? </li>
 	<li>Why does it matter?</li>
</ul>
ELE's Idea Exchange: Collaborate your insights online with your peers <a href="https://www.learningexecutive.com/idea-exchange/" target="_blank" rel="noopener noreferrer">here</a>.

Your Teams

Learning Circles

Complimentary

online event

complimentary event

Session Focus: Informal Learning
Communities, Mentoring, and Curation (Case study: Navistar)

Essential Forwarding-thinking Skill: The intersection of Design &amp; Development

This invite-only collaborative aligns with the research <a href="https://learningexecutive.com/influencer/karen-kocher/" target="_blank" rel="noopener noreferrer">Karen Kocher</a> shared on Oct 17, 2019, <a href="https://learningexecutive.com/2019/10/essential-behaviors-skills-driving-digital-cultural-transformation/" target="_blank" rel="noopener noreferrer">Essential Behaviors &amp; Skills Driving for 2019 and Beyond</a>. By participating in this 90-minute, highly interactive virtual learning circle, HR and Talent Development Team Leaders can build essential new skills critical as our workplaces are evolving.

Curation Learning Circle: Communities, Mentoring, and Curation

kirk.hallowell

Operations

mentoring

joanne.prochnow

valarie.bartelme

ted.prohov1

This past year DePaul University’s Center to Enhance Education for Adults (CAEA) conducted a series of reflective conversations and experiential learning activities to better understand the nature, context, and best practices for mentoring and informal learning in business, non-profit organizations and higher education. In this session, panelists share the insights that emerged from this inquiry, as well as strategies to enhance mentoring and informal learning in your organization.

Insights & Strategies for Mentoring and Informal Learning

experiential learning

Coaching

kelli.mcmiller

julie.benesh

Deloitte

Learning leaders actively grapple with how best to measure the results of their training and development efforts and present actionable information to the business. Most organizations have little more than reaction data—smile sheets—to show for their actions. Real measurement provides actionable information to decision-makers. The lack of alignment with the mission and operational goals and objectives and the scarcity of meaningful impact measures are two of the main reasons that training is often undervalued and underfunded.
In this lively and interactive discussion, Bob Danna of Bersin Associates reviewed the current state of learning measurement. About half the session was answering questions from the audience - so bring your most difficult or vexing measurement issues to simulate our discussion.

<ul>
 	<li>Why there is no single best approach to measurement and why the most critical step is to get alignment with operational objectives.</li>
 	<li>Best practices from high-impact learning organizations that are well along in the learning maturation process.</li>
 	<li>The importance of delivering actionable results, tailored to the audience, that differentiates between process metrics (needed to manage the training function) and results from metrics (that matter to line management).</li>
</ul>

Measurement Best Practices in a World of Formal, Informal and Continuous Learning

Analytics

learning culture

upskilling

data driven leader

talent development

continuous improvement

bob.danna

An engaging forty-minute Q&amp;A session of senior Chief Learning Officers &amp; Chief Talent Officers sharing insight on workforce strategies for running learning like a business is the only way to deliver planned results at the 11th Annual Chicagoland Learning Leaders conference.
To help guide the roundtable discussion, our facilitator, Bob Mosher, Chief Learning Evangelist with Intuitive, will focus on some of the following discussion points:

<ul>
 	<li>How do you define “Continuous Learning” at your organization?</li>
 	<li>Who are the key stakeholders in its success?</li>
 	<li>What are the essential ingredients in an organization that enables continuous learning?</li>
 	<li>What tools enable it?</li>
 	<li>We’ve heard a lot of talk around “informal learning” vs. “formal learning,” as well as new emerging learning approaches such as mobile learning, social learning, and performance support. What role do these play in continuous learning?</li>
 	<li>Is “Continuous Learning” scalable? What formal steps do you and your organization take to scale it across your enterprise?</li>
 	<li>What are the significant obstacles that can inhibit “Continuous Learning” from being successful?　Is it measurable?</li>
 	<li>What one suggestion would you give to this audience around guaranteeing that “Continuous Learning” will work?</li>
</ul>

2012 CLO/CTO Roundtable: Continuous Learning Driving Consistent Business Results

Strategy

blended learning

collaborative learning

tim.kirkpatrick

bob.mosher

workforce potential

neda.schlictman

Lurie Children's

The Milwaukee Learning Leaders has the honor of announcing the marriage of: Mr. Formal Learning to Ms. Informal Learning
With the variety of new social networking technologies, Informal Learning is the new darling of the training set. However, our old standby, Formal Learning, offers many benefits that cannot be found elsewhere.

