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Clark Quinn’s Learnings about Learning

State of L&D Survey

30 July 2013 by Clark Leave a Comment

What is the current state of L&D, and where is it working (and not)?   Some are saying that things are largely okay, while others are suggesting that things must improve.   Where are we at?

The Learning & Performance Institute research suggests that L&D practitioners don‘t assess themselves as having all the skills they might need.   Charles Jennings‘ work with the 70:20:10 Forum is pushing the model that we could be focusing on a wider range of activities beyond courses.  Tony Bingham and Marcia Conner have pointed out the new roles we could be taking in their book The New Social Learning.  Are we on track?

I have previously written that the industry has to change. Rather than trust my instincts, however, I‘m fortunate in that ASTD itself is looking to have more up to date answers, and is partnering with me to ask some questions about the full suite of activities that are being undertaken. We‘ve collaborated to create a questionnaire to supplement their usual collections of research reports.   We do have an endgame on this; stay tuned.

We‘re asking a short suite of questions designed to understand a snapshot of how organizations are addressing learning needs.   These include questions about how effort is distributed across different activities, what pedagogical beliefs are being used, where the learning culture is at, and how outcomes are being measured.

We encourage you to both take it and promote it. We hope that through this, we can get a snapshot of where the industry believes itself to be and how we can continue to move it forward.

Please take the survey and encourage others to as well. Thanks!

Supporting Work

18 July 2013 by Clark 2 Comments

A number of years ago, I discussed a useful model that talks about how we solve problems in the world.  In the piece, I talked about how when we can’t act, we try to find the answer (and if we do, we go back into action).  Then if we can’t find the answer, we have to go into a problem-solving mode: we need to do research, experiment, and generally discover the solution. If we find a solution we should update the resources to help other people find the answer rather than having to rediscover it.

ways to support workI was thinking about this in terms of the ways in which L&D can support this process, and started noting the ways in which we can help  besides courses.  I broke it up into two different forms of support: direct, and supporting the associated skills.

When we have an information need, we might need directories to people with various expertise (associated with Communities of Practice, presumably).  We might design or curate useful information resources (how-to videos, job aids), and occasionally, when a significant skill shift is needed, we might design courses.

There are associated skills here, so communicating successfully with the experts who have the answer, or information literacy to develop the performer’s ability to find the answers themselves.

If the answer doesn’t already exist, then we might support learner with tools about problem solving, and research and problem-solving skills, as well as communication skills again to deal successfully with collaborators.

Finally, when the answer is found,  might have tools to create resources and skills to edit existing resources.

First, this is by no means a complete list, as even in writing this I thought of design to create resources to support problem-solving, and information architecture to go along with information resources, and…you get the idea. The point is two-fold: we need to recognize how people actually act in the world, and we need to then find ways to support all the points of need, not just the ones we can design a course for.  There are  lots of opportunities!

Reshaping L&D

17 July 2013 by Clark 3 Comments

Jane Hart (one of my ITA colleagues) has laid out a proposal for the new services of the L&D department, and I think it resonates nicely with some thinking I’ve been having.  The point is that L&D has to shift, but the question is: “to where?”

So Jane posits 3 services:

  • Content production: designing and delivering courses and resources
  • Learning Concierge: address ad hoc or ongoing learning or performance problems
  • Connected Workplace: supporting continuous learning and performance improvement through knowledge sharing and collaboration

The first is most of what the L&D group does now, and overuses.  And the focus really  is on courses, though sometimes resources are developed.  The latter two, however, are real opportunities.

Increasingly, we can’t anticipate the unique needs our learners will have, and what we have to move towards supporting them ‘at will’.  It may be a pointer to a resource such as a book or person or video as opposed to designing a course.  We increasingly need to serve as curators.

Similarly, we need to serve as facilitators, helping people learn how to self-help by working ‘out loud’ when we find ways to help them, so they can start self-helping. We can and should be facilitating conversations, helping those who are having trouble being effective in communicating, and more.

As I suggested earlier, social learning may often be our first recourse (not off our radar), and performance support second. If formal learning is (or should be) expensive, it should only be used when we need a significant skill shift. Yes, there are times that it’ll be needed  (e.g. unskilled employees, highly regulated performances), but we need to have a much richer suite of support possibilities, and start more accurately targeting the assistance to the need (and measuring the impact).

Our goal should be to have a business impact, and a one-trick pony isn’t going to meet the rich complexity and rate of change we’re increasingly going to face.  So, as Jane concludes: “how ready are you to provide these new services?”

#itashare

Social First!

9 July 2013 by Clark 5 Comments

I’m convincing myself that as performance consultants assisting our organizations moving forward, we need to start thinking differently.  And as an extreme version of this, let me start by saying we need to start thinking ‘social’ first.  When we’re facing a performance problem in the organization, our first resort should be to ask: “would a social solution solve this”?  Let me explain.

