这一惊人数据揭示了白领工作者对AI技术的强烈抵抗，表明技术采用率与高管预期之间存在巨大鸿沟。这种集体反抗可能预示着AI在工作场所的实施面临根本性挑战，而非简单的技术适应问题。

这一数据点揭示了AI在工作场所采用的分水岭性质——虽然个人使用仍占主导，但工作使用已经达到相当比例。更值得注意的是，雇主提供的付费工具显著提高了工作使用率，这表明组织因素在AI采用中扮演着关键角色。这一趋势可能加速AI在工作场所的整合，并改变未来工作性质。

付费模式对AI工作使用的影响显著，尤其是雇主提供的订阅大幅提高了工作使用率。这一发现暗示AI在企业环境中的采用可能受到经济模式的强烈影响，而不仅仅是技术能力的推动。这表明AI工具的定价策略可能成为工作场所采用的关键因素。

这一发现揭示了AI在工作场所的快速普及，表明AI已经从个人工具转变为工作工具，这种转变速度令人惊讶。这一数据点对理解AI的经济影响至关重要，因为它表明AI正在重塑工作流程，而非仅停留在个人使用层面。

令人惊讶的是：近一半的美国在职AI用户在工作中使用AI的频率与个人使用相当或更高，这表明AI已经从个人工具迅速转变为职场主流工具，这一转变速度远超许多人预期。

令人惊讶的是：Upwork的AI智能体Uma不仅能帮助自动化招聘流程，还能在项目进行中协助执行工作，这表明AI正在从简单的问答工具转变为能够完成复杂工作流程的全面助手，预示着未来工作方式的根本性变革。

令人惊讶的是：Relvy能够显著减少企业的轮班负担，这意味着公司可能不再需要像过去那样依赖昂贵且疲劳的人类工程师来处理紧急警报，这可能引发运维团队结构和技能需求的重大转变。

令人惊讶的是：即使是只有25人的小公司，每位员工也要同时处理约30个任务，这种任务过载现象在小型组织中也很普遍。这揭示了现代工作环境中普遍存在的认知负荷问题，以及AI工具如何帮助减轻这种负担。

同一家公司、同样密集使用 AI 的五个人，对「AI 是工具还是同事」有完全不同的答案——而且使用频率与这个判断无关（Austin 用 Montaigne 最多，却坚持视其为「工具」）。这说明人类对 AI 的认知框架不是由使用量决定的，而是由个人哲学和心理边界决定的。这个多元共存的现象将是未来 AI 工作场所最复杂的管理挑战之一。

Good start at an ontology for different kinds of work? Samsung Austin Semiconductor, for example, does not fall within the class that Simon calls "ambitious technology companies", despite nominally being a "tech" company and ostensibly "ambitious".

ReconfigBehSci. (2022, January 5). RT @thehowie: "...Rapid antigen tests may not be as fit-for-purpose in routine workplace screening to prevent asymptomatic spread of Omicro… [Tweet]. @SciBeh. https://twitter.com/SciBeh/status/1478796550004486151

Major COVID course correction immediately required. (n.d.). Retrieved February 7, 2022, from https://ozsage.org/media_releases/major-covid-course-correction-immediately-required/

Nath, V., & Lockwood, G. (2021). Implications of the UK Equality Law for tele-homeworking: COVID-19 and beyond. International Journal of Law and Management, ahead-of-print(ahead-of-print). https://doi.org/10.1108/IJLMA-07-2021-0183

Brown, N., Nicholson, J., Campbell, F. K., Patel, M., Knight, R., & Moore, S. (2021). COVID-19 Post-lockdown: Perspectives, implications and strategies for disabled staff. Alter, 15(3), 262–269. https://doi.org/10.1016/j.alter.2020.12.005

Prof. Gavin Yamey MD MPH. (2022, January 10). Yes, Neoliberal John Snow wins the Internet today 👏 H/T @gregggonsalves Reminds me of this…. Https://t.co/zt9tINBxal [Tweet]. @GYamey. https://twitter.com/GYamey/status/1480527550531186696

Serwer, A. (2022, January 14). The Culture War Has Warped the Supreme Court’s Judgment. The Atlantic. https://www.theatlantic.com/ideas/archive/2022/01/biden-worker-vaccine-mandate-scotus-osha-standard/621249/

