Informal Learning: Rediscovering the Natural Pathways That Inspire Innovation and Performance
November 2006, Pfeiffer
PART ONE: CONCEPTS.
Chapter 1: Out of Time.
Chapter 2: A Natural Way of Learning.
Chapter 3: Show Me The Money.
Chapter 4: Emergence.
Chapter 5: Connecting.
Chapter 6: Meta-Learning.
PART TWO: LEARNERS.
Chapter 7: Learners.
PART THREE: CASES.
Chapter 8: Envisioning.
Chapter 9: Conversation.
Chapter 10: Communities.
Chapter 11: Unblended.
Chapter 12: The Web.
Chapter 13: Grokking.
Chapter 14: Unconferences.
PART FOUR: JUST DO IT.
Chapter 15: Just Do It.
Appendix A: Informal Learning in a Nutshell.
Appendix B: Where Did The 80 Percent Come From?
Appendix C: Institute for Research On Learning.
About The Author.
—John Seely Brown, coauthor, Social Life of Information, and former chief scientist, Xerox Corp.
"Informal learning is the perfect theme for exploring the next
wave of our field. Jay Cross continues to push our thinking on the
transformational forces of knowledge, learning, and performance. A
—Elliott Masie, founder, The MASIE Center's Learning CONSORTIUM
"In an outsourced, automated age, informal learning has become
the key to high performance and personal fulfillment. And now Jay
Cross has written the very best primer on this woefully neglected
topic. This is a book for both sides of your brain!"
—Daniel H. Pink, author, A Whole New Mind
"Jay Cross provides an important challenge for us all—to
move our focus from the classroom to the workplace, and in doing
so, reframe what we do in ways that much more closely reflect how
people actually learn and perform on the job. Informal
Learning has profound implications for how we—from
trainers to chief learning officers and from frontline business
managers to executives—must rethink our ideas and practices,
not in some distant future, but right now."
—Marc J. Rosenberg, management consultant, and author, Beyond E-Learning
"This book shows how informal learning experiences connect us
with information, help us share ideas, and obtain new perspectives,
and even help us create new knowledge together."
—Ellen Wagner, director, Worldwide eLearning, Adobe Systems
"The one sentence from this book that hit me like a train: 'Most
corporations invest their training budget where it will have the
least impact.' Wow. In an era of demanding ROI, shrinking budgets,
and the insistence to do more with less, think of the impact that
informal learning could have if it could truly focus learning and
efforts for maximum impact."
—Mark Oehlert, learning strategy architect, Booz Allen Hamilton