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Chapter
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1
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Introduction
to Lifelong Learning
Why is lifelong learning such an issue? This chapter considers
the changing nature of working life and knowledge, including:
how the half-life of knowledge is reducing; how globalization
and technology are changing the nature of work; how organizations
are responding; and why we must all embrace lifelong learning.
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2
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What
is Lifelong Learning?
Most people confuse training with lifelong learning, and many
do not understand what forms lifelong learning can take. This
chapter therefore covers some of the basics, including: defining
training, learning and lifelong learning; outlining the role
of the organization in lifelong learning; identifying the
various forms which lifelong learning can take; showing who
benefits from lifelong learning; and describing how to be
successful at lifelong learning.
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3
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The
Evolution of Lifelong Learning
The impacts of technological change and globalization lie
at the heart of lifelong learning, but how has it evolved?
This chapter examines: the rise of the knowledge worker; the
implications of the globalization of commerce; the ageing
of the population and its impact on employment; the increasing
insecurity of working life; and the rise of the white collar
sweatshop.
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4
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The
E-Dimension
The Internet opens up a wealth of learning opportunities for
the lifelong learner. In fact e-learning is big business.
However, it is not without issues. This chapter discusses:
the current issues associated with e-learning; how to make
e-learning successful; what the future may hold; and best
practice: the US Army.
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5
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The
Global Dimension
Globalization has been the principal driver behind lifelong
learning because it has exposed nations, organizations and
individuals to levels of competition and change they have
not been used to. This chapter outlines: how nations are responding;
how corporations are exploiting learning opportunities globally;
the emergence of the global talent pool and what it means
for those with the appropriate skills; best practice: ABB;
and the cultural dimension to learning.
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6
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The
State of the Art
To succeed at lifelong learning we need to consider how we
learn and overcome our barriers to learning. For the organization,
this also means creating an environment in which their employees
can learn. This chapter discusses: the major barriers to learning;
four models of learning; and the rise and importance of corporate
universities.
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7
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In
Practice: Success Stories
Being successful at lifelong learning can be viewed from two
dimensions, the corporate and the individual. And success
means many things having the right learning infrastructure,
encouraging employees to learn continuously, and getting the
necessary support through coaching. This chapter therefore
includes: a case study of Barclays Corporate Banking; a case
study of a major communications company; a case study of a
global management consultancy; a case study of coaching (The
Leverage Organization); and a case study of self development
Jan Hennessey.
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8
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Key
Concepts and Thinkers
Lifelong learning has many terms and concepts, which have
increased with the advent of e-learning. This chapter covers
the majority of them.
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9
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Resources
Little has been written about lifelong learning per se, and
yet it covers a great raft of material. This chapter identifies
the best resources in: books; learning providers; websites;
coaching organizations; and magazines.
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10
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Ten
Steps to Making Lifelong Learning Work
Being successful at lifelong learning means: reading; asking
smart questions; maintaining a learning log; creating a self-development
plan; getting involved with projects; learning from success
and failure; sharing knowledge; getting yourself a personal
coach/mentor; getting yourself published; and undertaking
regular stock takes.
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