Archives for September 2025

Is assessment of capability enough?

23 September 2025 by Clark Leave a Comment

In a conversation with a colleague (a few weeks ago as I write this), I had a thought. She’s contemplating an evaluation book, and I was talking about evaluating competencies. It occurred to me that there may be more than just the ability needed. Which leads me to ask, is assessment of capability enough?

So, we should be looking at competencies. Ideally, we’re stepping away from norm-referenced assessment, that is comparing to others. We should have an absolute criteria which says that they now can do this. For instance, Mager-style objectives: what they need to be able to do, in what context, and to what level of capability. This is part of the shift away from roles, since orgs break up tasks differently. That is, some orgs have folks who do analysis separate from those who do design, and those who develop. Others have people do the whole thing go to whoa.

However, is competency enough? That was the question that occurred to me. I was thinking that maybe the only thing that really mattered was that they felt confident enough to give it a go after the learning experience. That is, folks have to feel like they are ready to give it a go.

I realized, thinking more about it, that it’s not just confident. Taking Dunning-Kruger into account, we don’t want folks who are confident but aren’t really ready. That’s not a recipe for success! So…I am thinking that it’s willing and able! So, you probably need to indicate readiness to give it a go as well as the competence. So how do we assess that? We can ask, but folks might say they’re ready, but they’re not. I’m wondering if them actually having a plan for how and when they’ll apply makes sense. As a complement to a skill demonstration as well.

I’m not fully convinced, but I do believe that just competence isn’t enough. Folks may know how to do something, but they may not intend to do it. There are lots of reasons why folks don’t actually do what they’ve learned! Of course, the best test is if they are doing it sometime later. E.g. they’ve learned, did, and persisted. But we may want a gateway test first, and I think it’s more than just competence. At any rate, that’s my answer to the question of whether assessment of capability is enough. What’s yours?

After writing this, and before it’s published, I came across IBSTPI’s Competency-Based Education webinar slides, and realized that they’re talking about dispositions in this role. Interesting…though really the proof is what happens when they can apply it, not what they say beforehand. However, if we track that, we might start getting criteria about what other clues we need.

Transforming from knowledge to performance

16 September 2025 by Clark Leave a Comment

As I’ve mentioned, I’m working with a startup looking at extending training through small LIFTs. The problem is that most training is ‘event’ based, where learning is in a concentrated time. Which is fine for performing right after. However, much of what we train for are things that may or may not happen soon. What we want is to go from the knowledge after the event to actually performing in new ways after the event, possibly a long time. We need retention from the learning to the situation, and transfer to all appropriate (and no inappropriate) situations. Thus, we need to think differently. And, as I suggested, we’re looking at supporting people not just with formal learning, but beyond, to developing their ability over time. We really want to be transforming from knowledge to performance. So, what’s that look like?

As usual, when I’m supposed to be sleeping is one of the times I end up noodling things over. And, so it was some nights ago. I was thinking about (as I’m wont to do) the cognitive roles that we need. I talk about practice, and models, and examples, and more recently, generative activities. But that’s formal learning, and we have a good evidence base for that. But what about going forward? What sorts of activities make sense?

Here I’m going out of my comfort zone. Yes, I’ve been doing some reading about coaching, particularly domain-independent vs domain-specific coaching. Now, here I don’t necessarily know what the research says specifically, but I do see the convergence of a variety of different models. So, I can make inferences. And post them here to get corrected!

As you might expect, I made a diagram to help me understand. So, I reckon there’s an early, mid, and late stage of development of capability. Formal learning should really be about getting you ready to apply.

That is the early phase which includes reflection (really, a generative activity), which can be personal (ala scripts) or conceptual (schemas). Also, reactivation. That is, seeing different ways of looking at it (new models), more examples in context, and of course more practice. (Retrieval practice, of course, where you’re applying the knowledge.)

Then, in mid-phase, your learners are applying, but to real situations, not simulations. Their initial plan on how to apply the knowledge might be part of the end of the early stage, but then it’s time to apply. Which could (should?) lead to revisions of the plan, and on reflecting on any barriers. Those barriers could be internal (their own understanding or hangups), or external (lack of resources, situations, tools, etc). The former are grounds for discussion, the latter for action on the part of the org!

Then, at the late stage, learners should be looking at the impact. They can reflect on the impact on them, which could also be a mid-phase action, but ultimately you want to see if they’re having an impact overall. Then, of course, you could want to survey about the learning experience itself. While it’s all data, the org impact is useful data to evaluate what’s going on and how it’s going, and the survey can help you continue to improve either this or your next initiative.

