I like the ideas put forward by Harold Jarche on personal knowledge management (PKM) in the workplace. Jarche says the idea of personal knowledge management “questions our basic, Taylorist, assumptions about work; assumptions like:

• A JOB can be described as a series of competencies that can be “filled” by the best qualified person.
• Somebody in a classroom, separate from the work environment, can “teach” you all you need to know.
• The higher you are on the “org chart”, the more you know (one of the underlying premises of job competency models).”

Personal knowledge management, he says, ” is a framework that enables the re-integration of learning and work and can help to increase our potential for innovation.

Jarche puts forward a Seek-Sense-Share framework. “Seeking includes observation through effective filters and diverse sources of information. Sense-making starts with questioning our observations and includes experimenting, or probing (Probe-Sense-Respond). Sharing through our networks helps to develop better feedback loops.”

Such a framework corresponds with the aims of the Learning layers project, due to start on November 1st. through Learning layers we are attempting to develop technologies to support informal learning in clusters of Small and Medium Enterprises, initially in north Germany in the building and construction industries and in north east England in the medical profession. In my experience SMEs are far less convinced of the Taylorist assumptions about work than large companies. And certainly the managers I have been talking to are well aware of the challenge of how to embed learning in working practices and to redesign work environments to support learning. However it is not just in the design of workplaces that we make assumptions. Educational technology also has embodies a series of assumptions around learning – such as learning takes place through courses and learning is dependent on the transmission of ideas and practices form an expert to a novice.

Our idea in Learning layers is to develop lightweight apps which can be used in the work process and which support both working and learning. We see learning materials being generated through the work process and shared though networks of organisations.

In teh course of this we hope to reshape both workplace design and learning designs.

I like this presnetation by Harold Jarche. In another post on his website, Harold says: “Innovation is inextricably linked to both networks and learning. We can’t be innovative unless we integrate learning into our work. It sounds easy, but it’s a major cultural change. Why? Because it questions our basic, Taylorist, assumptions about work; assumptions like:

A JOB can be described as a series of competencies that can be “filled” by the best qualified person.

Somebody in a classroom, separate from the work environment, can “teach” you all you need to know.

The higher you are on the “org chart”, the more you know (one of the underlying premises of job competency models).

PKM is a framework that enables the re-integration of learning and work and can help to increase our potential for innovation. It’s time to design workplaces for individuals, and their Personal KM, instead of getting everyone to conform to a sub-optimal structure that maximizes capital but not labour.”

This is a work in progress. It is the first draft of a paper by Ludger Deitmer and myself for the Personal Learning Environments Conference to be held in Aveiro next week. We are looking at how we might develop work based PLEs drawing on the work on the forthcoming Learning Layers project. there is a downloadable version (in word format) at the bottom of the post. Your feedback is very welcome.

Developing Work based Personal Learning Environments in Small and Medium Enterprises

Graham Attwell, Pontydusgu, Wales

Ludger Deitmer, ITB, University of Bremen, Germany

Abstract

This paper is based on a literature review and interviews with employers and trainers in the north German building and construction trades. The work was undertaken in preparing a project application, Learning Layers, for the European Research Programme.

The paper looks at the development of High Performance Work Systems to support innovation in Small and Medium enterprises. It discusses the potential of Personal Learning environments to support informal and work based learning.

The paper goes on to look at the characteristics and organisation of the building and construction industry and at education and training in the sector.

It outlines an approach to developing the use of PLEs based on a series of layers to support informal interactions with people across enterprises, supports creation, maturing and interaction with learning materials as boundary objects and a layer that situates and scaffolds learning support into the physical workplace and captures people’s interactions with physical artefacts inviting them to share their experiences.

Keywords

Building, construction, Small and Medium Enterprises, informal interactions, boundary objects, workplace learning, scaffolding

1. Introduction

Research and development in Personal Learning Environments has made considerable progress in recent years. Yet although often acknowledging the importance of informal learning, such research continues to be largely focused on formal educational institutions from either higher or vocational training and education. Far less attention has been paid to work based and work integrated learning and still less to the particular context of learning at work in Small and Medium Enterprises (SMEs) (Gustavsen, Nyhan, Ennals, 2007). Yet it could be argued that it is in just these contexts, where work can provide a rich learning environment and where there is growing need for continuing professional development to meet demands from new technology, new materials and changing work processes, that PLEs could have the greatest impact. A work environment in which the workers plan, control and validate their work tasks can both competitive and productive (Asheim 2007). It also requires that workers are able to make incremental and continuous improvements to work processes to develop better products and services. This in turn requires continuous learning. In contrast to predominant forms of continuous training based on activities outside the workplace, and in response to the perceived lack of take up of Technology Enhanced Learning in SMEs, we propose a dual approach, based on informal learning and the development of network and mobile technologies including Personal Learning Environments. This paper will describe an approach being developed for learning in SMEs, specifically in the building and construction industry in north Germany.

Our approach is based on the development of high performance work systems in industrial clusters of SMEs. In this context, individual learning leads to incremental innovation within enterprises. Personal Learning environments serve both to support individual learning and organisational learning through a bringing together of learning processes (and technology) and knowledge management within both individual SMEs and dispersed networks of SMEs in industrial clusters. Our approach is also based on linking informal and work based learning and practice and formal training.

The paper is based on literature research and on interviews with employers and trainers in the building and construction sector. This work was undertaken in preparation for a project called Learning Layers, to be undertaken through the European Commission Seventh Framework for Research and due to commence in November 2012.

In the paper we look at the ideas behind high performance work systems and industrial clusters before examining the nature and context of the building and construction industries and particularly of SMEs within the industrial cluster.

We develop a scenario of how PLEs might be used for learning and suggest necessary developments to be undertaken to facilitate the adaptation of such technologies for learning.

2. The challenge for knowledge and skills for the workforce

Many industries are undergoing a period of rapid change with the introduction of new technologies, new production concepts, work processes and materials. This is resulting in new quality requirements for products and processes which lead to an emergence of new skill requirements at all levels of personnel, including management, workers, technicians, apprentices and trainees. These changes can be described as a paradigmatic shift from traditional forms of production towards leaner, agile and flexible production based on high performance work systems (Toner 2011).

Leaner business organisations have less hierarchical layers and develop ‘close to production intelligence’ in order to be more flexible to change and to customer demands. The qualifications required of workers within such production or service environment are broader than in traditional workplaces reflecting a shift from functional skills towards multiskilling. Skilled workers require practical and theoretical knowledge in order to act competently in the planning, preparation, production and control of work and to coordinate with other departments in or outside the company.

Information and communication technologies – including both technologies for learning and for knowledge management – are required to allow more decentralised control to support just-in-time and flexible production and services. A key to flexibility and high productivity lies in the qualification profiles of the workforce and in the development of worker-oriented production technologies, which allow more flexible control in the production process.

