Towards Maturity is a UK-based but global initiative looking at organizations use of technology for learning.  While not as well known in the US, they’ve been conducting research benchmarking on what organizations are doing and trying to provide guidance as well.  I even put their model as an appendix in the forthcoming book on reforming L&D.  So I was intrigued to see the new report they have just released.

The report, a survey of 2000 folks in a variety of positions in organizations, asks what they think about elearning, in a variety of ways.  The report covers a variety of aspects of how people learn: when, where, how, and their opinion of elearning. The report is done in an appealing infographic-like style as well.

What intrigued me was the last section: are L&D teams tuned into the learner voice.  The results are indicative.  This section juxtaposes what the report heard from learners versus what L&D has reported in a previous study.  Picking out just a few:

• 88% of staff like self-paced learning, but only 23% of L&D folks believe that learners have the necessary confidence
• 84% are willing to share with social media, but only 18% of L&D believe their staff know how
• 43% agree that mobile content is useful (or essential), but only 15% of L&D encourage mlearning

This is indicative of a big disconnect between L&D and the people they serve.  This is why we need the revolution!   There’s lots more interesting stuff in this report, so I strongly recommend you check it out.

In my last post, I wrote about the first step you should take to move to Serious eLearning, which was making deeper practice.  Particularly under the constraints of not rocking the boat.  Here I want to talk about where you go from there.  There are several followup steps you should take after (hopefully) success at the beginning.  My big three are: aligning with the practice, extending the practice, and evaluating what is being done.

1. So, if you took the advice to make more meaningful and applied practice within the constraints of many existing workplaces (order-taking, content dump, ‘just do it’), you next want to be creating content aligned with helping the learner  succeed at the practice. Once you have those practice questions, you should trim all that material to just what they’ll need to be able to make those decisions.

This also means stripping away unnecessary content, jettisoning the nice-to-know, trimming down the prose (we overwrite).  By stripping away the content, you can work in more practice and still meet the (nonsensical) criteria of time in seat.  And you’ll have to fight the forces of ‘it  has to be in there’, but it’s a worthy fight, and part of the education of the organization that needs to occur.

Get some war stories from your SMEs while you’re working (or fighting) with them.  Those should be your examples, and guide your practice design. But if you can’t, you’ll just have to do the best you can. Make the introduction help learners see what they’ll be able to do afterwards.  All this fits within the standard format, so you should be able to get away with it and still be taking a stab at improving what you’re doing.

2. The second step is to extend practice. I mean this in two ways. For one, massed practice dissipates quickly, and you want practice spaced out over time. This may be a somewhat hard sell, yet it’s really required for learning to stick. Another part of the organization’s education.  You should be developing some extra content at development time for streaming out over time, but breaking up your course so that the hour of seat time is 30 or 40 mins up front, and then 20 or 30 mins of followup spread out over days and with repeated practice will make learning stick  way more than not.  And if it matters, you should (if it doesn’t, why bother?).

The second way to extend it is to work on the meaningfulness of your practice.  Ideally, practice would be  deep, simulations or at least scenarios.  The situations that will most define company success are, I will suggest, in complex contexts. To deal with those, you need practice in complex contexts: serious games or at least scenarios.  And don’t make them boring, exaggerate so that the practice is as motivating as the real world situation is.  Ultimately, you’d like learners creating solutions to real world problems like creating business deliverables, or performing in immersive environments, not answering multiple choice questions!  And extending the experience socially: whether just reflecting on the experience together, or better yet,  collaborative problem solving.

3. Finally, you should start measuring what you’re doing in important ways.  This, too, will require educating your organization.  But you shouldn’t assume your first efforts are working.  You want to start with the change in the business that needs improving (e.g. performance consulting and Kirkpatrick level 4), then figure out what performance by  individuals would lead to that business change, and then develop your learning objectives and practice to get people able to do that performance. And then measure whether they can, and whether it leads to performance changes in the workplace, and ultimately changes in the business metrics. This will require working with the business units to get  their data, but ultimately that’s how you become strategic.

