ECCO Social Learning Assessment Tool

ECCO is an acronym for Emergent, Collaborative, and Codified first developed by Dave Wilkins (@dwilkinsnh) of Learn.com. These terms have been used by Harold Jarche (@hjarche) and Jay Cross (@jaycross) to define the way learning *really* happens in organizations. More colloquial terms might be "bottoms-up," "peer-to-peer" and "top-down." Learning and collaboration in the "real world" is typically a mix of all of these models, and in many cases, learning moves seamlessly between these models over time or as a result of varying circumstances.

Unfortunately, most instructional design models and frameworks fail to account for emergent or collaborative characteristics of learning initiatives. ADDIE for example does not ask a single question about "who" creates the content or the role learners play in maintaining a persistent learning resource. The ECCO framework is intended to even more fundamentally assess the nature of the necessary intervention and the roles that "instructors" and "learners" assume in solving the learning or performance challenge.

This assessment can be used tactically or strategically. At a tactical level, it can be used to assess the particular needs of specific projects and initiatives. At a more strategic level, it can be used to assess the needs of standing populations like work groups, divisions, or even whole organizations. While this assessment is intended primarily for use by learning professionals, it's utility is necessarily broad. In our knowledge and network-based economy, collaborative and emergent learning is often indistinguishable from collaborative and emergent work. Learning is the work; work is the learning.
Directions
1. Answer the questions on the Survey tab with numbers ranging from 1-10. 10 is the highest value you can give any question.
2. Review the Results and Recommendations to see what kinds of Emergent and Collaborative approaches may be appropriate for your needs. This rubric does not recommend Codified approaches since these are so well known among training and learning professionals. Recommendations are tied to how strongly you answer certain questions. In many cases, a recommendation can be triggered from strong answers to any one of several different questions.
3. As necessary, review the Interventions tab for additional ideas of how you might consider solving your particular challenges.
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1. To what extent will your business or initiative be dependent on the creation of new ideas, new processes, new products, or new services to drive key performance indicators?*
2. How much of your team’s intellectual effort will be expended in solving novel challenges or problems?*
3. How much of your team’s intellectual effort will be spent creating new solutions to existing problems or new problems? *
4. What percentage of your team’s best practices will need to be based on principles and theory (as opposed to concrete steps and rote processes)? *
5. What percentage of your best practices will emerge “from the trenches”? *
6. To what extent will you need to rely on knowledge sharing among diverse groups / individuals either within or outside the company walls to drive key performance indicators?*
7. When you think about a core contributor on your team, how much of his or her expertise is a result of superior synthesis, invention, or sense-making sorts of skills? *
8. For the majority of your core initiatives, how important is a diversity of perspective or expertise in achieving your project goals or key performance indicators?*
9. In terms of succession planning and talent identification, what percentage of your existing “experts” and leaders were identified because of the admiration and esteem of peers? *
10. How often do coordination and issue resolution happen through the ad hoc assembly of networked teams or through identification of expert individuals?*
11. To what extent will your business or initiative be dependent on collaboration to drive key performance indicators? (10%, 20% etc…) *
12. How much of your team’s execution is dependent on specialized knowledge? *
13. How much of your team’s execution is dependent on the sharing and coordination of distributed expertise? *
14. How much of your team’s intellectual effort will be expended in collaborating to codify known best practices or processes? *
15. What percentage your best practices and domain expertise are known in “pockets” organized by geography, shared interest, or network affiliations?*
16. What percentage of your best practices will emerge “from group consensus”? *
17. To what extent is your team organized around common job roles and functions?*
18. What percentage of the problems faced by your team members are likely faced by other team members in identical job roles? *
19. When you think about a core contributor on your team, how much of his or her value and influence is a result socially recognized expertise? *
20. To what extent are key performance indicators driven by socially-validated domain knowledge? *
21. To what extent will your business or initiative dependent on the efficient execution of known best practices or processes to drive key performance indicators?*
22. How much of your team’s intellectual effort will be spent training on known best practices and processes? *
23. How much of your team’s intellectual effort will be expended in ensuring adherence to known best practices or processes? *
24. What percentage of your team’s best practices will need to be based on established steps and rote processes? *
25. What percentage of your best practices will emerge “from on high” – SME’s, senior leaders, compliance officers etc…? *
26. To what extent will you rely on efficient execution of homogenous, geographically co-located teams to drive key performance indicators? *
27. When you think about a core contributor on your team, how much of his or her value is a result of the correct application of accepted processes, rules, or physically repetitive actions? *
28. For the majority of your core initiatives, how important are a shared perspective and acceptance of authority in driving key performance indicators? *
29. In terms of succession planning and talent identification, what percentage of your existing “experts” and leaders were identified through longevity, established metrics, or manager opinion? *
30. How often does coordination and issue resolution happen through existing teams and formal hierarchies? *

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