Siddiqui, T. R., Virginia Pietromarchi,Usaid. (n.d.). UK PM Johnson rules out new COVID curbs before Christmas. Retrieved January 16, 2022, from https://www.aljazeera.com/news/2021/12/21/omicron-now-dominant-in-the-us-as-who-sounds-alarm-live

Cutler, S. (2022, January 13). Cutting the Covid isolation period to five days is foolhardy and dangerous. The Guardian. https://www.theguardian.com/commentisfree/2022/jan/13/cutting-covid-isolation-period-five-days-foolhardy-dangerous

Up the line to death: Covid-19 has revealed a mortal betrayal of the world’s healthcare workers. (2021, January 29). The BMJ. https://blogs.bmj.com/bmj/2021/01/29/up-the-line-to-death-covid-19-has-revealed-a-mortal-betrayal-of-the-worlds-healthcare-workers/

Carmody, D., Mazzarello, M., Santi, P., Harris, T., Lehmann, S., Abbiasov, T., Dunbar, R., & Ratti, C. (2022). The effect of co-location of human communication networks. ArXiv:2201.02230 [Physics, Stat]. http://arxiv.org/abs/2201.02230

Pub-goer has Covid after being served by a barmaid “forced” to work with symptoms. (n.d.). The Argus. Retrieved December 28, 2021, from https://www.theargus.co.uk/news/19805742.woman-slams-pub-catching-covid-christmas-party/

Keletso Makofane, MPH, PhD. (2021, December 28). As a non-virologist, here are some things I have learned about covid that I would not have guessed before the pandemic. They are super counter-intuitive: [Tweet]. @klts0. https://twitter.com/klts0/status/1475705938548084739

Green computing : Workplace and data center, a real business case https://en.itpedia.nl/2021/12/11/green-computing-werkplek-datacenter-business-case/ Green computing, or green information technology, is the practice of environmentally sustainable computing. In this article we take a closer look at: Greening the workplace. A green workplace business case. * Opportunities to make Data Centers greener by: - ​​Other IT equipment. - The cooling of IT spaces. - The data center buildings.

Talic, S., Shah, S., Wild, H., Gasevic, D., Maharaj, A., Ademi, Z., Li, X., Xu, W., Mesa-Eguiagaray, I., Rostron, J., Theodoratou, E., Zhang, X., Motee, A., Liew, D., & Ilic, D. (2021). Effectiveness of public health measures in reducing the incidence of covid-19, SARS-CoV-2 transmission, and covid-19 mortality: Systematic review and meta-analysis. BMJ, 375, e068302. https://doi.org/10.1136/bmj-2021-068302

Christiano, A., Neimand, A., & Barry, J. J. (n.d.). Half of unvaccinated workers say they’d rather quit than get a shot – but real-world data suggest few are following through. The Conversation. Retrieved 25 October 2021, from http://theconversation.com/half-of-unvaccinated-workers-say-theyd-rather-quit-than-get-a-shot-but-real-world-data-suggest-few-are-following-through-168447

Vaccine Mandates Withstand Challenges as Suits Surge Across U.S. (n.d.). Retrieved 25 October 2021, from https://news.bloomberglaw.com/daily-labor-report/vaccine-mandates-withstand-challenges-as-lawsuits-proliferate

Employees were ‘free’ to negotiate a work contract to their liking within the context of accepting the ‘prerogatives’ of managers to organised and remunerate their efforts as they saw fit (Fox, 1974).

America Needs an Operation Warp Speed for Rapid COVID Testing. (n.d.). Time. Retrieved 13 September 2021, from https://time.com/6096528/operation-warp-speed-covid-19-testing/

Is Your Office Safe from COVID? What to Know Now That Your Boss Wants You Back—Scientific American. (n.d.). Retrieved July 15, 2021, from https://www.scientificamerican.com/article/is-your-office-safe-from-covid-what-to-know-now-that-your-boss-wants-you-back1/

What You Should Know About COVID-19 and the ADA, the Rehabilitation Act, and Other EEO Laws | U.S. Equal Employment Opportunity Commission. (n.d.). Retrieved June 29, 2021, from https://www.eeoc.gov/wysk/what-you-should-know-about-covid-19-and-ada-rehabilitation-act-and-other-eeo-laws

