Networked Learning · Long-term organizational structure

The Networked Learning Triad

A structural model for integrating learning and working by connecting three distinct types of social organization. It illustrates how ideas move from broad, unstructured networks into focused communities and finally into structured work environments.

When to use The Networked Learning Triad

When designing organizational learning ecosystems or trying to break down silos between formal training and on-the-job performance.

How The Networked Learning Triad works

Facilitators can use this to map out where different types of learning activities should occur. Use social networks for inspiration, communities of practice for peer coaching/mentoring, and work teams for performance-based application.

Phases of The Networked Learning Triad

  1. Social Networks: Broad, diverse connections used to seek new ideas and foster innovation through 'weak ties'.: Loose, diverse networks are where people find new ideas and perspectives. In a session, participants map their networks and plan where they will seek outside input.
  2. Communities of Practice: Focused groups where trusted relationships allow for filtering ideas and deeper conversations.: Trusted peer groups are where ideas get tested, filtered and discussed openly. Sessions use small peer circles where people bring findings and make sense of them together.
  3. Work Teams: Structured, deadline-driven groups where ideas are put into practice and sense-making occurs through execution.: Teams with shared goals and deadlines are where ideas turn into action and results. The facilitator closes with commitments to apply one idea in the team's real work.

Key principles

  • Innovation arises from the diversity of social networks
  • Trust is built in communities of practice
  • Execution happens in work teams
  • Knowledge must flow across all three layers to be effective

Best for

  • Organizational design
  • Ecosystem mapping
  • Breaking down silos
  • Knowledge transfer

Considerations

  • Work teams can become myopic without external network input
  • Social networks lack the structure to get specific tasks done
  • Communities of practice require a 'half-way space' between formal and informal

Attribution & sources

Developed by Harold Jarche, 2014

Primary source

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