Book contents
- Learning to Make a Difference
- Learning to Make a Difference
- Copyright page
- Contents
- Figures
- Acknowledgments
- Prologue
- Introduction
- Part I Foundation
- Part II Framework
- Part II Section 1 Generating Value
- Chapter 6 Immediate and Potential Value
- Chapter 7 Applied and Realized Value
- Chapter 8 Enabling and Strategic Value
- Chapter 9 Orienting and Transformative Value
- Part II Section 2 Translating Value
- Part II Section 3 Framing
- Part II Section 4 Evaluating
- Appendix to Part II: Section 2 Patterns of Flows and Loops
- References
- Index
Chapter 8 - Enabling and Strategic Value
Raising the effectiveness of social learning
from Part II Section 1 - Generating Value
Published online by Cambridge University Press: 18 September 2020
- Learning to Make a Difference
- Learning to Make a Difference
- Copyright page
- Contents
- Figures
- Acknowledgments
- Prologue
- Introduction
- Part I Foundation
- Part II Framework
- Part II Section 1 Generating Value
- Chapter 6 Immediate and Potential Value
- Chapter 7 Applied and Realized Value
- Chapter 8 Enabling and Strategic Value
- Chapter 9 Orienting and Transformative Value
- Part II Section 2 Translating Value
- Part II Section 3 Framing
- Part II Section 4 Evaluating
- Appendix to Part II: Section 2 Patterns of Flows and Loops
- References
- Index
Summary
A social learning space also creates value when it becomes a more effective container for creating value. This increases the chance that it will contribute to making a difference. In this chapter, we look at two complementary value-creation cycles for raising the effectiveness of social learning: learning how to enable learning, enabling value; and negotiating learning imperatives, strategic value. In practice the two are closely linked, with one often leading to the other.
- Type
- Chapter
- Information
- Learning to Make a DifferenceValue Creation in Social Learning Spaces, pp. 98 - 112Publisher: Cambridge University PressPrint publication year: 2020