Covid-19 jabs for staff “should be our call” say 58% of UK managers | Business | The Guardian. (n.d.). Retrieved June 28, 2021, from https://www.theguardian.com/business/2021/mar/17/covid-19-jabs-for-staff-should-be-our-call-say-58-of-uk-managers?CMP=Share_iOSApp_Other

Vuolo, M., Kelly, B. C., & Roscigno, V. (2020). COVID-19 Mask Requirements as a Workers’ Rights Issue: Parallels to Smoking Bans. American Journal of Preventive Medicine, 0(0). https://doi.org/10.1016/j.amepre.2020.07.001

Bielicki, J. A., Duval, X., Gobat, N., Goossens, H., Koopmans, M., Tacconelli, E., & Werf, S. van der. (2020). Monitoring approaches for health-care workers during the COVID-19 pandemic. The Lancet Infectious Diseases, 0(0). https://doi.org/10.1016/S1473-3099(20)30458-8

Thomas, P. (2020, December 7). Your Boss Can Restrict Your Holiday Plans in the Pandemic. Wall Street Journal. https://www.wsj.com/articles/your-boss-can-restrict-your-holiday-plans-in-the-pandemic-11607301504

Bill Hicks would have approved of this.

How to prevent workplace bullshit.

Kniffin, K. M., Narayanan, J., Anseel, F., Antonakis, J., Ashford, S., Bakker, A. B., Bamberger, P., Bapuji, H., Bhave, D. P., Choi, V. K., Creary, S. J., Demerouti, E., Flynn, F., Gelfand, Mi., Greer, L., Johns, G., Kesebir, S., Klein, P. G., Lee, S. Y., … van vugt, mark. (2020). COVID-19 and the Workplace: Implications, Issues, and Insights for Future Research and Action [Preprint]. PsyArXiv. https://doi.org/10.31234/osf.io/gkwme

Kit Yates. (2021, January 22). Is this lockdown 3.0 as tough as lockdown 1? Here are a few pieces of data from the @IndependentSage briefing which suggest that despite tackling a much more transmissible virus, lockdown is less strict, which might explain why we are only just keeping on top of cases. [Tweet]. @Kit_Yates_Maths. https://twitter.com/Kit_Yates_Maths/status/1352662085356937216

Chen, Y.-H., Glymour, M., Riley, A., Balmes, J., Duchowny, K., Harrison, R., Matthay, E., & Bibbins-Domingo, K. (2021). Excess mortality associated with the COVID-19 pandemic among Californians 18–65 years of age, by occupational sector and occupation: March through October 2020. MedRxiv, 2021.01.21.21250266. https://doi.org/10.1101/2021.01.21.21250266

CNN, S. L. E. (n.d.). More Hispanic workers impacted by Covid-19 in food processing and agriculture workplaces, CDC study finds. CNN. Retrieved 21 October 2020, from https://www.cnn.com/2020/10/20/health/cdc-study-covid-hispanic-workers/index.html

Cunningham, J., & Hillier, E. (2013). Informal Learning in the Workplace: Key Activities and Processes. Education & Training, 55(1), 37–51

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The purpose of this study is to define characteristics and processes that enhance informal learning in a public sector workplace. Design/methodology/approach: Based on interviews and questionnaires, the authors solicited examples of informal learning practices that 40 supervisors experienced during their careers. The examples were content analyzed to define seven broad themes underlying informal learning. Findings: The findings illustrate seven broad themes describing learning activities and processes. The first three themes describe the types of informal learning activities that supervisors found valuable: relationships; learning opportunities enlarging or redesigning their jobs; and enrichment opportunities that provided higher levels of managerial learning. Four themes describe processes for facilitating informal learning: planning processes; active learning and modelling; relationship dynamics; and tying learning to applications. Originality/value: The value of this study is in presenting a possible framework defining informal learning that describes both activities (the what) and the underlying processes (the how) by which they are delivered. Beyond this, it suggests that there is a close connection between the activities and the processes underlying them.

