What is *The New Social Learning* by Marcia Conner about?

*The New Social Learning* explores how organizations can leverage social media and collaborative technologies to transform workplace learning. Co-authored by Marcia Conner and Tony Bingham, it provides case studies from IBM, Deloitte, and the CIA, demonstrating how tools like internal wikis and microblogging enhance knowledge-sharing, innovation, and adaptability in dispersed teams. The book argues that social learning bridges generational work-style gaps and aligns with modern organizational needs.

Who should read *The New Social Learning*?

This book is ideal for HR leaders, L&D professionals, and executives seeking to foster innovation through collaborative technologies. It’s also valuable for managers navigating hybrid teams, change agents addressing skill shortages, and entrepreneurs building agile cultures. The actionable frameworks suit anyone interested in modernizing talent development or overcoming resistance to digital tools.

Is *The New Social Learning* worth reading in 2025?

Yes, its insights remain critical for remote-first workplaces and AI-driven collaboration. The case studies on aligning social tools with organizational culture offer timeless strategies for boosting engagement and accelerating problem-solving. However, readers may need to supplement it with technical guides on emerging platforms like VR workspaces.

What are the main concepts in *The New Social Learning*?

Key ideas include: - **Social learning as a cultural catalyst**: Using platforms to surface collective intelligence. - **Agility through micro-sharing**: Breaking silos with real-time knowledge bursts. - **Trust-based collaboration**: Reducing hierarchy to empower frontline innovation. - **Metrics for impact**: Measuring learning through behavioral shifts, not just completion rates.

How does *The New Social Learning* differ from traditional L&D approaches?

Unlike static training programs, the book advocates for peer-driven learning embedded in daily workflows. It prioritizes continuous adaptation over fixed curricula and emphasizes leveraging employees’ “extraordinary capabilities” through low-barrier tools like internal social networks.

What frameworks does Marcia Conner propose for implementing social learning?

Conner outlines: 1. **Transition cycles**: Pilot, scale, and institutionalize tools in alignment with cultural readiness. 2. **Governance guardrails**: Policies to balance autonomy with strategic focus. 3. **ROI storytelling**: Quantifying outcomes through retention, innovation speed, and cross-team synergy.

How can *The New Social Learning* help with remote team challenges?

The book provides strategies for using video storytelling, virtual mentoring, and asynchronous discussion boards to maintain cohesion. Chevron’s case study highlights reduced onboarding time by 60% through peer-generated troubleshooting guides.

What criticisms exist about *The New Social Learning*?

Some argue it oversimplifies resistance to tech adoption and lacks granular implementation steps. Critics note that its 2015 examples (e.g., early-stage Yammer) may feel outdated, though core principles still apply to platforms like Slack or Microsoft Teams.

A Nova Aprendizagem Social

Connect. Collaborate. Create.

Marcia Conner & Tony Bingham

3.79(145 Reviews)

Visão geral de A Nova Aprendizagem Social

Revolucione a aprendizagem no local de trabalho com "The New Social Learning" – onde mais de 100 organizações, incluindo a CIA, transformaram a colaboração por meio das redes sociais. Como observa Daniel Pink, isso não é apenas tecnologia – é uma mudança cultural que torna a aprendizagem fundamentalmente social, relevante e imparável.

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Capítulo 1

When Social Media Revolutionizes Learning: The New Digital Workplace

Have you ever wondered why some organizations seem to effortlessly adapt to change while others struggle? The answer might lie in how they approach learning. "The New Social Learning" by Marcia Conner and Tony Bingham offers a revolutionary perspective on workplace education that has captivated business leaders from Silicon Valley to Wall Street. This isn't just another social media book-it's a manifesto for transforming organizations through the power of collaborative learning. When Daniel Pink, bestselling author of "Drive," first encountered these ideas, he admitted his own shortsightedness about technology's potential. "I completely missed it," he confesses in the foreword, highlighting how most of us underestimate social media's profound impact on organizational learning. As companies like IBM, Intel, and even the CIA have discovered, these technologies aren't just marketing tools-they're reshaping how we build knowledge, solve problems, and develop talent in the digital age.