Formal Learning, which includes classroom training, synchronous and asynchronous eLearning, and workbooks, has only been used in the workplace to any significant degree since WW2. Of course, Formal Learning can be efficient and suitable for getting new people up to speed. But it is relatively expensive to develop, quickly gets outdated, and is sometimes only marginally successful in translating to performance on the job.

Informal Learning has been around the workplace since there has been a workplace and includes all the ways that people have learned on the job, including trial and error, conversations, observation, asking questions, and apprenticeship. ASTD defines Informal Learning in the negative as “a learning activity that is not easily recognizable as formal training and performance support.” Generally speaking, it takes place without a conventional instructor and is employee controlled in terms of breadth, depth, and timing. It tends to be individualized, limited in scope, and utilized in small chunks. Informal Learning can be quite job-relevant and occurs as needed, but is often inefficient, haphazard, and slow.

By understanding their strengths, weaknesses, and differences, we can marry the two and take Learning, engagement, productivity, and innovation to unprecedented levels in our organizations.

Dr. Rosenheck discusses various methods of integrating the two approaches to achieve a happy and long-lasting marriage that breeds success for our organizations.

The "Marriage" of Formal and Informal Learning

apprenticeships

performance support

marty.rosenheck

How do leading companies create strategies for making their investment in effectively blending formal and informal learning pay off? How do organizations go beyond the formal training event to use informal learning to support leadership thinking and behaviors?
The purpose of this learning leader roundtable is to share how various companies are answering some of these questions:
<ol>
 	<li>Definition of informal learning vs. formal learning</li>
 	<li>Types of informal learning</li>
 	<li>How to blend informal and formal learning into programs</li>
 	<li>How to effectively measure and evaluate informal learning</li>
</ol>

Effectively Blending Formal and Informal Learning

newton.moore

learning design

kent.barnett

dani.petrie1

Accenture

An engaging forty-five minute Q&amp;A session of senior Chief Learning &amp; Talent Officers sharing insight on Collaboration and Informal Learning at the 8th Annual Chicagoland Learning Leaders conference.

2009 CLO/CTO Roundtable: Collaboration and Informal Learning

jane.shlaes

paulo.goelzer

tim.aleck

don.vanthournout

mark.bocianski

Informal learning has been a hot topic, yet many learning professionals have labeled it as the ‘holy grail’ of their field. But despite the challenges organizations face in getting their arms around informal learning in the workplace, the opportunity has emerged to apply Web2.0 technologies to bridge previous gaps.

More and more organizations are looking to Web 2.0 technology to address business challenges they face with leveraging informal learning across a distributed workforce. This session will explore how to apply Web 2.0 technology to everyday learning projects and how these principles can drive tangible business results.
<ul>
 	<li>The business challenges organizations face within informal learning</li>
 	<li>Areas where Web 2.0 technology can be applied to informal learning indicatives</li>
 	<li>Case Study examples of companies who have leverage informal learning success stories</li>
 	<li>Key points to consider when evaluating Web 2.0 vendors</li>
</ul>

Unlock the Secrets to Informal Learning in the Enterprise

As corporate learning and talent teams explore innovative ways to help support informal learning in their organizations, facilitated book discussions using readily-available online resources can be organized without large budgets.