8/10

Shuang Geng, Lijing Tan, Ben Niu, Yuanyue Feng, & Li Chen. (2019). Knowledge recommendation for workplace learning: a system design and evaluation perspective. Internet Research, 30(1), 243–261. https://doi.org/10.1108/INTR-07-2018-0336

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Purpose Although digitalization in the workplace is burgeoning, tools are needed to facilitate personalized learning in informal learning settings. Existing knowledge recommendation techniques do not account for dynamic and task-oriented user preferences. The purpose of this paper is to propose a new design of a knowledge recommender system (RS) to fill this research gap and provide guidance for practitioners on how to enhance the effectiveness of workplace learning. Design/methodology/approach This study employs the design science research approach. A novel hybrid knowledge recommendation technique is proposed. An experiment was carried out in a case company to demonstrate the effectiveness of the proposed system design. Quantitative data were collected to investigate the influence of personalized knowledge service on users’ learning attitude. Findings The proposed personalized knowledge RS obtained satisfactory user feedback. The results also show that providing personalized knowledge service can positively influence users’ perceived usefulness of learning. Practical implications This research highlights the importance of providing digital support for workplace learners. The proposed new knowledge recommendation technique would be useful for practitioners and developers to harness information technology to facilitate workplace learning and effect organization learning strategies. Originality/value This study expands the scope of research on RS and workplace learning. This research also draws scholarly attention to the effective utilization of digital techniques, such as a RS, to support user decision making in the workplace.

7/10

Informal learning in the workplace : The key role of managers. (2014). Development and Learning in Organizations, 28(2), 26–28. https://doi.org/10.1108/DLO-02-2014-0007

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– Reviews the latest management developments across the globe and pinpoints practical implications from cutting-edge research and case studies. – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. – A manager's lot is a tough one at the best of times. There is constant pressure to meet business and client needs, often against a backdrop of constantly dwindling resources. Economic uncertainty has ensured that this balancing act has become even more precarious in recent years. Delivering more for much less is very much the order of the day. Certain areas are notoriously vulnerable when the budget axe is wielded. Training and development is a perfect example. However, this is clearly something of a false economy as few companies will be best positioned to move forward if talent is not properly nurtured. Such short-term thinking continues to prevail though. – Provides strategic insights and practical thinking that have influenced some of the world's leading organizations. – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to digest format.

8/10

Social interactions and workplace learning : The influence of job demands and job resources. (2020). Development and Learning in Organizations: An International Journal, 34(3), 31–33. https://doi.org/10.1108/DLO-11-2019-0275

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Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Businesses that place strong emphasis on workplace learning become better positioned to succeed. Social interactions play a critical role in enabling the informal learning identified as an important aspect of learning overall. Leaders should therefore design tasks to enable such interaction which can become more significant still within culturally heterogeneous firms. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Garcia-Penalvo, F. J., Colomo-Palacios, R., & Lytras, M. D. (2012). Informal Learning in Work Environments: Training with the Social Web in the Workplace. Behaviour & Information Technology, 31(8), 753–755.

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The Internet and its increasing usage has changed informal learning in depth. This change has affected young and older adults in both the workplace and in higher education. But, in spite of this, formal and non-formal course-based approaches have not taken full advantage of these new informal learning scenarios and technologies. The Web 2.0 is a new way for people to communicate across the Internet. Communication is a means of transformation and knowledge exchange. These are the facts that cannot be obviated by the organisations in their training programmes and knowledge management. This special issue is devoted to investigating how informal learning changes or influences online information in Social Web and training strategies in institutions. In order to do so, five papers will present different approaches of informal learning in the workplace regarding Web 2.0 capabilities.

Li, J., Brake, G., Champion, A., Fuller, T., Gabel, S., & Hatcher-Busch, L. (2009). Workplace Learning: The Roles of Knowledge Accessibility and Management. Journal of Workplace Learning, 21(4), 347–364.

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Purpose: The purpose of this paper is to examine how knowledge management systems have been used by the studied organizations to improve knowledge accessibility and knowledge sharing in order to increase workplace learning. Design/methodology/approach: The study relies on a qualitative multisite case study method. Data were obtained from five organizations at a southern state in the USA. Multiple interviews, onsite observation, and documentation analyses were conducted at each studied organization. Data analysis used open coding and thematic analysis. Results were triangulated based on multiple data sources. Findings: The findings revealed that the learning environment of an organization is important for workplace learning. All studied organizations share a need for a conversion of tacit to explicit knowledge in order to facilitate effective informal learning in the workplace. This research concludes that engineering the learning environment through effective knowledge management should be a cohesive effort of the entire organization and demands congruent support from all levels of the organization. Originality/value: The study expands the understanding of issues related to workplace learning through knowledge accessibility in both business and academic settings. To improve workplace learning, one should not just stipulate technology interventions; other factors, such as the organization's design, work design, and the culture/vision of the organization, all play important roles in the creation of a learning organization that will induce informal learning in the workplace.