Capítulo 2

The Social Learning Revolution: A New Knowledge Ecosystem

The workplace has undergone a dramatic transformation. Traditional hierarchical structures have given way to fluid, connected environments where information flows at unprecedented speed. Physical boundaries have dissolved as remote work becomes commonplace, and the pace of change has accelerated beyond what conventional training methods can support. In this new landscape, social media creates something remarkable: a knowledge-building ecosystem centered on people rather than content. This isn't about adding technology to existing processes-it's about fundamentally reimagining how learning happens. The new social learning leverages collaborative technologies to help people connect, expanding knowledge through networks and communities. Unlike traditional training that happens separately from work, social learning occurs naturally within the flow of daily activities. It transforms learning from a top-down directive into an organic, continuous process embedded in relationships. Several converging factors have created perfect conditions for this approach: technological advancements making collaboration tools accessible; demographic shifts as digital natives enter the workforce; globalization requiring cross-cultural knowledge exchange; and economic pressures demanding more efficient learning approaches. Our connections have evolved from local farm communities where neighbors exchanged tools and knowledge, to expanded mobility through transportation, to global communication networks. Each technological advance-telephones, email, forums, messaging, video-has expanded our capacity to connect. These connections enable collective thinking that raises our "collective IQ" as envisioned by computing pioneer Doug Engelbart decades ago. Workplace demographics are shifting along three dimensions: generation, gender, and consumer outlook. By 2014, potentially half the workforce will be Millennials comfortable with technology, followed by Generation Z with even higher connectivity expectations. Women, projected to make up nearly 60% of the workforce this decade, are more likely to turn to social networks for insights. Additionally, consumer experiences with rich media have raised expectations for workplace communication. Organizations must understand these shifts to attract and retain talent who increasingly expect to work in connected, flexible environments evaluated by results rather than when or where work happens. The question isn't whether social learning will transform organizations, but how quickly leaders will embrace this inevitable evolution.

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Capítulo 3

Building Communities That Transform Organizations

Imagine joining a company where, on day one, you can access the collective wisdom of thousands of colleagues-their expertise, experiences, and insights-all organized around your specific needs. This isn't fantasy; it's the reality of organizations that have embraced internal online communities. When Deloitte faced typical modern workplace challenges-distributed teams, intellectual capital management, and a younger workforce expecting tech-enabled work-they recognized both the risks and opportunities when employees began using external social networks for collaboration. Their response was D Street, an internal community where profiles function like virtual offices, revealing both professional and personal aspects of individuals. These profiles are pre-populated with existing employee data and allow personalization with photos and external social media links. They include searchable details like industry focus and language skills, enabling employees to quickly find colleagues with specific expertise. The profiles are enhanced with information from knowledge management systems, creating a comprehensive picture of each employee's contributions and connections. Research consistently shows that better-connected employees enjoy substantial performance, learning, and decision-making benefits. Communities provide resources, career development, personal support, and context, with relationship depth predicting innovation and job satisfaction. Online communities remove physical constraints, allowing people to connect based on shared interests regardless of location, creating environments where people feel free to learn and share. These communities bridge the gap between current workplace culture and one where people eagerly learn from trusted colleagues facing similar challenges. They help knowledge flow effectively, as demonstrated by Sabre Holdings' SabreTown platform, which connects employees across 59 countries through expertise profiles and question routing. The system uses predictive modeling to direct questions to the 15 most relevant experts based on profile information, extending knowledge sharing beyond existing networks to those with the most relevant expertise. The platform identified $500,000 in direct savings its first year while creating a knowledge base employees willingly populate. Communities also create "ambient awareness"-a collective intelligence formed from small updates that coalesce into sophisticated portraits of colleagues' work. Though individual updates may seem mundane, collectively they form what Clay Shirky calls "algorithmic authority"-a conveyor belt of information that supports the dynamics and agility of small companies within large distributed workforces. These platforms accelerate integration of new employees, who typically take nine months before feeling comfortable contributing collaboratively. Booz Allen Hamilton's hello.bah.com enables employees to blog, participate in wikis, find mentors, and build subject matter expertise regardless of location. Best Buy's BlueShirt Nation evolved from a marketing idea repository into a platform where employees shape company policy, as demonstrated when a post about email access sparked conversation that led to actual policy change.