After conducting quarterly leadership book discussion for two years in Chicago and more recently in Milwaukee, and Indianapolis, we’re excited to announce our first leadership book discussion as a breakout session at this year’s conference.
<ul>
 	<li>The Wisdom of Crowds (2004, James Surowiecki)</li>
 	<li>The Power of We: Succeeding Through Partnerships (2004, Jonathan M. Tisch)</li>
</ul>
Interested in using book discussions in your organization? Here are some lessons learned: 
<ul>
 	<li>Limit sessions to less than two hours, but encourage collaboration and networking time</li>
 	<li>Leverage more engaging small group discussions – allocate 10 minutes at the end of the session for each small group to share with the larger group</li>
 	<li>Recommend book summaries as “optional” – some leaders prefer to read more in-depth</li>
 	<li>Create a regular schedule (e.g., quarterly or monthly) while picking current business book titles that are relevant to the contemporary workplace dynamics</li>
</ul>

Leadership & Collaboration Book Discussion

lisa.callahan

crowd sourcing

partnerships

collaboration

Join this lively panel discussion as we share practical implementation steps in all phases of mentor implementations. The panel has significant experience in positioning their mentoring programs as a valuable people development resource. They will share their experiences and have allocated time to respond to your questions.
Mentoring as a people development strategy can be challenging to quantify and to implement because everyone has their own opinion about what works. Each organization has its people development challenges, and design and mentoring, when used effectively, can contribute to meeting those challenges. Targeting specific outcomes, with measurable results, often keeps leaders from fully endorsing mentoring initiatives.
Panelists will share how they have positioned mentoring in both “traditional” and non-traditional ways. Some of the most exciting solutions are when mentoring is paired with other learning activities, providing a comprehensive set of actions. These and other implementation ideas will be shared.
Some mentoring implementations work better than others. Panelists will share what they did that worked and the lessons learned from implementations that were not as effective as planned. Those attending the session who want to secure feedback regarding their upcoming deployments will be able to test their ideas with the panelists.

Mentoring – Getting Started, Getting Traction & Getting Results

diana.halfer

roger.turnquist

Baxter

Does your workforce span multiple generations? Do you need to spark interest and conversation in your organization around how to meet the learning needs of the different generations? Are you looking for ways to help employees understand one another and overcome generational barriers?
During this session, we will work together to explore and understand:
<ul>
 	<li>The generations present in today’s organizations.</li>
 	<li>How different generations view learning and mentoring and the expectations that they have around such practices.</li>
 	<li>Ideas for communicating with each generation.</li>
 	<li>How e-Mentoring and social learning can bridge generational gaps.</li>
</ul>
Join a discussion on how to transform generational barriers into strengths within your learning and development practices, with a particular focus on e-Mentoring and social learning practices. Randy Ermelo, President and CEO of Triple Creek Associates (creators of Open Mentoring platform) will share emerging understandings around generational differences in the workforce and how to leverage those differences into opportunities. Randy will be joined by a panel of learning experts from AON, Baxter, CDW, and Hewitt Associates to further explore the generational issues facing today’s evolving workforce.

Meeting Generational Learning Needs through e-Mentoring

Millennials

Research shows that 80 percent of learning in the workplace occurs on the job, rather than informal training sessions.

Innovative Performance Support offers you a concise and comprehensive overview of performance support (PS) practices―ongoing, job-specific resources that ensure employees perform effectively on the job. From free, open-source applications like blogs and wikis to sophisticated new system software, this guide will help you implement the right PS strategy for your team.

Innovative Performance Support: Strategies and Practices for Learning in the Workflow

evidence-based research

Digital &amp; AI

susan.c.guest

cindy.pinkstaffmiller

Effective evaluation and measurement of learning and development initiatives is critical to maximise the impact of training, identify gaps for improvement and ensure that efforts are aligned to the business' needs. Learning Analytics outlines how analytical approaches can respond to these challenges, the types and benefits of technological solutions and how to ask the right questions of organizational data in order to build a learning organization that boosts performance and competitive advantage.
Drawing upon case studies from organizations who have applied such approaches such as The Gap, Hilton Worldwide University and Seagate Technology, Learning Analytics will enable those involved in learning and development to make the business case for their activities and deliver an evidence-based service to their organizations. Alongside updated chapters on learning technology tools and moving beyond learning analytics to talent management analytics, this second edition also features new content on measuring informal learning, increasing data literacy, and framing L&amp;D's contributions through a portfolio evaluation approach.

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