Social solutions basically suggest that we either tap into user-generated solutions, or reach out to people on the fly.  It might be recorded video or user-generated job aids.  It might be asking a SME via an expertise directory. Or it just might be tossing it out to our network.  It may even be asking for some collaboration on a unique situation.

Here’s the thing: social networks are more likely to be up-to-date, and better able to deal with one-off questions and unique situations than our formally designed solutions.  In situations where things are changing rapidly, formally designed solutions are not likely to be up to date with where things are, owing to the time to capture, process, and generate appropriate content. And unusual situations aren’t worth trying to anticipate. They’re likely to be too many to address.  And, as the rate of change accelerates, these situations are more likely.

Of course, this requires infrastructure, an appropriate culture, and facilitation, but that should be already accomplished if not underway.  We know that continual innovation is the only sustainable differentiator, and that this comes from creative friction (the myth of individual innovation is busted). The  important  outcomes are going to come from the social network, not from L&D.

Finally, formal is (or should be) expensive.  If we’re doing it right, the effort to help change someone’s skill set sufficiently is a prolonged effort.  We need to be looking for effective, agile, and efficient.  Formal isn’t the latter two (and too frequently not the former either).  We should hold formal as a last resort!

There  will be times when social isn’t the answer, but for a number of reasons social should be your first solution if possible. It’s effective, it’s agile, and it’s very efficient.  Anticipating quite the  social  reaction to this ;).

#itashare

Formal Learning is (or should be) Expensive!

2 July 2013 by Clark 7 Comments

It’s becoming clear to me that we’re making a big mistake in our thinking. We seem to think that formal learning is relatively cost-effective, and may even think that performance support and social are more costly.   Yet we need to realize that formal learning is likely our most costly approach!

To start with, we should be doing sufficient analysis to ensure that the need is indeed a skill shift. If it’s an information problem, it should be solved with a job aid. Courses are more expensive.  And we need to take the time that the skill shift really is needed; it’s not a motivation problem or some other problem. In other words, we need to take the time to identify what business problem this is solving that a course will affect, and the associated metric.  That takes time.

Then we need to design an intervention that will address that skill shift: we need to determine what the change in the workplace behavior needs to be to impact that metric, and then design an objective that reflects that needed behavior change.  This is not trivial: a poorly formed objective about knowledge, not behavior, isn’t going to have an impact on the business.

Then, to do formal learning well, you need appropriate and sufficient practice.   That takes time to design properly, ideally with scenarios or simulation-driven interactions.  And the practice needs to be aligned with the learner; it has to be meaningful to them.  Enough of them. This takes time.

Then we need to create an appropriate model to guide their behavior, and introduce it appropriately. And find meaningful examples that illustrate the concept being applied in context, across sufficient contexts.  This takes time, though no more time (once you determine a course is the answer) than other learning design once you get experienced in this more advanced way of designing.  And it takes development resources.

And, of course, if you’re not doing the above, why are you bothering? It’s not going to hit the mark.  We don’t, frankly, and to the extent we don’t, we undermine the  likelihood  that our interventions will have the desired impact.  The point being that courses should not be our first line of defense!

Rapid elearning is cheap and fast, but it’s not going to have any impact.  Most of what we do doesn’t have any impact. If we want to have impact, we have to do it right, and that’s not a cheap proposition.  We need to worry about measuring more than cost/bum, and worry about hitting the business goal.  Then we can truly determine whether we should go this route, rather than another.  But, seriously, you shouldn’t be throwing formal learning at a problem unless you’re willing to do it right. There are times it  will be the right answer, but right now we’re throwing too much money away.  Let’s stop, and do it right  when  it’s right.  And that will be both expensive  and worth it.

 

Chuck Martin #mLearnCon Keynote Mindmap

19 June 2013 by Clark 1 Comment

Chuck Martin gave a lively and valuable keynote at #mLearnCon, with stats on mobile growth, and then his key components of what he thinks will be driving mobile.  He illustrated his points with funny and somewhat scary videos of how companies are taking advantage of mobile.

MartinKeynoteMindmap

JSB #astd2013 Keynote Mindmap

21 May 2013 by Clark 4 Comments

John Seely Brown spoke eloquently on extreme learning for coping with extreme change, e.g. now. He talked about how extreme learning resembles play and challenged us to create environments where imagination could flourish.

20130521-092533.jpg

Starting Strategy

15 May 2013 by Clark 4 Comments

If you’re going to move towards the performance ecosystem, a technology-enabled workplace, where do you start?  Partly it depends on where you’re at, as well as where you’re going, but it also likely depends on what type of org you are.  While the longer term customization is very unique, I wondered if there were some meaningful categorizations.