Capítulo 4

Visual Storytelling: Making Knowledge Visible

What if you could see a complex process unfold before your eyes, rather than reading about it in a manual? Visual storytelling has ancient roots dating back 40,000 years to cave paintings, but modern technology has dramatically expanded our ability to share images globally. With affordable video cameras and mobile devices, organizations of all sizes can now stream video directly to employees' desktops, replacing outdated distribution methods with dynamic, interactive content that fosters community. In an attention-scarce world, social media excels at capturing interest through personalization, emotional resonance, trustworthy sources, and concise messaging. Research shows messages that are both emotional and personalized are twice as likely to generate responses. Media sharing harnesses the collective wisdom of employees, partners, and customers through compelling videos that bridge gaps between leaders and the broader ecosystem. Consider how TELUS transformed problem-solving by equipping field technicians with video capabilities. What was once an isolated activity became a collaborative process where workers could seek immediate help from colleagues worldwide. Marathon Oil faced similar challenges communicating with employees across three continents. After expensive satellite broadcasts failed to deliver, they switched to affordable streaming media with an in-house studio. This allowed them to reach 1,200-1,400 employees live and up to 8,000 on-demand, delivering training on everything from business integrity to driver safety. Nokia built a progressive social ecosystem starting with their Jazz Cafe discussion forum, then adding wikis, an employee directory, News Hub (for commenting on corporate news), Blog Hub (aggregating internal blogs), and finally Video Hub in 2008. Video Hub allows any employee to publish videos with features for rating, tagging, and commenting. The company trained hundreds to make quality videos about Nokia's values in action, with no moderation needed as employees respect the sharing opportunity. For geographically dispersed organizations, video helps leaders connect emotionally with employees. Unscripted, authentic videos from executives typically generate more trust than polished productions. ArcelorMittal used documentary-style videos after their 2006 merger to address employee concerns about the 320,000-person organization, eventually launching their own web TV network featuring candid conversations with executives and employees sharing their experiences and challenges. When longtime experts approach retirement, organizations can have communications team members shadow them, discovering processes and asking questions to preserve their knowledge. Media sharing transforms experiences and stories into consumable knowledge before expertise walks out the door.

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Capítulo 5

Microsharing: Small Messages, Big Impact

Have you ever had a question that could be answered in seconds if only you knew who to ask? Microsharing-social software enabling short bursts of text, links, and multimedia-solves this problem by connecting people who need help with those who have answers. These tools eclipse email (too slow) and texting (too limited an audience), offering easy-to-read communications without deletion requirements, optional replies, and flexible audience targeting. The power of microsharing lies in its ability to harness collective knowledge instantly. David Pogue witnessed this when a jury member tweeted a question and received answers with links within 30 seconds. Companies like JetBlue and Home Depot use internal microsharing for instant customer support. Conference attendees use it to share learning highlights and decide which sessions to attend. New employees use it to quickly understand company culture and practices, while others use it for real-time performance feedback and expanding professional networks. People use microsharing to share their current work and interests, creating connections with others who might offer insights or assistance. Organizations like Southwest Airlines, Mayo Clinic, and EMC use platforms like Twitter to communicate with employees and customers. IBM's Bob Picciano shares his travel plans, which once led to an unexpected customer meeting and sale when a sales rep noticed his post about visiting a particular city. Organizations also use microsharing to broadcast critical operational updates and time-sensitive information. These messages can be targeted broadly ("Amazing guest speaking in the auditorium Friday") or narrowly ("Meeting moved to fourth floor conference room"). While most broadcasts come from departments like HR or accounting, they can also be automated from systems that signal coverage changes, certification renewals, or course announcements. Public services like San Diego Metro Transit System use Twitter for real-time delay notifications, while Newcastle City Council tweets school closings faster than traditional media. Microsharing often seems frivolous to newcomers, but the practice actually builds concise communication skills applicable across all work. For those claiming time constraints, brief moments between activities provide opportunities to share insights. Contrary to being only for young people, CEOs and industry leaders of all ages use microsharing for business value-like Dan Cathy of Chick-fil-A who sees it as "leveraging influence." Beyond external connections, microsharing offers intrapersonal benefits through self-reflection. Regular status updates become a philosophical practice similar to Zen mindfulness. Having an online audience motivates more thoughtful self-expression, turning status updates into a literary form. Laura Fitton, founder of oneforty, notes that describing difficult experiences objectively makes her "a happier person, a calmer person" by providing perspective.