The following table illustrates the change in innovation management within such companies and the consequences for the skilling of workers, technicians and the apprentices. This change in production philosophy can be described as a move from a top-down management approach towards a participative management approach (Rauner, Rasmussen & Corbett, 1988; Deitmer & Attwell, 2000) which requires a commitment to innovation at all level of the workforce, not just at the management level.

Table 1 Innovation management and the skilling of workers (Deitmer 2011)

3. Learning by doing and drivers for incremental innovation

Toner (2011) points out that a ‘learning by doing’ strategy in an innovative work environment can lead to gradual improvement in the efficiency of the production processes and product design and performance (Toner 2011). Such improvements are based on high performance skills by workers. High Performance Work Structures are based on the practical knowledge of the workers underpinned by theoretical knowledge (Nyhan 2002, Rauner). Practical knowledge is generated in the context of application and is shaped by criteria such as practicability, functionality and the failure free use of technologies.

In high performance work systems (Toner 2011, Arundel 2006, Gospel 2007, Teece et.al 2000)  the following qualification profiles are emerging:

• High levels of communication, numeracy, problem solving and team working are required as managerial authority is delegated to the shop floor including the design of the workplace, maintenance and continuous product and process innovation
• Broad Job Classifications which allow functional flexibility by limiting occupational demarcations and requiring workers to be competent across a broader range of tasks than is conventionally expected which in turn requires broad based training.
• Organisational learning around new patterns of activities is based on capturing the learning and work experiences of individual workers and teams of workers
• Flat management hierarchies provide more responsibility for individual workers and work teams in problem solving and in organising work processes

High Performance Work Systems require a commitment to innovation at all levels of the workforce; this process is more inclusive, democratic and incremental rather than elitist, imposed and radical. The empowerment of the work force to make proposals for changes and improvement is key. However the adoption of such practices requires continuous learning linked to knowledge management and systems and technologies to support such processes.

Thus the development of work based PLEs could be linked to wider processes of innovation within SMEs.

4. Learning and innovation in Regional Clusters

Many SMEs organise themselves in clusters or networks in order to collaborate, to share knowledge and skill, or even to exchange staff. The network dimension is particularly important as regional clusters have been understood as an instrument of scaling learning in heavily SME dependent sectors. This is reflected by large EU projects like European Cluster Excellence Initiative. It is much easier to economically justify the creation of learning materials which can be reused in an entire cluster and hence by many organisations than just for a few individuals. The challenge from a network point of view would be to identify such high potential learning materials and to find ways to distribute them efficiently within the network. The current focus of cluster initiatives is almost exclusively on scaling up formal training by organising training across network members. While a Communities of Practice perspective has been adopted in some cases to address informal learning processes, these are usually not effectively supported through information technologies (Prestkvern & Bardalen 2008).

Effects resulting from relationships in networks of small organisations for learning processes have received little attention in Technology Enhanced Learning research to date, despite these networks having been identified as a potential way of fostering favourable learning conditions (Deitmer & Attwell 2000). However, we can build here on work in diverse fields looking into these network effects. Seminal work by Granovetter (1973) has made distinction between strong and weak ties in such networks. Further studies investigated the network effects on experience sharing (Baum, 1998), on social networks (Cross, 2001), of trust on knowledge transfer (Levin, 2004) on communication for innovation (Müller-Prothmann, 2006), on communication with new media (Haythornthwaite, 2002) and more recently on networked learning (Ryberg, 2008). However, the effects on informal learning and on the creation of shared knowledge artefacts are still open issues.

The development and implementation of Personal Learning Environments within the context of regional clusters could support this form of networked informal learning.

However there remain barriers. Research suggests (Perifanou, forthcoming) that SMEs may still be concerned about a perceived loss of competitiveness through openness in collaborative learning contexts. Similarly some SMEs regard learning materials, especially those generated within their organisation, as a potential source of future revenue.

5. Learning approaches and technological support for learning at the workplace

Research suggests that in SMEs much learning takes place in the workplace and through work processes, is multi episodic, is often informal, is problem based and takes place on a just in time basis (Hart, 2011). Rather than a reliance on formal or designated trainers, much training and learning involves the passing on of skills and knowledge from skilled workers (Attwell and Baumgartl, 2009). Dehnbostel (2009) says that learning in the workplace is the oldest and most common method of vocational qualification, developing experience, motivation and social relations. Learning at work is self-directed, process-oriented form of lifelong learning that essentially contributes to personality development and professionalism, and promotes innovation and employability (Streumer, 2001; Dehnbostel, 2009; Fischer, Boreham and Nyhan, 2004).

A survey undertaken in Germany found work based learning comprised of 43% of training and learning undertaken by enterprises (Büchter et al., 2000).

Thus work based learning is seen as a potential approach to developing continuing learning for the broader competences and work process knowledge required for high performance workplaces. Rather than a reliance on formal or designated trainers, much training and learning involves the passing on of skills and knowledge from skilled workers (Attwell and Baumgartl, 2009). In other words, learning is highly individualized and heavily integrated with contextual work practices. While this form of delivery (learning from individual experience) is highly effective for the individual and has been shown to be intrinsically motivating by both the need to solve problems and by personal interest (Attwell, 2007; Hague & Lohan, 2009), it does not scale well: if individual experiences are not further taken up in systematic organisational learning practices, learning remains costly, fragmented and unsystematic.  It has been suggested that Technology Enhanced Learning can overcome this problem of scaling and of systematisation of informal and work based learning. However its potential has not yet been fully realized and especially in many Small and Medium Enterprises (SME), the take-up has not been effective. A critical review of the way information technologies are being used for workplace learning (Kraiger, 2008) concludes that most solutions are targeted towards a learning model based on the idea of formal, direct instruction. TEL initiatives tend to be based upon a traditional business training model with modules, lectures and seminars transferred from face to face interactions to onscreen interactions, retaining the standard tutor/student relationship and the reliance on formal and to some extent standardized course material and curricula.

The development of work based Personal Learning Environments have the potential to link informal learning in the workplace to more formal training. Furthermore they could promote the sharing of experience and work practices and promote collaborative learning within networks of SMEs. Research suggests that in SMEs much learning not only takes place in the workplace and through work processes, but is multi episodic, is often informal, is problem based and takes place on a just in time basis (Hart, 2011).

Learning in the workplace draws on a multitude of existing ‘resources’ – many of which have not been designed for learning purposes (like colleagues, Internet, Intranet) (Kooken et al. 2007). Research on whether these experiential forms of learning lead to effective learning outcomes are mixed. Purely self-directed learning has been shown to be less effective than most guided learning in many laboratory studies and in educational settings (Mayer, 2004). On the other hand, explorative learning in work settings has often been reported to be beneficial, e.g. for allowing construction of mental models and improving transfer (Keith & Frese, 2005). Some form of guidance may be necessary to direct learners’ attention to relevant materials and support their learning (Bell & Kozlowsky, 2008). This is especially true for learners at initial levels (Lindstaedt et al. 2010).