6/10

Milligan, C., Littlejohn, A., & Margaryan, A. (2014). Workplace Learning in Informal Networks. Journal of Interactive Media in Education.

Learning does not stop when an individual leaves formal education, but becomes increasingly informal, and deeply embedded within other activities such as work. This article describes the challenges of informal learning in knowledge intensive industries, highlighting the important role of personal learning networks. The article argues that knowledge workers must be able to self-regulate their learning and outlines a range of behaviours that are essential to effective learning in informal networks. The article identifies tools that can support these behaviours in the workplace and how they might form a personal work and learning environment.

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7/10

Ley, T., Cook, J., Dennerlein, S., Kravcik, M., Kunzmann, C., Pata, K., Purma, J., Sandars, J., Santos, P., Schmidt, A., Al-Smadi, M., & Trattner, C. (2014). Scaling Informal Learning at the Workplace: A Model and Four Designs from a Large-Scale Design-Based Research Effort. British Journal of Educational Technology, 45(6), 1036–1048.

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Workplace learning happens in the process and context of work, is multi-episodic, often informal, problem based and takes place on a just-in-time basis. While this is a very effective means of delivery, it also does not scale very well beyond the immediate context. We review three types of technologies that have been suggested to scale learning and three connected theoretical discourses around learning and its support. Based on these three strands and an in-depth contextual inquiry into two workplace learning domains, health care and building and construction, four design-based research projects were conducted that have given rise to designs for scaling informal learning with technology. The insights gained from the design and contextual inquiry contributed to a model that provides an integrative view on three informal learning processes at work and how they can be supported with technology: (1) task performance, reflection and sensemaking; (2) help seeking, guidance and support; and (3) emergence and maturing of collective knowledge. The model fosters our understanding of how informal learning can be scaled and how an orchestrated set of technologies can support this process.

In the last few decades, the workplace has been increasingly recognised as a legitimate environment for learning new skills and knowledge, which in turn enables workers to participate more effectively in ever-changing work environments. Within the workplace, there is the potential for continuous learning to occur not only through formal learning initiatives that are associated with training, but also through informal learning opportunities that are embedded within everyday work activities. This paper surveys the growing body of literature on informal learning, makes some critical observations about the importance of informal learning, and explains the various ways that informal learning can occur in the workplace.

https://eric.ed.gov/?id=EJ952000

(Click Download full-text PDF to read.) In this article, the authors discuss the blended learning instructional delivery method. Through case study, the authors demonstrate the benefits of blended course design. Furthermore, the article addresses potential detriments (financial, instructional design) of a blended course design. A brief review of considerations and recommendations for a blended design was provided. Though this article focuses on the relationship to forensic science, the information is applicable across disciplines and delivery venues (corporate, academic). (6/10)

Thomas, D., & Giles, C. (2020, September 14). Cities count cost of lasting exodus from offices. https://www.ft.com/content/203cc83c-72b0-49c9-bea5-6fb38735a8fc

King, M. M., & Frederickson, M. (2020). The Pandemic Penalty: The gendered effects of COVID-19 on scientific productivity [Preprint]. SocArXiv. https://doi.org/10.31235/osf.io/8hp7m

9 top real estate and proptech investors: Cities and offices still have a future. (n.d.). TechCrunch. Retrieved September 7, 2020, from https://social.techcrunch.com/2020/09/03/9-top-real-estate-and-proptech-investors-cities-and-offices-still-have-a-future/

Sir Anthony Seldon on Twitter. (n.d.). Twitter. Retrieved September 2, 2020, from https://twitter.com/AnthonySeldon/status/1300355492783554561

James O’Brien on Twitter. (n.d.). Twitter. Retrieved August 30, 2020, from https://twitter.com/mrjamesob/status/1299248453416083456

COVID-19 and the Labor Market. (n.d.). IZA – Institute of Labor Economics. Retrieved 26 July 2020, from https://covid-19.iza.org/publications/dp13493/

