We're in budget season. And, not surprisingly, the budgets aren't looking great. Yet again, we need to figure out how we are going to do more with less. Informal learning experts Dan Smith and Mark Wenzel speak on the cultural shifts learning and why informal learning is so effective for today's business force.

OPP: We seem to be hearing lots about informal learning or learning on demand these days. What is it?

DS: Informal learning or learning on demand is nothing new - it is simply how people learn in an unstructured or semi-structured manner. Whether it occurs through on-the-job training, peer-to-peer discussions, sharing of information via email, wiki's, or other social structures, self-initiated reading, coaching or learning-by-doing - informal learning is essentially learning that is not taking place in a formal, scheduled or structured format. To provide a an example, scheduling a course two months from now on effective management techniques is not informal learning (no matter how the class is delivered). But, asking a fellow manager for ideas on how to handle a disgruntled employee- and using her suggestions later that day - THAT is informal learning.

OPP: It sounds like informal learning competes with formal learning? Is that true and is formal learning something of the past?

MW: We don't feel that the various forms of learning necessarily compete with each other, rather learning takes place in different formats, in different contexts, and at different times. Ideally informal learning and formal learning complement each other. Blended learning (a combination of formal and informal learning) seeks to achieve a well-rounded learning experience that extends beyond the formal workshop or instructor-led event and. The blended approach appreciates the foundation that a formal learning session provides, and further embeds key messages through ongoing, informal learning opportunities. The addition of informal learning helps drive retention and support desired changes in behaviour. Formal learning is still critical as a mechanism to grab the attention of the learner, sometimes placing them in more conducive physical surroundings, providing access to subject matter experts, or more importantly grouping them with others who are motivated to learn. But without support of informal learning that compliments and amplifies what is learned in the classroom (virtual or not), research has shown a dramatic loss of retention very shortly after the formal learning has taken place.

OPP: Why is everyone talking about informal learning - and what are they saying?

DS: Although informal learning is not new, the accelerating use of the web has opened up cost-effective ways to deliver informal learning solutions to employees anytime, anywhere giving them 24/7 access to learning resources. Imagine if any employee could simply walk down to the water cooler and instantly find advice for almost any business skill or competency? With anytime, anywhere connectivity to the web - access is not the constraining factor. Neither is content. In fact, most argue that there is too much content. The constraining factor is CONTEXT. Employees are busier than ever and they need concise help when they need it, and in the format they want. Some informal learning systems are bringing together the network, the expert content, the social-sharing component, and giving companies that ability to connect these networks to existing learning frameworks (i.e. providing 'context' for their managers and employees).

OPP: Why is informal learning so much better than other types of learning?

MW: Better is relative. But there is wide agreement on the relative retention of knowledge and changing behaviour vis-a-vis the 70-20-10 framework for learning (70% being on-the-job experience, 20% from relationships, networking, and feedback, and 10% from formal training). Sadly, the majority of learning and development spending has traditionally been spent on the 10% -- most likely due to the ability for organisations to define and deliver consistently through a structured approach. But there is a sea-change occurring with many organisations switching investment to the 70 and the 20, diverting money from formal, instructor-led training, third-party education, and LMS's which have been superlative in delivering eLearning that most users ultimately never access.

OPP: Who are the big supporters of informal learning and what do they like about it?

DS: Most progressive organisations are talking about how to harness informal learning... many are experimenting with employee-generated content, resources, leveraging social networking tools, creating virtual learning communities around core experts, etc... It is a bit more difficult to identify which organisations are leading the charge on informal learning. Creating a 'culture of learning' is just as critical as any content or technology platform to deliver and foster informal learning - as such you generally find the same forward-thinking, learning organisations leading the informal learning charge.

OPP: Why is MBTI Thinkbox considered to be one of the more powerful and influential informal learning tools?

DS: MBTI ThinkBox has piqued the interest of many Learning and Development leaders because it delivers access to hundreds of expert resources that are 1) bite-sized, making them quickly digestible and immediately applicable, 2) organised to support the MBTI assessment, and 3) easily connected to the organisation's existing competency or leadership frameworks. All these features help address the challenge of providing the self-initiating learner with CONTEXT while opening up the world of informal learning tools. It is important to note, that while the MBTI aspect of the ThinkBox is of great significance, this online tools offers hundreds of behaviourally focused resources organised by a customisable competency model, so MBTIThinkbox is not only useful in sharing MBTI Type, but it is also an excellent framework to use in many other areas of an organisation - even beyond where MBTI is currently used.

Dan Smith, co-founder and VP Marketing & Design
Marc Wenzel, PhD, VP Strategic Partnerships
ThinkWise, Inc.