One approach to this issue is to provide scaffolding. The use of scaffolding as a metaphor refers to the provision of temporary support for the completion of a task that a learner might otherwise be unable to achieve. Scaffolding extends the socio-cultural approach of Vygotsky. Vygotsky (1978) suggested that support for learning was provided by a Significantly Knowledgeable Other, who might be a teachers or trainer, but could also be a colleague or peer. Attwell has suggested that such support can be embodied in technology. However, scaffolding knowledge in different domains and in particular in domains that involve a relationship between knowledge and practice requires a closer approach to learning episodes and to the use of physical objects for learning within the workplace. Thus rather than seeing a PLE as a containers or connections- or even as a pedagogical approach – PLEs might be seen instead as a flexible process to scaffold individual and community  learning and knowledge development.

6. Developing Work based PLEs in the Building and Construction Sector

In the first section of this paper we have looked at the idea of high performance work systems and innovation and knowledge development within industrial clusters. We have suggested that Personal Learning Environments could facilitate and develop these processes through building on informal learning in the workplace.  We have recognized the necessity for support for learning through networked scaffolding. In the second section, we will examine in more depth the north German Building and Construction sector, developing a scenario of how PLEs might work in such a context. We will; go on to suggest further research which is needed to refine our idea of how to develop work based PLEs.

7. The Building and Construction Cluster

The building and construction trades are undergoing a period of rapid change with the introduction of green building techniques and materials and new work processes and standards. The EU directive makes near zero energy building mandatory by 2021 (European Parliament 2009). This is resulting in the development of new skill requirements for work on building sites.

The sector is characterized by a small number of large companies and a large number of SMEs in both general building and construction and in specialized craft trades. Building and construction projects require more interactive collaboration within as well as between different craft trade companies within the cluster.

Training for skilled workers has traditionally been provided through apprenticeships in most countries. Continuing training is becoming increasingly important for dealing with technological change. However further training programmes are often conducted outside the workplace with limited connection to real work projects and processes and there is often little transfer of learning. Costs are a constraint for building enterprises, especially SMEs, in providing off the job courses (Schulte and Spöttl, 2009). Although In Germany, as in some other European countries, there is a training levy for sharing training costs between enterprises, there remains a wider issues of how to share knowledge both within enterprises and between workers in different workplaces. Other issues include how to provide just in time training to meet new needs and how to link formal training with informal learning and work based practice in the different craft trades.

The developments of new processes and materials provide substantial challenges for the construction industry. Traditional educational and training methods are proving to be insufficient to meet the challenge of the rapid emergence of new skill and quality requirements (for example those related to green building techniques or building materials). This requires much faster involvement and action at three levels – individual, organisational and cluster. The increased rate of technical change introduces greater uncertainty for firms, which, in turn, demands an increased capacity for problem solving skills (Toner 2011). Despite the recession there is a shortage of skilled craftspeople in some European regions and a problem in recruiting young people for apprenticeships in higher skilled craft work in the building and construction industry.

In the present period of economic uncertainty, it is worth noting that the total turnover of the construction industry in 2010 (EU27) was 1186 billion Euros forming 9,7% of the GDP in 2010 (EU27). The construction industry is the biggest industrial employer in Europe with 13,9 million operatives making up 6,6% of the total employment in EU27 and if programmes were to be launched to stimulate economies, construction has a high multiplier effect.

8. Mobile technologies and work based Personal Learning Environments

Although the European Commission has pointed to the lack of take up of e-Learning in various sectors, this is probably too simplistic an analysis. It may be more that in all sectors, e-learning has been used to a greater or lesser extent for learning in particular occupations and for particular tasks. For example e-Learning is used for those professions which most use computers e.g. in the building and construction industries, by architects and engineers. Equally e-learning is used for generic competences such as learning foreign languages or accounting.

In the past few years, emerging technologies (such as mobile devices or social networks) have rapidly spread into all areas of our life. However, while employees in SMEs increasingly use these technologies for private purposes as well as for informal learning, enterprises have not in general recognized the personal use of technologies as effectively supporting informal learning. As a consequence, the use of these emerging technologies has not been systematically taken up as a sustainable learning strategy that is integrated with other forms of learning at the workplace.

9. An approach to developing PLEs in the work place

We are researching methods and technologies to scale-up informal learning support for PLEs so that it is cost-effective and sustainable, offers contextualised and meaningful support in the virtual and physical context of work practices. through the Learning Layers project we aim to:

• Ensure that peer production is unlocked: Barriers to participation need to be lowered, the massive reuse of existing materials has to be realized, and experiences people make in physical contexts needs to be included.
• Ensure individuals receive scaffolds to deal with the growing abundance: We need to research concepts of networked scaffolding and research the effectiveness of scaffolds across different contexts.
• Ensure shared meaning of work practices at individual, organisational and inter-organisational levels emerges from these interactions: We need to lower barriers for participation, allow emergence as a social negotiation process and knowledge maturing across institutional boundaries, and research the role of physical artefacts and context in this process.

10. The Learning Layers concept: an approach to support informal learning through PLEs

Work based Personal Learning Environments will be based on a series of Learning Layers. In building heavily on existing research on situated and contextualised learning, Learning Layers provide a meaningful learning context when people interact with people, digital and physical artefacts for their informal learning. Learning Layers provide a shared conceptual foundation independent of the personal tools people use for learning. Learning Layers can flexibly be switched on and off, to allow modular and flexible views of the abundance of existing resources in learning interactions. These views both restrict the perspective of the abundant opportunities and augment the learning experience through scaffolds for meaningful learning both in and across digital and physical interaction.

At the same time, Learning Layers invite processes of social contribution for peer production through providing views of existing digital resources and making it easy to capture and share physical interactions. Peer production then becomes a way to establish new and complementary views of existing materials and interactions.

Three Interaction Layers focus on interaction with three types of entities involved in informal learning:

• a layer that invites informal interactions with people across enterprises in the cluster, scaffolds workplace learning by drawing on networks of learners and keeps these interactions persistent so that they can be used in other contexts by other persons,
• a layer that supports creation, maturing and interaction with learning materials as boundary objects and guides this processes by tracking the quality and suitability of these materials for learning, and
• a layer that situates and scaffolds learning support into the physical workplace and captures people’s interactions with physical artefacts inviting them to share their experiences with them.

• All three interaction layers draw on a common Social Semantic Layer that ensures learning is embedded in a meaningful context. This layer captures and emerges the shared understanding in the community of learners by supporting the negotiation of meaning. To achieve this, the social semantic layer captures a number of models and lets the community evolve these models through PLEs in a social negotiation process.