Of course, you should be measuring your own work, and similarly if your interventions are as efficient as possible.  But those should only happen after you’re having an impact.  Measuring your efficiency (“our costs per seat time are at the industry average”) without knowing whether you have an impact is delusional. Are your estimates of time to accomplish accurate?  Are you using resources efficiently? Are people finding your experiences to be ‘hard fun’?  These matter  after the question of: “are we helping the organizations needs?”

So, between the previous post and this, hopefully you have some concrete ideas about how even in the most constrained circumstances you can start improving your learning design.  And the Manifesto supporting principles go into more depth on this, if you need help.  So, does this provide some guidance on how to get started?  Ready to sign on?  And, perhaps more importantly, what further questions do you have?

Yesterday, I posted about what we might like to see from folks, by role, in terms of the Manifesto.  The other question to be answered is how to do this in the typical current situation where there’s little support for doing things differently.  Let me take a worst-case scenario and try to take a very practical approach. This isn’t an answer for the pulpit, but is for the folks who put all this in the ‘too hard’ basket.

So, worst case: you’re going to still get a shower of PPTs and PDFs and be expected to make a course out of it, maybe (if you’re lucky) with a bit of SME access.  And no one cares if it makes a difference, it’s just “do this”.  And, first, you have my deepest sympathies. We’re hoping the manifesto changes this, but sometimes we have to start with where you live, eh?  Recognize that the following is not PoliticallyCorrectâ„¢; I’m going outside the principled response to give you an initial kickstart.

The short version is that you’ve got to put meaningful practice in there.  You need an experience that sets up a story, requires a choice using the knowledge, and lets the learner see the consequences.  That’s the thing that has the most impact, and you’ll want several.  This will have far more impact than a knowledge test.  To do that isn’t too complex.

The very first thing you need to do when you’ve parsed that content is to figure out what, at core, the person who’s going to have this experience should be able to do differently.  What performance aren’t they doing now?  This is problematic, because sometimes the problem isn’t a performance problem, but here I’m assuming you don’t have that leeway. So you’ll have to do some inference.  Yes, it’s a bit more thinking, but you already have to pull out knowledge, so it’s not that different (and gets easier with practice).

Say you’ve gotten product data.  How would they use that?  To sell?  To address objections? To trouble shoot?  Maybe it’s process information you’re working on. What would they do with that? Recognize problems? Take the next step?  If you’re given information on workplace behavior problems? Let them determine whether grey areas exist, or coach people.

You’ll need to make a believable context and precipitative situation, and then ask them to respond. Make it challenging, so that the situation isn’t clear, and the alternative are plausible ways the learner could go wrong.  The SME can help here.  Make the scenario they’re facing and the decisions they must make as representative of the types of problems that they’ll be facing as you can.  And try to have the story play out, e.g. the consequences of their choice be  presented  before they get the right answer or feedback about why it’s wrong. There are good reasons for this, but the short version is it’s to help them learn to read the situation when it’s real.

Let’s be clear, this is really just better multiple choice question design!  I say that so you see you’re not going beyond what you already do, you’re just taking a slightly different tack to it.  The point is to work within the parameters of content and questions (for now!), and yet get better outcomes.

Ideally, you’ll find all the plausible application scenarios, and be able to write multiple questions.  If there’s any knowledge they  have to know cold, you might have to also test that knowledge, but consider designing a job aid.  (Even if it’s not tested and revised, which it should be, it’s a start on the path.)

There’s more, but that’s a start (more in my next post). Focus on meaningful practice first.  Dress it up. Exaggerate it. But if you put good practice in their path, that’s probably the most valuable change to start with.  There’re lots of steps from there, basically turning it into a learning experience:  making everything less dense, more minimal, more focused on performance, adding in more meaningfulness.  And redoing concept, example, introduction, etc.  But the first thing, valuable practice, engages many of the eight values that form the core of the Manifesto: performance focused, meaningful to learners, engagement-driven, authentic contexts, realistic decisions, and real world consequences.

I’ve argued elsewhere that doing better elearning doesn’t take longer, and I believe it.  Start here, and start talking about what you’re doing with your colleagues, bosses, what have you.  Sign on to the Manifesto, and let them know  why. And let me know how it goes.