Those’re my initial thoughts on transforming from knowledge to performance. There’s some overlap, no doubt, e.g. you could continue sending reapplications if there aren’t frequent opportunities in the real world. Likewise, your learners should be assessing impact in the need to revise a plan. Still, this seems to make sense in the first instance, at least to me. (Addressing the ‘when’, how much and what spacing, is what I’ll be talking about at DevLearn. ;) Now, it’s over to you. What have I got wrong, am missing, …?

Learning science on tap

11 September 2025 by Clark Leave a Comment

In the interest of the continuation of Quinnovation, Learnlets, and me, this is a solicitation post. If it’s not for you, kindly ignore. However, it may be for your boss; if so, please pass it on!

Do you run an L&D department, or make L&D decisions, and don’t have sufficient learning science background? You know, you get asked to make decisions that involve learning – responding to vendors, stakeholders asking “why”, etc – and you’re not sure how to respond. That’s not uncommon! While you know how to select technologies, design solutions, create strategies, etc in other areas, you don’t necessarily know how to do that with an enlightened view of how we think, work, and learn. L&D is unique because it deals with learning – skills, social, informal, and more. And your school experience is not a good guide. How do you cope? Learning science on tap!

Let me offer this solution, specifically Clark Quinn, Ph.D., on tap. There are reasons why: I’ve been recognized for my depth of knowledge and breadth of experience in translating learning science into practical terms. That includes writing books, keynoting, awards, and, of course, consulting. I’ve applied that background for literally decades in the design of solutions: games, mobile, strategy, processes, policies, and more. So, that’s available. For instance, you could send me something that needs a learning science perspective – an RFP, a memo, an organizational initiative, and I’ll break it down from a learning science perspective, and provide you with same. Or we can talk on a call. What’s more, as I’m wont to do, I’ll provide the underlying thinking. That is, you learn as you go, too! (Just how I roll.)

Of course, you don’t have to take my advice. You’ll have it, and can factor it into your thinking. And, I can adapt my thinking to specific constraints. I am known to come up with better ideas than had been proposed initially. But it’s up to you. I’ll give you my feedback, and you can do with it as you will. This service is for those that can’t come up with that advice on their own, and it’s an important perspective. What I’ll suggest as recommendations will be grounded in evidence-based approaches. I’ll research anything I need to know and don’t (no extra charge), so I learn too. But I have been involved in thinking at most levels and areas of an organization, in a multitude of roles.

I won’t be an employee (nor want to become one). And, I’m not generating new things (that’s a different engagement, we can talk about it), but I’ll review and opine, to your needs. So, I won’t write an RFP or a whitepaper for you; I won’t design a learning experience; nor will I read an article and summarize it for you. Those’d be different engagements. But I’ll review an RFP or whitepaper (incoming or outgoing) for the necessary learning science. I will review the rules and practices around such a design. If someone sends you an article and asks your opinion, I’ll give you the perspective on that. In particular, I’ll help evaluate any claims that you’re faced with, again either coming from inside or outside.

In short, I’m your learning science advisor. Anything you need. Of course you’ll also get any other thoughts my experience provides: how to deal with issues or people, possible solutions, and more. Comes with the territory.

I also know to respect confidentiality. Heck, my IP has been used to train LLMs, and that doesn’t sit well with me. I will also likely want to write up any learning I attain. I can anonymize it or profile you, your choice. Obviously, I won’t share anything proprietary. And my advice is yours, and you can choose to acknowledge me or keep my participation out of it; I really don’t care.

I’ve, over time, learned to be efficient. One of the benefits of knowing how our minds work is that I know what we’re not good at, and have developed practices to ensure that I don’t fall down on commitments. I have my own project management approach, which, coupled with my natural “just do it” inclination, means that you won’t be waiting weeks for a response. I’ll commit to 48 hours max on anything less than ebook length, and as folks who are using me in other ways (*cough* LDA and Elevator 9 *cough*) will tell you, I tend to do things in a matter of hours if it’s not too long.

So, what would such an engagement entail? I’d like to keep it simple and fair. I reckon there’s anywhere from 3 to 10 such things a month. Some will be short, some will be longer. Some months more, some less. My initial ask is $1K per month, and an initial $500 retainer (just to make sure payment systems work, and that’ll cover a call to set the context). If you want to sign up for a year, it’s $10K (9999.99 if necessary to stay under a cutoff ;). Either of us can terminate at any time; in the case of a year purchase, I’ll prorate. What I do for you is yours, what I know and learn is mine. I’ll prod you weekly to remind you to take advantage, and you don’t have to. (Heck, you can always think of it as supporting your friendly neighborhood research translator!)