Performance EcosystemWhat would characterize the reasons why you might start with formal learning, versus performance support, versus social?  My initial reaction, after working with my ITA colleagues, would be that you should start with social.  As things are moving faster, you just can’t keep ahead of the game while creating formal resources, and equipping folks to help each other is probably your best bet.  A second step would then likely be performance support, helping people in the moment.  Formal learning would then backstop for those things that are static and defined enough, or meta- enough (more generic approaches) that there’s a reason to consolidate it.

However, it occurred to me that this might change depending on the nature of the organization.  So, for example, if you are in an organization with lots of new members (e.g. the military, fast food franchises), formal learning might well be your best starting point.  Formal learning really serves novices best.

So when might you want to start with performance support? Performance support largely serves practitioners trying to execute optimally. This might be something like manufacturing or something heavily regulated or evidence based, like medicine.  The point here would be to helping folks who know why they’re doing what they’re doing, and have a good background, but need structure to not make human mistakes.

Social really comes to it’s fore for organizations depending on continual innovation: perhaps consumer products, or other organizations focused on customer experience, as well as in highly competitive areas.  Here the creative friction between individuals is the highest value and consequently needs a supportive infrastructure.

Of course, your mileage may vary, and every organization will have places for all of the above, but this strikes me as a potential way to think about where you  might want to place your emphasis.  Other elements, like when to do better back end integration, and when to think about enabling via mobile, will have their own prioritization schemes, such as a highly mobile workforce for the latter.

So, what am I missing?

#itashare

Hire the ‘loud’?

3 April 2013 by Clark 1 Comment

In thinking about how organizations can ‘learn’, it strikes me that everyone needs to be simultaneously learning  and teaching.  How does that happen?  I think it can be scaffolded, but it may also be an inherent trait.

A number of us are talking more about working out loud: Jane Bozarth and Harold Jarche talk about ‘narrating your work’, while I go on about ‘thinking out loud’ and ‘learning out loud’.  The point is capitalizing on the benefits that come from putting your thoughts out: people can give you feedback, helping you learn; and folks can learn from you.

And, as I’ve said before, conversations are the engine of business. You need to be interacting to be advancing.

The recent story of Marissa Mayer, CEO of Yahoo, struck me as an interesting case.  Here she’s bringing in folks who’ve been working remotely, or to put it another way she’s not allowing telecommuting any more. While there are obvious downsides, I can think of two justifications for that step:

  • to get everyone back on the same page in regards to mission and vision
  • to have folks sharing more

Both of these would be good outcomes for Yahoo.  And I can see in both cases that it could be temporary: once you get the mission message shared, and have developed a culture of and infrastructure for sharing, folks could then again work from where they want.  Of course, I have no idea whether that will actually happen.

The interesting thing for me was to contemplate those folks who  don’t share.  What to do?  I know of folks who are happy to sit at home and do their job, and aren’t necessarily interested in the larger picture.  What do you do? Sometimes these folks have useful skills.  And they may have their own methods of keeping up to date.  But if they’re not sharing, not contributing, what’s the overall picture?

And the thought occurred to me that those are folks that you bring in as contractors or consultants, but not as employees.  Particularly in the case of a ‘no fire’ policy, who do you want on board?  It seems to me that the employees you want are the ones who are continually learning and contributing to the organization’s overall knowledge.

Sure, there’s lots more you’d have to get right: safety to speak out loud, tolerating diversity, openness to new ideas, but having folks who are willing to learn together seems to me to be one criteria for an organization that will thrive.

So, is this a plausible component of a hiring policy?  Those who demonstrably narrate their work are the ones to attract, develop, and reward?

#itashare

Aligning coherency

2 April 2013 by Clark Leave a Comment

CoherentOrgLayers

In thinking about the coherent organization, a couple of realizations occurred to me.  One is about how those layers actually are replicated at different levels. The other is how those levels need to be aligned in the organization to the overall vision.

For one, those work teams can be at any level. There will be work teams at the level that the work gets done, but there’ll also be work teams at the management and even executive levels.  Similarly, there are communities of practice at all these levels as well.  Even the top level executives can be members of several communities, including as executives of their org, but also with their peers at other orgs.

Moreover, at each of these levels they need to be tapping into what’s happening outside the organization, and tracking the implications for what they do.  They need to feed back out as well (of course, not their proprietary information).

The two way flow of information has to be in and out as well as up and down.  Communication, for both collaboration and cooperation, is key.

CoherentOrgAlignmentA second necessary component is alignment.  Those groups, at every level, need to be working in alignment with the broader organization’s goals, and vision.  When Dan Pink talks about the elements of motivation in Drive, the 3rd element, purpose, is about knowing what you’re doing and why it’s important.  So organizations have to be clear about what they’re about, and make sure everyone knows how they fit. Then you can provide autonomy and the paths to mastery (the other two elements) and get people working from intrinsic motivation.

The integrated focus on communication and alignment are two keys to developing the ability to continually innovate, and cope in the increasing complexity which will make or break an organization.  That’s how it seems to me.

#itashare

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