Capítulo 6

Collective Intelligence: The Power of Collaborative Content

When London experienced terrorist bombings on July 7, 2005, Sean Dennehy at CIA headquarters observed something remarkable: Wikipedia rapidly synthesized information about the attacks compared to traditional intelligence processes where analysts individually gathered information, wrote reports, and posted them in separate agency systems. This observation would help transform how intelligence agencies share knowledge. Collaboration is something we've known since childhood, yet modern tools enable a revolutionary shift in collective thinking. When four-year-olds build a cardboard skyscraper, they naturally take on roles without instruction. Similarly, collaborative tools allow us to tackle complex problems that outpace individual capabilities. The true value comes from creating "living content" that remains current through multiple contributors, rather than traditional reports that freeze information at a point in time. Against cultural resistance, Dennehy and Burke implemented Intellipedia, a wiki-based system on the secure Intelink network, connecting intelligence agencies, military, and State Department. Initially facing skepticism about security and measurability, Intellipedia now boasts tens of thousands of users making 10,000 daily edits. The system proved invaluable during critical events like the 2007 chlorine bomb attacks in Iraq, the 2008 Mumbai hotel attacks, and the Beijing Olympics. To chart Intellipedia's growth, they developed three principles: think topically rather than organizationally, work with the broadest possible audience, and replace existing processes. These principles help overcome organizational hurdles and break down silos that impede information flow. Living content tools thrive on their vibrancy-the energizing quality that keeps users coming back. Like walking into a lively party, people instinctively assess whether a collaborative space feels alive and worth their time. This creates a chicken-and-egg problem: someone must create initial vibrancy before widespread participation. Intellipedia succeeded because a core group contributed before there was incentive to do so. Similarly, NASA's Spacebook gained traction because developer Emma Antunes specifically sought user-generated content, starting with immediately beneficial features like discussion groups, new employee connections, and equipment exchange forums. Intel's collaborative environment exemplifies this with Intelpedia, launched in 2005, containing over 44,000 pages ranging from acronym dictionaries to presentation tips. With 125 million page views and 325,000 edits, Intelpedia transformed Intel's "listen only to experts" culture into one where novices and experts collaborate globally. This success led to Planet Blue, where employees have personal homepages and group spaces. At T. Rowe Price Group, double-digit growth made training and retaining talent crucial. Rather than creating traditional courses, Michael McDermott partnered with IT to launch Discovery-a wiki-based knowledge management tool incorporating forums, RSS feeds, bookmarking, and search capabilities. Discovery allows associates to ask difficult research questions, capture answers, and quickly publish information. Its robust search reduces turnaround time for research and leverages submitted information for future use.

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Capítulo 7

Virtual Worlds: Learning Through Immersion

Imagine practicing high-stakes decision-making in realistic environments without real-world consequences. At Chevron, executives use immersive 3D models of oil refineries to practice critical decision-making during scenarios like unscheduled shutdowns, with their actions captured for analysis and learning by future leaders. These environments help bridge knowledge gaps caused by hiring freezes and retiring experts while engaging a new generation of workers. While asynchronous communication works for many situations, some interactions demand real-time engagement that traditional audio or video conferencing can't fully deliver due to missing sensory dimensions. Virtual immersive environments-encompassing virtual worlds, gaming, and simulations-create the illusion of being physically together, providing experiences that mirror working in the same space. These environments offer varying degrees of immersion: virtual worlds represent reality you navigate as in the physical world; simulations provide goal-based activities; and games add competitive elements. The boundaries between these categories often blur, creating comprehensive immersive experiences where participants emerge with genuine, participatory learning. Virtual worlds excel when visual cues and nonverbal communication matter, making them ideal for multi-site meetings, virtual field trips, and displaying 3D data like building models or molecular structures. They're particularly valuable for training in hazardous environments without risk. Multiplayer online games develop workplace-relevant skills including strategic thinking, problem solving, planning, team building, and adapting to rapid change. Research found that leadership skills needed in games closely mirror those required in real-world organizations. Learning-by-doing proves most effective for certain skills, but creating safe environments for on-the-job learning can be challenging. Virtual environments allow people to fail safely while creating memories that improve later performance. At Loyalist College, virtual environments revolutionized their Customs Border Services Program after 9/11 security concerns ended on-site training. Their Second Life simulation includes a virtual border crossing where students practice as both civilians and agents. Students completing this program achieve 39% higher success rates and 30% better grades than those receiving only classroom training. Virtual environments enable perspective-shifting experiences through the "Proteus effect" (named after the shape-shifting Greek god). Stanford researchers found this influences behavior: people contribute more to retirement after being virtually aged, and exercise more after inhabiting avatars that lose weight. In education, Sarah Robbins uses "Kool-Aid pitcher avatars" to help students experience exclusion and discrimination, teaching complex social concepts experientially in minutes. The FutureWork Institute creates diversity training where participants "wear" different skin colors, while a Second Life schizophrenia clinic lets users experience hallucinations and sensory distortions based on real patient data. IBM exemplifies serious play with thousands of employees engaged across multiple virtual platforms including Second Life and Active Worlds. These spaces facilitate global R&D collaboration, user interface experimentation, and cross-generational connections. Even CEO Sam Palmisano has held worldwide workforce meetings in Second Life, reinforcing organizational values. IBM reports 85% of participants found virtual mentoring achieved objectives better than telephone or web conferences.