The following scenario within the building and construction industry illustrate how these technologies will be operational in the regional North West German building and construction cluster.

11. Building and Construction Scenario: Cross-organisational Learning for Sustainable Construction

A regional training provider for the building industry offers courses on how to install PLC (programmable logic control) based lighting systems, a new technology designed for more efficient energy consumption. Veronika, a vocational trainer at a regional branch, designs a course on PLC based systems where she provides electronic materials. In the course, she distributes QR tags which participants can stick on devices in order to receive information on demand. She also integrates work-based exercises in her teaching where users tag PLC systems with QR tags, take pictures or create short videos, and add their personal experiences with these systems that they make available for other people as learning experiences [Artefact Interaction Layer].

Paul is a skilled electrician working in craft trade electrician service company who has not used PLC technology before. The PLC installation instructions are difficult to understand for him because he lacks experience with such installations. He scans the QR tag attached to the PLC with his tablet PC. The system suggests course materials from Veronika’s course, relevant standards for the installation from a technical publisher, as well as a short video documenting the installation steps recorded by a colleague [Artefact Interaction Layer]. Moreover, Paul receives the information that two people have experience with this particular PLC [Social Semantic Layer]. Paul calls one of them over Skype and checks that his plan and understanding of the installation is sound and then proceeds with the installation with the help of the video. As several further questions remain, Paul posts them using voice recording and photo to a Q&A tool [People Interaction Layer].

Paul’s question is forwarded to Dieter, an Electrical “Meister” in another SME using similar devices, based on his user profile indicating that he has experience with PLC, and because he has indicated his willingness to help. Dieter briefly answers Paul’s question, including links to materials (Pictures, …) available in the learning layers repository. Dieter is a well-known “problem solver” in his SME network. By support of the Learning Layers technology he has created a training business in which he gives technical advice service and trainings to other building electrician companies. His comments can be traced by others and recognized as service from the Electrician’s Guild.

Veronika, the vocational trainer, is notified by the system that there are currently many new activities around PLC programming and views the concrete questions that occurred [Social Semantic Layer]. With the notification, she also gets recommendations for the most active and helpful discussions and for most suitable and high quality materials people have suggested [Learning Materials Interaction Layer]. She decides to include these in her course to illustrate solutions to potential problems.

The four layers described in the previous section provide the core of the conceptual and technological approach for the development of the PLEs. There are two further critical elements that will be crucial for reaching our vision. These elements are needed for effectively integrating the different layers.

12. Further Research 

Integration of work practices with learning to support situated, just-in time learning

We need further investigation into the relationship of informal learning and workplace practices on the individual, organisational and on the network level. In extending previous work, we will especially focus on physical workplaces and the opportunities and constraints that come with supporting learning. Secondly, we require a further focus on existing barriers and opportunities for scaling peer production and learning in cooperative-competitive SME networks. This work will create a model for scaling informal learning in a networked SME context and ensure that the use of tools is integrated through practice as suggested for example by Wenger, et al. (2009). But we generally acknowledge that a key factor for enterprises to staying agile and adaptive is to have a highly skilled workforce. With the rapid development of new technologies, staying up-to-date with know-how and skills increasingly becomes a challenge in many sectors.

Integration through a technical architecture for fast and flexible deployment:

Our idea is to base PLes on mobile devices, either the users’ personal devices or devices provided by the enterprises. However,  the Learning Layers concept is based on fast and flexible deployment in a networked SME setting with heterogeneous infrastructural requirements and conditions. Current learning architectures are typically deployed as monolithic in-house installations that lack flexibility for inter-SME networking in response to fast-changing environments. On the other hand, externally hosted solutions are too restricted to features, devices and environments supported by the provider, again impeding flexibility and fast development cycles. Thus, the challenge of both fast and flexible development and deployment of learning solutions is currently not optimally catered for. This issue requires further research and development.

13. First Conclusions

This paper presents the early stages of research and development towards producing a system to support Personal Learning Environments in the workplace. There remains much work to do in realising our vision. We are attempting both to theoretically bring together approaches to innovation and knowledge management with learning and at the same time to develop pedagogical approaches to scaffolding learning in the workplace and develop technologies which can support the use of PLEs in networked organisational settings.

Our ambition is not merely to produce a proof of concept but to roll out a scalable system which can support learning in large scale networks of SMEs.

Our approach to developing the use of PLEs is based on a series of layers to support informal interactions with people across enterprises, supports creation, maturing and interaction with learning materials as boundary objects and a layer that situates and scaffolds learning support into the physical workplace and captures people’s interactions with physical artefacts inviting them to share their experiences.

Acknowledgement

The authors wish to acknowledge the contribution of the partners in the Learning Layers project application, on whose work this paper draws heavily.

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Download the paper here in Word format  PLE2012

for the last eighteen months or so Pontydysgu have been a partners in a project called Webquests for HRM coordinated by the  Management Observatory Foundation (MOF) from Poland. The project is developing a Collaborative and Blended Learning model for what we call Webquest 2.0 defined as “an inquiry–oriented activity that takes place basically in a Web 2.0–enhanced, social and inter-active open learning environment, in which the learner can decide to create his own learning paths choosing the Web 2.0 tools and the on–line resources needed for the completion of the final Webquest 2.0 product” (Perifanou, 2011).

The project is funded by the European Commission under as strand of the Lifelong Learning project called ‘the transfer of innovation’. In our particular project, we are seeking to transfer a pedagogy and approach to the use of technology for learning develop in schools and academic education for training in Small and Medium Enterprises (SMEs). We have published the first drafts of the methodology and a guide for trainers on the project web site. Over the last six moths or so, we have been piloting the approach with SMEs in Poland and in the UK.

The following text, which is the draft of an extra chapter for the second, revised edition of the trainers’ manual, relates some of our findings. I think it is particularity interesting because most, if not all of the findings are more generally applicable to the challenge of introducing technology enhanced learning in SMEs.

9. Webquest 2.0 training experiences: Flexibility and Creativity

The first edition of this handbook was published in January, 2012. Since then we have been piloting the use of Webquests 2.0 with Small and Medium Enterprises in Poland and in the UK. The pilots have involved both training trainers in SMEs to create Webquests 2.0 and piloting the Webquests 2.0 themselves with employees of SMEs. We have also piloted different approaches to blending learning, Including using online activities within face to face workshops, and delivering distance learning though the synchronous and asynchronous use of technology. Similarly we have experimented with both individual tasks and group tasks through the pilot Webquests 2.0. In the process of the pilots we have learnt a great deal about the issues involved in using Webquests 2.0 for HRM in Small and Medium Enterprises. This extra chapter in the second edition of the manual summarises some of the issues we have discovered and more importantly what trainers may need to do to deal with these issues.