This may not be you, but if it is, think through the tradeoffs. No overhead – taxes, benefits, etc – the cost is the cost. What you get is yours and your department’s. It’s an investment in learning, for that matter, because you will have the opportunity to improve your understanding as we go. My goal in this (and every) engagement is to remove the need for me in the loop, and learning about learning isn’t just for those developing learning, it’s a good practice for everyone. It’s even a competitive advantage.

Oh, one other thing. I reckon, what with my other commitments, I can only take on 10 such relationships. So, first come, first served. Learning science on tap. Your move! You can reach out here.

We now return you to your regularly scheduled day, already in progress.

Knowledge or ability?

9 September 2025 by Clark Leave a Comment

As in the last post, I’ve been judging the iSpring Course Contest (over, of course). And, having finished, one other thing I’ve noticed is a clear distinction between ‘knowing’ and ‘doing’. We’re seeing lots of interest in skills, yet the courses are, with one exception, really assuming that if you know about it, you’ll do it right. Which isn’t a safe assumption! Are you trying to develop knowledge or ability? I’ll suggest you want the latter. And, can do it!

So, in 9 of the 10 cases, the questions are essentially about knowing. Some of them better than others, e.g. some seem to follow Patti Shank’s advice about how to write better multiple choice questions. That is, for instance, reasonably balanced prose describing the alternatives, and only 3 options. Not all follow it, of course.

The problem is that knowing about something isn’t the same as knowing how to do it. So, for instance, knowing that you should calibrate after changing the reagent isn’t the same as remembering to do it. We’ve all probably experienced this ourselves. They pretty much all had quizzes, as required, but most were just testing if you recalled the elements of the course. Not good enough!

What the one course did that I laud was that the final quiz was basically you applying the knowledge in a situation. You weren’t asked what this situation was, but instead chose how to respond. They were linked, each continuing the story, so it was really a linear scenario. Which I realize can be just a series of mini-scenarios! Still, you dragged your response from a list of responses. They weren’t all that challenging to choose between, as the alternatives were pretty clearly wrong, but for good reasons, reflecting the common mistakes. This is the way!

I think some designers were aspiring to this, as they did put the learner into a situation. However, they then asked learners to classify the answer, rather than actually make a decision about action to take, e.g. a mini-scenario. There is an art to doing this well (hence my workshop in two days)! Putting people into a context to choose their actions like they’ll have to do in the real world is the important practice. Of course, mentored live performance is better. Or simulations (tuned to games, of course ;). Even branching scenarios. But mini-scenarios are easily doable within your existing practice.

The question of knowledge or ability is easily answered. In how many cases will the ability to recite knowledge versus make decisions be the defining success factor for your organization? I’ll suggest that making better decisions will be the differentiator your organization needs. The ability to write better mini-scenarios seems to me to be the best investment you can make to have your interventions actually achieve an impact. And if you’re not doing that, why bother?

What’s In It For Them?

2 September 2025 by Clark Leave a Comment

I’m judging some submissions from the iSpring conference, and noticing a trend. And, of course, it’s not in the requirements (which focus on using all the capabilities of their tool, not surprisingly). It’s also not in the evaluation criteria. Yet, it’s something I obviously care about. (I mean, I basically wrote a book that was about it as half of the whole picture!) I’m talking about addressing the ‘what’s in it for them’ for the learners.

So, two things to start with. For one, the evaluation does ask “Does the course maintain interest throughout?” So that’s the other half of the book, but…it doesn’t address the first half. Ok, many times you see the designers deal with it implicitly in the objectives, saying what you’ll be able to do. (Even, some times, in terms you will care about!) But that’s not enough.

What these courses seem to assume (and this is prevalent in much that I see) is that you’ve come to the course because you’ve interest in the topic. Which may be the case, if they’re already practitioners. Where it’s not appropriate is when it’s been assigned by someone else. And, overall, you probably shouldn’t assume the former. Unless you’re just hanging it out there for anyone who’s interested (and who can afford that?).

So, you should be addressing, up front, why the learner should care. What’s the context that makes this course of value and of interest? If you (as the learner) are a likely victim, er, audience for this course, what lets you know? Again, it’s not in the requirements, but I certainly wish it was pretty much habitual. There’s one case where it’s partly done, in that they start with the scenario and a question, but it takes some time to get there. This should be the very first thing learners see. Before objectives, before you say what the course will entail. Why should they pay attention to any of that? You haven’t made it visceral. And, motivation helps you learn better

So, please, make it a habit to hook your learners from the get-go. Show them the ‘what’s in it for them” up front. They’ll pay more attention to everything else you do, and that leads to better outcomes. Which is what we all want.