Capítulo 8

Transforming In-Person Events Through Social Connection

In-person events can be transformed into powerful social learning experiences when designed with community and connection in mind. At London's Handheld Learning Conference, producer Graham Brown-Martin creates an electrified atmosphere combining provocative speakers, social media integration, and networking opportunities. The event becomes a "social beehive" where insights are shared virally, sessions are quickly posted online, and participants actively blog and discuss implications of what they're learning. Today's speakers face audiences who no longer sit quietly absorbing information-they're actively engaged with devices, participating in real-time through backchannels like Twitter. This shift in power from speaker to audience means both have valuable contributions to share. The backchannel enables real-time participation, focus, innovation, contribution, connections, and evaluation. Though potentially disconcerting for presenters, these digital conversations actually demonstrate audience engagement and interest. Digital tools help extend event value beyond the moment, allowing participants to revisit content and continue learning. These include just-in-time book publishing (compiled from speaker and attendee content), tweetbooks (narratives created from event tweets), live blogging (real-time commentary with reader interaction), and live video blogging (streaming events to viewers worldwide). These tools create lasting records that can be indexed, shared, and used to generate ongoing conversation and learning. Common objections to social media use during presentations include concerns that attendees aren't paying attention. Presenters can address this by acknowledging device use upfront, requesting brief periods of undivided attention, or identifying active social media users in the room. Another criticism is the assumption that people cannot learn from both the presenter and social media simultaneously, though research doesn't support this view. Studies show secondary tasks like doodling can actually help people stay focused-one experiment found doodlers recalled 29% more details from a phone conversation than non-doodlers. For effective in-person events that leverage social learning, prioritize events that allow time for shared meals, as people open up more when breaking bread together. Trust attendees to determine what's valuable rather than being overly prescriptive. Prepare thoroughly beforehand by researching speakers, content, and attendees through online resources. Make presentations Twitter-ready with short, unique hashtags, encourage pre-event conversation, and consider displaying the Twitter backchannel on screen. Create an energetic atmosphere with comfortable seating, good lighting, and even music-as demonstrated by Lotusphere 2010, which opened with street violinists and a drummer that energized the 8,000 attendees while they tweeted, downloaded files, and networked.