9.1 Platforms

For our initial pilot Webquests 2.0 we used a wiki on PB Works as a platform. Although not open source, PB Works is free to educational organisations. However the licensing costs for use on commercial organisations may prove a barrier to take up in SMEs. We have subsequently experimented with a number of different platforms including the free and open source WordPress Content Management system. We have found that some organisations do not wish to use a separate platform but wish to incorporate the Webquests 2.0 within their own Enterprise Systems such as Microsoft Sharepoint. Conversely some organisations have told us they are looking for more flexible and cheaper solutions than their present organisation web platforms.

9.2 Web 2.0 tools

In the handbook we have drawn attention to a wide range of powerful Web 2.0 and social software tools that can be incorporated within Webquests 2.0 and can be used to develop a rich, collaborative and immersive learning experience.

In practice we have encountered a number of issues. Organisational firewalls are a particular problem. Whilst some organisations are relatively open in their policies, many firewall particular applications and tools. This can be a serious problem, for instance when employees are unable to view YouTube videos. In some cases we have been able to persuade system administrators to provide access to us to tools needed for training sessions with Webquests 2.0, in others we have been able to persuade them to review their policies, pointing out the value of these applications for learning. In still other cases, we have had to revise our training courses and Webquests 2.0  to reflect the security policies of the organisation.

Useful tip:

Whatever the answer, if you are developing a Webquest 2.0 you need to pay attention to this issue in advance.

We also found that trainers and SME employees often had only a limited knowledge of and experience of using Web 2.0 and social software tools. Almost all enjoyed learning about these tools in the course of the training sessions we organised and trainers in particular appreciated how they could use these tools in their own training practice. However, there was a tendency for learning about the tools to take over the whole dynamic and subject of the workshops. It was also felt that providing too many tools could be intimidating for trainees in SMEs. Therefore we would recommend that you restrict the number of tools you use in a Webquest 2.0, particular for those with less experience of using computers. The tools need to be chosen carefully. Some tools may promote greater collaboration and creativity but may be more difficult to use. Conversely, some tools may be easy to use but have little added value to promoting creative learning and higher order thinking skills.

Useful tip:

Remember that you will have to support learning about the topic and learning about the tools at the same time and think about the best strategy for doing this.

9.3 Blended Learning

One of the main successes of the pilots was the use of different forms of blended learning. Many organisations had not used computers intensively as part of a face to face training session and appreciated its potential. Equally participants were grateful for the opportunity to access the Webquests 2.0 and the learning materials after the training sessions. However one of the issues in this mode of blended learning was access to computers. Whilst in a number of SMEs we were able to find dedicated computer training rooms the layout of these rooms limited opportunities for groupwork and collaboration. One organisation was able to provide laptops for all participants and this worked much better. Whatever the solution, the layout and design of the learning space in a face to face session needs conscious attention.

In some of the pilots we used a mixture of face to face and online learning. This was seen as very successful with many organisations beginning to appreciate the potential of online learning for professional development and training in their organisations. This was particularly so with SMEs with a geographically dispersed workforce.

Furthermore, a number of the Webquests 2.0 involved the development of practice in the use of soft skills in SMEs. It was felt that learning about these practice based skills in a classroom was inappropriate. Online learning could provide better integration with practice in the workplace.

However, one of the issues this raised was the skills and competences of the trainers. Training on line involves many of the skills and competences that any good trainer will have. It is not the same as face to face training and may involve extra competences. We do not have space in this handbook to go into these in detail. At a minimum, we would recommend that any trainer providing e-learning and Webquests 2.0 online for the first time should themselves first participate in an elearning course or session and reflect on the similarities and differences and how they need to adapt their practice to cope with the opportunities and difficulties online training and learning provides. In particular they need to think about how they can support their trainees on line. It may involve the use of different tools and a different way of organising work, as well as knowledge in using computers and a broad variety of software.

9.4 Producing Webquests 2.0 is time consuming

One of the major issues that arose was the time it took to develop a Webquest 2.0. This brings us close to the heart of the problem that led us to develop the Webquest 2.0 project. Producing any online learning materials is time consuming. Of course it is possible to buy off the shelf, online training packages. However, these often do not meet the diverse needs of employees in SMEs. Once more, it is possible to commission commercially produced bespoke training materials. But this is very expensive.

In reality, producing any training materials is time consuming. It is only if these materials are reused that the unit cost becomes cheaper. This is also so for online training such as Webquests 2.0. Producing bespoke a Webquest 2.0 for an individual group will be expensive. We know it is important that the Webquest meets the needs of particular groups of learners. We would suggest that over time the speed of production will increase as trainers become more familiar with the approach and the tools and develop a bank of reusable content and materials. At the same time we would emphasise that online training is not just a cheap alternative to traditional forms of training. Our major motivation is to improve the quality and effectiveness of training and learning, not just to reduce cost. SME managers need to appreciate that they will have to invest in trainers’ time if they are to reap the benefits that online learning through Webquests 2.0 can bring. We will return to this issue further on in this section of the manual.

9.5 Self Directed Learning

The aim of the Collaborative Blended Learning Model (CBLM) is to develop and support self motivated and self regulated learning. Concerns were expressed that such an approach requires new skills from both trainers and learners, especially as much traditional training in SMEs is quite strongly trainer directed.  To some extent this concern may be justified. Learners may have little experience of self directed learning and may lack the skills and motivation to plan and direct their own learning. But this may also reflect a misunderstanding. The overall aim of the Webquest for HRM project is to develop self directed and self motivated learning as we believe such processes are critical to the development of lifelong learning in SMEs. On the other hand, we acknowledge the key role of trainers in providing appropriate support for learners at every stage in a Webquest 2.0. Without this support we will never achieve our ultimate goal.

9.6 Open and closed evaluation

In the manual we propose sharing the outputs from a Webquest 2.0 through the Worldwide web as a means of gaining community feedback and evaluation. Some enterprises are not prepared to allow their employees to do this. We understand there may be legitimate concerns over security and competition, however, in general, we feel the advantages in allowing employees to use Web 2.0 tools and social software in a responsible manner outweigh the dangers for SMEs.

9.7 Sharing Resources

As we said above, one of our motivations in developing the Webquest for HRM project and CBLM manual was to stimulate the development of high quality, online learning materials for use in Small and Medium Enterprises. We were aware that creating a Webquest 2.0 was time consuming. However, we felt that if trainers were prepared to share the Webquests 2.0 they had produced we could develop a dynamic repository of high quality materials. To that end we have worked on developing a rubric for evaluating the quality of the Webquests 2.0. Our initial pilots have revealed that most SMEs are not prepared to openly share learning materials. They either see these as providing competitive advantage or want to sell such materials to others. We believe such an approach to be short sighted and would urge enterprises to consider carefully the most advantageous long term strategy in developing e-learning and e-learning materials. We also note that when the idea of Open Educational Resources first emerged in the education sector, many institutions had a similar reaction. However most are now embracing OERs. Of course trainers will have to respect company policies in licensing Webquests 2.0. But we urge enterprise managers and trainers to think carefully before ruling out sharing resources.

