1. Essential Conditions for Implementing Technology: A Comparison Between K-12 School Environments and Corporate Environments

2. Focusing Question: How is implementing sustainable technology more difficult in a corporate environment?

3. Background Wiki We examined four areas important to corporate learning initiatives Roger’s Theory of Diffusion Important in determining how learning initiatives are incorporated into the corporate environment Learning Methods “Learning occurs in various ways in the workplace” (Collis & Winnips, 2002, p. 133) Formal and informal methods Workplace Knowledge Tacit and explicit Ongoing Creating Knowledge Interactions between tacit and explicit exchanges, place/space/time, and knowledge assets (inputs, outputs, and moderations) used by an organization to create a learning culture

4. Conditions Analysis Ten Principles Supportive leadership Many interactions between different stakeholders: executive management, middle management, union leaders, learners, customers Risk-taking, learning culture Senior management provides the framework for learning acceptance and support Supervisor plays an important role in the process to create the right environment for successful learning to occur (direct interaction with the learner) Peer support Internal and external peer networks and communities, mentorships, internships, co-ops, and communities of practice are possible ways to support the learner integration of new skills into job activities Ubiquitous access to technology Plans need to extend beyond installation and support of the learning system being rolled out to IT infrastructure, content, user access Time for professional dialogue and connections Time is needed for the learner to engage, integrate, and exchange

5. Conditions Analysis Ten Principles Secured, sustainable sources of funding Budgets must incorporate plans for pre- and post- training activities as well as the training initiative Training Technology use training Rewards and compensation Monetary and non-monetary rewards Employee Commitment Voluntary versus mandatory compliance to training programs Communication Senior management plans clearly and timely revealed to everyone in the organization Middle management clearly understand the plan so that they can build strong foundations

6. Conclusions K12 / Corporate  Common to K12  supportive leadership  risk-taking learning culture  peer support  ubiquitous access to technology  time for professional dialogue and connections  secured funding  Corporate Specific  training  rewards and compensation  employee commitment  communication  supportive leadership*  union support

7. Conclusions Corporate / Individual  Corporate  supportive leadership  risk-taking learning culture  ubiquitous access to technology  secured funding  training  rewards and compensation  communication  Individual  peer support  time for professional dialogue and connections  employee commitment

8. Focusing Question: How is implementing sustainable technology more difficult in a corporate environment?

9. References Collis, B. & Winnips, K. (2002). Two Scenarios for productive learning environments in the workplace. British Journal of Educational Technology, 3(2), 133-148.