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Capítulo 9

Embracing the Future of Organizational Learning

Social media has fundamentally transformed the business landscape, leaving organizations with two distinct choices: obstruct its influence or embrace its potential. The cultural shift that occurs when social learning is strategically designed into work processes is deeply transformative, fundamentally changing how companies learn, work, and succeed. Moving from traditional push-based information delivery to pull-based learning liberates creative powers and fosters an environment where people feel safe to fail, experiment, and ask challenging questions without fear of judgment. In our increasingly complex world characterized by information overload, multiple stakeholders, and compressed training timeframes, research consistently demonstrates that engaged learners are significantly more effective. Social learning serves as a catalyst, helping people not only find answers but also discover which questions they should be asking. Through collaborative platforms, employees can develop their professional voice and contribute meaningfully to organizational dialogue. The modern organization faces multifaceted challenges beyond mere market competition, including environmental sustainability, social responsibility, and diverse global perspectives that cannot be effectively addressed in isolation. Organizations implementing social software for communication and learning frequently encounter challenges with governance approaches. The most successful policies strike a delicate balance between comprehensive guidelines and employee empowerment. IBM stands as a leading example with its Social Computing Guidelines, which have evolved through collaborative development on an internal wiki since 2005. These guidelines effectively protect both employees and corporate interests while actively encouraging participation in social computing. Similarly, Nordstrom's approach distills social media guidance into six essential principles: exercise good judgment, maintain respect, practice transparency, demonstrate humility, preserve humanity, and listen actively. Social learning transcends mere socialization or technological implementation-it represents a fundamental shift toward making learning a strategic priority and leveraging social media to cultivate a culture of continuous improvement. Organizations can begin this transformation incrementally, without requiring immediate widespread adoption or universal consensus. Companies like Microsoft and Google have demonstrated success by starting with small pilot programs in specific departments before scaling across their organizations. The integration of social learning technologies has already begun reshaping workplace education and knowledge sharing. Progressive organizations are implementing micro-learning platforms, peer-to-peer mentoring programs, and collaborative knowledge bases. Companies like AT&T have created internal social learning platforms where employees can share expertise, ask questions, and collaborate across departments and geographical boundaries. Looking ahead, the critical question isn't whether social technologies will transform organizational learning-that evolution is already in progress. Instead, organizations must decide whether to lead this revolution or risk falling behind competitors who embrace these changes. By adopting these approaches, companies can create dynamic workplaces where knowledge flows freely, innovation flourishes naturally, and employees find genuine enjoyment in collaborative learning. This transformation leads to increased employee engagement, improved knowledge retention, and stronger organizational culture. The most successful organizations of the future will be those that effectively harness social learning to create adaptive, responsive, and collaborative environments. They will understand that learning is not a separate activity but an integral part of daily work life, supported by social technologies that facilitate natural knowledge exchange and skill development.

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Temas principais em A Nova Aprendizagem Social

collaborative knowledge sharing
organizational network analysis
digital workplace transformation
collective intelligence
community-based learning

Citações de A Nova Aprendizagem Social

I completely missed it.
This isn't fantasy; it's the reality.
The question isn't whether, but how quickly.
This isn't just another social media book-it's a manifesto.

Personagens de A Nova Aprendizagem Social

Marcia ConnerCo-author and expert on social learning
Tony BinghamCo-author and expert on social learning
Doug EngelbartComputing pioneer who envisioned collective IQ

Sobre o Autor

Marcia Conner e Tony Bingham, coautores de The New Social Learning: A Guide to Transforming Your Organization Through Social Media, são autoridades renomadas em colaboração no local de trabalho e estratégias de aprendizagem digital.

Conner, uma consultora experiente em desenvolvimento de capital humano, combina sua experiência corporativa com insights sobre tecnologias sociais para ajudar organizações a aproveitar a aprendizagem informal.

Bingham, como CEO da Association for Talent Development (ATD), impulsiona a inovação global na educação da força de trabalho, tendo liderado o rebranding da ASTD para alinhar-se aos paradigmas modernos de aprendizagem.

O livro deles — uma obra seminal em negócios e desenvolvimento organizacional — explora como plataformas como microcompartilhamento e comunidades virtuais abordam os desafios impostos por equipes dispersas e estilos de trabalho multigeracionais. Com base em estudos de caso na Deloitte, IBM e CIA, os autores demonstram como as ferramentas sociais promovem a troca de conhecimento enquanto superam a resistência institucional.

A segunda edição ampliada, elogiada por suas estruturas acionáveis, tornou-se um recurso de referência para empresas que buscam otimizar culturas colaborativas. A pesquisa deles continua a influenciar empresas da Fortune 500 e instituições que adotam modelos de aprendizagem ágeis e centrados nas pessoas.

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"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

Veja mais sobre como o BeFreed é discutido na web

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Capítulo 9

A Nova Aprendizagem Social

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1,000,000+ curious minds.

1,000,000+ curious minds.

Um livro. Muitas maneiras de ouvi-lo.

When Social Media Revolutionizes Learning: The New Digital Workplace

The Social Learning Revolution: A New Knowledge Ecosystem

Veja cada palavra enquanto a ouve

Building Communities That Transform Organizations

Visual Storytelling: Making Knowledge Visible

Aproveite ainda mais A Nova Aprendizagem Social

Microsharing: Small Messages, Big Impact

Collective Intelligence: The Power of Collaborative Content

Veja cada palavra enquanto a ouve

Virtual Worlds: Learning Through Immersion

Transforming In-Person Events Through Social Connection

Aproveite ainda mais A Nova Aprendizagem Social

Embracing the Future of Organizational Learning

Você chegou ao fim de A Nova Aprendizagem Social

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Visão geral de A Nova Aprendizagem Social