9.8 Flexibility and Creativity

We have attempted to develop models and tools that can help trainers to produce high quality Webquests 2.0 to use in their own training practice. As part of this we have developed the seven step Learning Circles framework and templates to follow in developing a Webquest 2.0.

However, some of the trainers with whom we have piloted the Webquests 2.0 and tools, have felt the template and model to be too prescriptive and too restrictive for what they want to do. Of course any model is just that – a model. And templates are meant to be adapted and changed to meet particular needs.

Useful tip:

If you feel some parts of the model do not meet your needs, this is fine. Similarly feel free to change the templates to suit the needs of your trainees.

Our main aim is to develop flexible and creative training opportunities. And for that to happen we need to engage with trainers who can make flexible and creative use of the opportunities which technology provide for learning.

Continuing  the mini series around PLEs.

In 2008 I wrote:

Early proponents of Personal Learning Environments have tended to divide between those who see Personal learning Environments as a concept and those who have focused on PLEs as an application or set of applications. To a considerable extent this is a false dichotomy.

If it is accepted that the PLE involves the use of Information and Communication technologies then it necessarily involves applications. On the other hand any learning technology, however designed and despite overt statements to the contrary, inevitably facilitates or hiders different approaches to learning and knowledge construction. In other words all educational technology contains or supports an implicit pedagogic approach.

The issue is not a concept or an application but rather the processes of researching and designing technological and pedagogical approaches. The move to a leaner centred approach to pedagogy and a community based approach to knowledge construction and curriculum requires new approaches to research and design.

I think that still holds up four years on. But there is a problem. Most of the research and design activities into PLEs have taken place within the context of academic education and particularly in Universities. Universities have in general a long established and fairly entrenched pedagogic model. Faced with such a model, PLE designers and researchers have tended to see the introduction of a PLE either as a place to record the outcomes of learning – essentially as an e-Portolio, albeit socially enhanced – or as an additional online space linking the institution with the outside world. There is nothing wrong with either approach (and I appreciate that we now realise that many students may struggle with technology). However such approaches have limited us to the potential of PLEs.

Perhaps the most interesting research and design approach has been the advent of MOOCs – Massive Open Online Courses. As with any innovation the word MOOC is now morphing to describe a variety of developments in online learning. But what has been interesting is that essentially participants are expected to set up their own PLE, and to be responsible both for their own learning and for the learning of their peers.

I have been lurking around the Change 2011 MOOC – the self styled mother of all MOOCs  – which comes to an end this week. Change 2011 provides an automated Daily Newsletter aggregating blogs and tweets around the course.

And reading the newsletters and digging into so0me of the course blogs their appears  to be a fall of in participation and activity during the course . That is perhaps not surprising. Change 2011 was a long course. And one of the attractions of open and free courses like this is that people can dip in and out as they wish.

Yet I still see motivation as an issue. And this issue is also raised in a number of research papers talking about PLEs in higher education. Of course that may merely refect student expectations. In the UK with rising fees, students expect to be taught – and somewhat depressingly some evidence suggests that what they want to be taught is just that knowledge they need to pass an exam.

In my 2008 paper I talked about the move to a leaner centred approach to pedagogy and a community based approach to knowledge construction and curriculum. It could be argued that the Change MOOC reflects a community of practice and that community is structuring its own learning and knowledge. But I would be interested in seeing the potential of using PLEs in wider communities outside the higher education sector. And here the question of motivation and support becomes more critical. Learners will need considerable help in scaffolding their learning. Of course such scaffolding can be supported technologically. But teachers and trainers also have a key role in scaffolding learning and building on previous attainment and knowledge to accomplish new learning and competence through involvement in engaging and doable tasks that are not a simple answer to a question but involve problem solving, judgement, analysis, or synthesis (Starr, 2000).

Put simply, I do not think that PLEs as we have presently developed them provide enough support for scaffolding. I am not sure of the answer to this issue. But I think we need research and development designs that build on learning in communities of practice and particularly that look at scaffolding knowledge in different domains and in particular in domains that involve a relationship between knowledge and practice. In this respect we may need to look more closely at learning episodes and at the use of physical objects for learning. This approach has been adopted by the Learning layers project, currently being negotiated with the European Commission. “Learning Layers aims to develop a set of modular and flexible technological layers for supporting workplace practices in SMEs that unlock peer production and scaffold learning in networks of SMEs, thereby bridging the gap between scaling and adaptation to personal needs. By building on recent advances in contextualised learning, these layers provide a meaningful learning context when people interact with people, digital and physical artefacts for their informal learning, thus making learning faster and more effective. Building on mobile learning research, the project aims to situate learning into physical work places and practices to support situated, faster and more meaningful learning. Learning Layers provide a shared conceptual foundation, independent of the tools people use and the context they are in.”

Thus rather than seeing a PLE as a containers or connections- or even as a pedagogical approach – PLEs might be seen instead as a flexible process to scaffold individual and community  learning and knowledge development. And of course, with powerful mobile devices that learning can take place in contexts where knowledge is applied, rather than as pure knowledge abstracted from its application.

More to come…..

the last three months have been pretty hectic. So much that I have been somewhat lackadaisical in posting on this blog. Partly it has been due to the sheer volume of work and also traveling so much. For some reason I always find it difficult to blog when I am on the road. Another reason is that a lot of the work has been developmental and has naturally generated a series of notes and emails but little writing. Its time to make amends.

In this post I will give a short run down on what we have been up to. Over the next couple of weeks I will post in a bit more detail about the different projects and ideas. All the work shares a series of ideas in common:

• The work is based on the ideas of open education and open data
• The projects seek to enable practitioners to develop their own learning materials
• Most of the project incorporate various elements of social software but more importantly seek to utilise social software functionality to develop a shared social dimension to learning and knowledge sharing
• Most of the work supports both face to face and online learning. However we have been looking hard at how learning and knowledge development is socially mediated in different contexts.

Open Data

Over the last year we have been working with a series of ideas and applications for using open data for careers guidance. Supported by the Mature-IP project, by Careers Wales and Connexions Northumberland and more lately UKCES, we have been looking at how to use open data around Labour Market Information for careers advice and guidance. Needless to say, it has not proved as easy as we thought, raising a whole series of issues around target users, mediation,  and data sources, data reliability and data interpretation, amongst others.

We have encountered a series of technical issues but these can be overcome. More important is understanding the social uses of open data for learning and decision making which is much harder!