Geddes, L. (n.d.). At work, school and seeing friends: How to lower your coronavirus risk. New Scientist. Retrieved July 6, 2020, from https://www.newscientist.com/article/mg24632843-300-at-work-school-and-seeing-friends-how-to-lower-your-coronavirus-risk/

Andersen, M., Maclean, J. C., Pesko, M. F., & Simon, K. I. (2020). Effect of a Federal Paid Sick Leave Mandate on Working and Staying at Home: Evidence from Cellular Device Data (Working Paper No. 27138; Working Paper Series). National Bureau of Economic Research. https://doi.org/10.3386/w27138

Rahman, Md. M., Thill, J.-C., & Paul, K. C. (2020). COVID-19 Pandemic Severity, Lockdown Regimes, and People’s Mobility: Evidence from 88 Countries [Preprint]. PsyArXiv. https://doi.org/10.31234/osf.io/wtdf2

Labour Markets in the Time of Coronavirus: Measuring Excess. COVID-19 and the Labor Market. (n.d.). IZA – Institute of Labor Economics. Retrieved July 27, 2020, from https://covid-19.iza.org/publications/dp13529/

Bellmann, L., & Hübler, O. (2020). Job Satisfaction and Work-Life Balance: Differences between Homework and Work at the Workplace of the Company. IZA Discussion Paper, 13504.

Cook, D. (2020 May 07). Five workplace trends will shape life after lockdown. The Conversation. http://theconversation.com/five-workplace-trends-will-shape-life-after-lockdown-138077

Pandey, E. (2020, May 19). Companies weigh the potential of permanent work-from-home. Axios. Retrieved June 3, 2020, from https://www.axios.com/work-from-home-permanant-coronavirus-6680b1a5-6daa-40e5-a39f-665e8e73b477.html

Katie Mack RT Mark Richardson - Twitter

MIT Study Examines How Many Jobs Robots Really Replace. (n.d.). Retrieved June 5, 2020, from https://www.thomasnet.com/insights/mit-study-examines-how-many-jobs-robots-really-replace/

BPS issues new guidance for psychologists on safety considerations when returning to the workplace | BPS. (n.d.). Retrieved June 5, 2020, from https://www.bps.org.uk/news-and-policy/bps-issues-new-guidance-psychologists-safety-considerations-when-returning-workplace

A new psychology of work: Workplaces in the post-Coronavirus era. (n.d.). Retrieved May 12, 2020, from https://www.managers.org.uk:443/insights/news/2020/may/a-new-psychology-of-work-workplaces-in-the-post-coronavirus-era

Bromage, E. (2020, May 6). The Risks—Know Them—Avoid Them. Erin Bromage PhD: https://www.erinbromage.com/post/the-risks-know-them-avoid-them

Varmus, H. (2020, May 9). The World Doesn’t Yet Know Enough to Beat the Coronavirus. The Atlantic. https://www.theatlantic.com/ideas/archive/2020/05/lack-testing-holding-science-back/611422/

Rudolph, C., Rauvola, R. S., Costanza, D., & Zacher, H. (2020). Answers to 10 Questions About “Generations” and “Generational Differences” in the Workplace [Preprint]. PsyArXiv. https://doi.org/10.31234/osf.io/7w9kv

Reasonable Accommodations in the Workplace | ADA National Network. (n.d.). Retrieved April 29, 2020, from https://adata.org/factsheet/reasonable-accommodations-workplace

2018 mobile learning This is a Pinterest style presentation of various posts related to mobile learning and its advantages. It relates primarily to adult learning and also includes information about trends and apps. It is neatly presented. rating 5/5

This plain page incorporates an overview of job aids by Allison Rossett, who is the foremost authority on the topic. Not all information is given away for free as she wants to sell her books, which are also promoted on the page. This page can be a good way of tracking her current work. Rating 3/5

This article explains how a wiki can be used as a collaborative tool in the workplace. The author explains how they can be used, the advantages, and tips.

8/10

Facebook Workplace is a direct competitor to Slack; this is a thoughtful exploration of experiences using both; if I decide to include any mention of Facebook, this would be a good springboard to more research (3/5)

Note: in this scenario both are discussed as business tools not in education but other articles I've found show clear parallels

Why just for mental health sufferers? Why not more folks?

Main motivation for adoption of workplace social learning tools.

A generalization not true in all cases especially not with big and advanced organizations. As a trainer, it was always about discovery, experiential, sharing, role playing, projects etc.