This book presumes workplace undergoing continual change brings
tension for organizations and individual employees. It seeks to
understand issues of communications, communities and
interrelationships in workplace learning through the language
people use. It identifies traditional stakeholders in workplace
learning as executives, human resource staffs, learning
professionals and learning consultants. The author introduces the
notion of a networked citizenry; an important and growing group of
self-directed learners. The book argues these emergent,
self-directed, learner workers now play a pivotal role in the
battle over what ought to be known for work. Design and engaging
their own interacted curriculum, they have little need of
traditional stakeholders. The author argues these networked
citizens now have the major influence over teaching and learning
for work. In the context of change innovation and competitiveness,
the worker learner is repositioned, offering in the process the
potential for genuine worker solidarity through the battle for
control over workplace learning.
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