Webquests 2.o

The original idea of  Webquests was based around a series of questions designed to encourage learners to search for new meaning and deeper understanding using web based tools and resources. Although Webquests have been used for some time in schools and colleges, we have been working to adopt an updated Webquest 2.0 approach to the needs of learners in Small and Medium Enterprises. These inquiry–oriented activities take place in a Web 2.0–enhanced, social and interactive open learning environment (face to face and/or on–line) that combine at the same time collaborative learning with self–paced learning.

Once more, this work has posed a series of challenges. While we have been pretty successful in using webquests 2.0 with SMEs, it has proved harder to enable practitioners to develop their own online learning materials.

Work based learning

We have been continuing to explore how to use technology to support work based learning and in particular how to use mobile technologies to extend learning to different contexts in Small and Medium Enterprises. We are especially interested in focusing on work practices and how technology can be used to support informal learning and practice in the workplace, rather than the acquisition of more formal knowledge. In order to finance this work we have developed a number of funding applications entailing both background research and (more enjoyably) visits to different companies.

We are fairly confident that we will get support to take this work forward in the near future.

Social media and social empowerment

We have been looking at how to use social media and in particular internet radio, not for promoting social inclusion, but for giving a voice and opportunity for expression to those excluded form access to traditional education and media. Once more, we are confident that we will be able to launch a new initiative around this in the next couple of months.

We will be publishing more about this work over the next couple of weeks. If you are interested in any of these ideas or projects please get in touch.

Those of you who I have had the pleasure of talking to lately will know we are working on a sereis of new ideas. However, we have been so busy that this blog and website are running beyond. Hopefully int he next few weeks, I will I have the opportunity to get it back up to date. In the meantime, here is the abstract of a paper by Ludger Deitmer and myself, submitted for the PLE2012 conference, which describes the work we are developing on using technology for informal learning in the workplace and specifically in Small and Medium Enterprises in the building and construction trade.

Developing Work based Personal Learning Environments in Small and Medium Enterprises in the Building and Construction Industries

Graham Attwell, Pontydusgu

Ludger Deitmer, ITB, University of Bremen

Introduction

Research and development in Personal Learning Environments has made considerable progress in recent years. Yet such research continues to be focused on learning through formal educational institutions. Far less attention has been paid to work based learning and still less to the particular context of learning in Small and Medium Enterprises (SMEs). Yet it could be argued that it is in just these contexts, where work can provide a rich learning environment and where there is growing need for continuing professional development to meet demands from new technology and materials and changing work processes that PLEs could have the greatest impact. However, for this to happen requires a dual approach, based on informal learning and the development of network and mobile technologies. This paper will describe an approach being developed for learning in SMES, specifically in the building and construction industry in north Germany.

The challenge for knowledge and skills

Many industries are undergoing a period of rapid change with the introduction of new technologies, processes and materials. This is resulting in new quality and certification requirements and standards, and in the emergence of new skill requirements. It is generally acknowledged that a key factor for enterprises to staying agile and adaptive is to have a highly skilled workforce. With the rapid development of new technologies, staying up-to-date with know-how and skills increasingly becomes a challenge in many sectors.

Technology Enhanced Learning

While technology-enhanced learning (TEL) has been suggested as a means to address this challenge and support learning at the workplace, its potential has not yet been fully realized. Especially in many Small and Medium Enterprises (SME), the take-up has not been effective. A critical review of the way information technologies are being used for workplace learning (Kraiger, 2008) concludes that still today most solutions are targeted towards a learning model based on the ideas of direct instruction in a more or less formal manner. That is, TEL initiatives tend to be based upon a traditional business training model with modules, lectures and seminars transferred from face to face interactions to onscreen interactions, but retaining the standard tutor/student relationship and the reliance on formal and to some extent standardized course material and curricula.

Informal learning and Personal Learning Environments

However research suggests that in SMEs much learning takes place in the workplace and through work processes, is multi episodic, is often informal, is problem based and takes place on a just in time basis (Hart, 2011). Rather than a reliance on formal or designated trainers, much training and learning involves the passing on of skills and knowledge from skilled workers (Attwell and Baumgartl, 2009). In other words, learning is highly individualized and heavily integrated with contextual work practices. While this form of delivery (learning from individual experience) is highly effective for the individual and has been shown to be intrinsically motivating by both the need to solve problems and by personal interest (Attwell, 2007; Hague & Lohan, 2009), it does not scale very well: if individual experiences are not further taken up in systematic organisational learning practices, learning remains costly, fragmented and unsystematic.

The Building and Construction Sector

The building and construction trades are undergoing a period of rapid change with the introduction of green building techniques and materials followed by new processes and standards. The EU directive makes near zero energy building mandatory by 2021 (European Parliament 2009). This is resulting in the development of new skill requirements for work on building sites.

The sector is characterized by a small number of large companies and a large numbers of SMEs in both general building and construction and in specialized craft trades. Building and Construction projects require more interactive collaboration within as well as under different craft trade companies. Following the logistical chain also with planners and architects as well as with suppliers of new materials.

Continuing training is becoming increasingly important for dealing with technological change. Much of the further training offers are too little connected with real work projects and there is often little transfer of learning. The cost pressure in building enterprises limits chances for time-consuming training measures far away from the workplace. (Schulte, Spöttl, 2009). In all this there is an issue of how to share knowledge both between workers in different workplaces and of how to provide just in time training to meet new needs and how to link formal training with informal learning and work based practice in the different craft trades.

Mobile technologies

In the past few years, emerging technologies (such as mobile devices or social networks) have rapidly spread into all areas of our life. However, while employees in SMEs increasingly use these technologies for private purposes as well as for informal learning, enterprises have not really recognized the personal use of technologies as effectively supporting informal learning. As a consequence, the use of these emerging technologies has not been systematically taken up as a sustainable learning strategy that is integrated with other forms of learning at the workplace.

An approach to developing PLEs

We are researching methods and technologies to scale-up informal learning support for PLEs so that it is cost-effective and sustainable, offers contextualised and meaningful support in the virtual and physical context of work practices. We aim to:

• Ensure that peer production is unlocked: Barriers to participation need to be lowered, massive reuse of existing materials has to be realized, and experiences people make in physical contexts needs to be included.
• Ensure individuals receive scaffolds to deal with the growing abundance: We need to research concepts of networked scaffolding and research the effectiveness of scaffolds across different contexts.
• Ensure shared meaning of work practices at individual, organisational and inter-organisational levels emerges from these interactions: We need to lower barriers for participation, allow emergence as a social negotiation process and knowledge maturing across institutional boundaries, and research the role of physical artefacts and context in this process.

The paper will explore the evolution of this work in developing work based PLEs, capturing informal learning.

The main reason I have been so quiet on this blog in recent weeks has been the European bidding season.

Pontydysgu receives no regular funding and although we have some small consultancy contracts and do some teaching, the majority of our income is from project work. In the past, we had considerable funding from various UK agencies, this largely dried up with the onset of the recession and government cutbacks. This, we have become more reliant on funding from the European Union.

There are two main programmes for education and training in Europe, the European 7th Framework research programme and the Lifelong Learning Programme. The Research Framework funds larger projects than the LLL, but has historically been more competitive.

For both programmes, the application process is not straightforward, requiring completion of long forms and documents. In general both programmes are targeted towards innovation, however defined, and both tend to set priorities based on current EU policy directives. Both also require multinational project partnerships. Both have been on call recently – involving many hours of work to develop proposals.

In the past, the reality was that one or perhaps two partners would prepare the project requiring only limit input from other project members. And whilst this is still sometimes the case things are changing fast. For large and c0mplex projects especially in the Technology Enhanced Learning field expertise is needed from different disciplines and from people with different knowledge and skills.

Technology for distance communication and for research has allowed the dispersed and collaborative development of project proposals to become a reality. We have recently submitted a large scale proposal to the Research Framework IST  programme on learning in Small and Medium Enterprises. This project has some 16 partners drawn from I guess around ten countries. And whilst the input and hard work of the coordinator was central to the proposal, the work was undertaken collaboratively with many of the partners making a major input.

What tools did we use? Google docs were used for collaboratively producing earlier versions of our ideas. Doodle was important for setting dates for meetings. Flashmeeting was used extensively for fortnightly meetings of partners (in the latter stages of the proposal weekly or even daily meetings became the norm). Skype was also used for bilateral meetings. And Dropbox was used as a shared file repository. Dropbox proved to be a little problematic in producing somewhat confusing conflicted copies which then has to be edited together. But overall the system worked well. I think what is important is that the tools do exist. And we do not need any big research infrastructure, rather what is needed is the imagination to share through the use of everyday productivity and social software tools.

And it seems to me that if we are able to use such tools to develop a complex and collaboratively produced research proposal, the same tools can be used for collaboration between learners or for small businesses. The barrier is not so much usability fo the applications themselves, but a willingness, understanding and appreciation of how to collaborate!

I haven’t been posting as much as I would like lately. This is due to the European project bidding season (more on that soon) and due to a lot of work on the Webquest 2.0 project (about which I have been intending to write). Anyway, here for starters is an abstract written by Maria Pedrifanou and myself for the ECER 2012 conference.

Developing Collaborative Blended Learning and Knowledge Development in SMEs through Webquest 2.0

Whilst educational technology has been adopted for use in large enterprises, research suggests there is little use of ICT for learning in Small and Medium Enterprises (SMEs) (Attwell, 2007). One reason for this may be the limited provision of Continuing Professional Training opportunities in SMEs. Yet SMEs are seen as critical for economic growth and the creation of employment and rapid technological change and changes in materials, ecological and quality requirements and changes in the organisation of work require the development and deployment of new competences.

Through a European Commission funded Transfer of Innovation project, Webquest 2.0, the authors have developed and are piloting a new pedagogic approach to CPD in SMEs.

The name ‘webquest’ is comprised of two parts: a) ‘Web’ – to indicate that the World Wide Web is used as the primary resource in applying, analysing, synthesising and evaluating information, and b) ‘Quest’ – to indicate that a question is presented within the webquest, which encourages learners to search for new meaning and deeper understanding (Pelliccione L. and Craggs G.J., 2007).

Webquest 2.0 activities stake advantage of the possibilities that current Web 2.0 technologies offer and are based on a revised Webquest framework created for teachers and trainers.

The aim is to develop effective, complex, authentic learning and training environments. Trainers should be able to design and develop their own content and generate learning materials that can help their trainees and can also be shared with others.

The development of the Webquest 2.0 approach is based on the Collaborative Blended Learning Model (CBML) (Perifanou, 2011). There are four key elements to the model. Firstly the model is based on the idea that Webquest activities can be undertaken face to face, in a blended model of face-to-face and online learning, or purely on line. Secondly it is based on a mix of individual and small group activities which collectively allow participants to explore a larger question or theme. Thirdly the Webquest should generate outcomes which can form an organisational learning resource for a community of practice beyond the initial learning activities. Finally the webquests are based on a seven-stage model – Learning Circles – which both scaffolds learning and provides templates for trainers to create webquests.

The model and the webquests are being piloted with SMEs in Poland, the UK and Sweden.

Methodology

In the first phase of the project the Collaborative Blended Learning model was elaborated resulting in the publication of a research handbook. Based on this model twenty initial webquests were developed in close collaboration between trainers and project partners. Following this, a handbook for trainers was produced and a evaluation framework developed.

The webquests and handbook are currently being piloted in workshops with SMEs in Poland and The UK. This includes workshops piloting the webquests developed in the initial phase of the project and workshops for trainers to produce webquest themselves for use in their organisations.

The outcomes of these workshops will be evaluated, and the research handbook and handbook for trainers revised.

This, in turn, will lead to another round of piloting in SMEs in the late spring of 2012.

The initial webquests utilise a commercial wiki, PB works, as the main technical platform. It is intended to transfer the webquests to an Open Source wiki to minimise costs for deployment by SMEs.

Conclusions / Expected Outcomes / Findings

There are a series of hypotheses which are being tested through the project.

Firstly, the project is developing an updated Web 2.0 approach to webquests seeking to scaffold learning in a Web 2.0–enhanced, social and interactive open learning environment.

Secondly the project is transferring an approach and methodology for learning in a Web 2.0–enhanced, social and interactive open learning environment previously develop din a school based and language learning context for training in SMEs.

Thirdly the project is seeking to develop a flexible approach to learning in a Web 2.0–enhanced, social and interactive open learning environment, facilitating a mixture of Face to face Blended and online learning.

Fourthly the project is seeking to facilitate the development of wiki based learning materials by trainers themselves.

Fifthly the project is seeking to develop an approach to developing organisational knowledge resources for communities of practice though training activities.

The evaluation of the initial workshops are extremely positive. The paper will be based on a full evaluation of the project activities and will explore the success or otherwise of our initial hypotheses.

References

Attwell, G. (2007) Searching, Lurking and the Zone of Proximinal Development: e-learning in Small and Medium Enterprises, Vienna: Navreme

Pelliccione, D. L., & Craggs, G. J. (2007). WebQuests: an online learning strategy to promote cooperative learning and higher-level thinking. Paper presented at AARE Conference, 2007.

Perifanou M. (2011) Web 2.0 – New era of Internet tools in learning and teaching Italian as a foreign language – WebQuest 2.0 activities and  Collaborative Blended Learning Model. Proposals of blended learning. Unpublished doctoral dissertation, University of Athens.