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Clark Quinn’s Learnings about Learning

Initial reflections on Slow Learning #change11

6 December 2011 by Clark 2 Comments

I have to say that I found the comments on my initial post very interesting and challenging.  A couple of themes have emerged that partly I want to elaborate on, and partly want to reflect upon.  I believe in, and do try, ‘learning out loud’, so I’ll both try to elaborate and draw myself up short.

One of the themes that emerged is the rejection of the GPS idea, and extolling a preference for getting lost (I did  explicitly mention that GPS’s do not  help you learn the terrain, but I’ll add that they could).  I want to unpack that a bit. One of the issues is, for me, where you want to learn, and where you don’t.  As a definitely curious individual (in both senses, I suppose :), there’s far too much of interest for me to be able to focus on it all. As a consequence, I want to decide on what I invest effort in, and what I don’t.  So, for instance, I’ve learned about keyboard shortcuts to use Word’s outline  capabilities, and I can understand where others would not (tho’ I admit to wishing everyone would learn styles, as a valuable model going forward!).  So, I think we’d use a mental GPS when it’s something we don’t want to learn, and we’d want a different relationship when we do.  If  we’re self-aware learners.

There’s also the issue of how the Sage on the Side  would operate? What curricula are being used?  Who’s providing the content?  I will admit that while I talk a constructivist game, I do tend to err too quickly to think about designed resources.  In my own defense, I will suggest that self-learning skills aren’t broadly distributed enough yet, and particularly for novices, there are times when they don’t know what they need and why it’s important.  I am very much a fan of guided discovery learning (not the unguided discovery learning that was used as a straw-man opponent to instructivist in the Kirschner, Sweller, Clark article), but I do believe guidance is necessary until learners demonstrate self-learning capability. And I definitely think we can and should be developing that capability, but I’m not sanguine that we’re very good at it yet.

However,  I’ve earlier talked about user generated curricula, and I think that’s really the way to go.   In the long term, the communities will take ownership of the paths to competency. I’m hoping, through something like Project Tin Can (horrible  name, but…), we can support defining broad paths to capability that are maintained by the community, and even self-proposed paths that are vetted by the community (says a guy who designed his own undergraduate major).

I admit that I’m trying to focus on a system that can be supporting a person in their goals with minimal human intervention. I want it to be one of the options on the table for the ‘sage’ to draw upon (e.g. the resources can be people, too), but I’m trying to make this scalable. Idealistically, I would like communities to become more other-supporting, but I think such a system would have desirable properties in terms of developing people over time.

As I think about it, I also anticipate some serendipity in the sage approach.  There’s some randomness in our cognitive architecture, and I’d like to see some similar probabilistic behavior in the system recommendations.  When we built the Intellectricityâ„¢ system, we had options ‘competing’ for the opportunity to be presented.  We also had machine learning in the background to improve the weighting.  This is where deep analytics and semantics could generate some real interesting outcomes.

And I definitely would hope that we would explicitly be working in a layer on top of the learning goals to address meta-learning or learning to learn, so we could move from providing guidance to merely suggesting resources.  So, for example, despite my time trying to improve my learning, there’s still room for improvement and I welcome any assistance I can get.  I’m mindful of Watts Humphrey’s work in software quality, where documenting your decisions and having them reviewed identified persistent mistakes, and allowed for continual improvement (resulting in large decreases in errors, much more accurate schedules, and other tangible benefits).  The approach is certainly applicable to other areas of design and work, and I think it’d be fascinating to have systemic support (because the overhead is high enough that I haven’t been able to instill it in myself ;).

Given that we’re all novices in some areas while experts in others, I think the notion of at least a bootstrap from some support makes sense to assist transition into a community of practice.  I don’t think this is fundamental opposition to rhizomes,connectivism, or anything else, but I welcome your thoughts.  I do think that the notion of a tree of trajectories may be too rigid, so I’ll have to ponder that, but I’d like to devolve that decision to the community of practice.

Going beyond just the notion of the system, I believe that we need to start thinking more broadly about our curricula, pedagogy, and more. That’s not new, but I do believe a shift from learning events to continual development is not only needed, but doable.  Given that each of us is a member of multiple communities, it may look more like a network, but that’s OK.


Slow Learning – #change11

3 December 2011 by Clark 18 Comments

This is a longer post launching my week in the #change11 MOOC (Massively Open Online Course).  

Our formal learning approaches too often don‘t follow how our brains really work.   We have magic now; we can summon up powerful programs to do our bidding, gaze through webcams across distances, and bring anyone and anything to pretty much anywhere. Our limitations are no longer the technology, but our imaginations. The question is, what are we, and should be, doing with this technology?

I like to look at this a couple of ways. For one, I like to ask myself “what would my ideal learning situation be”

Stop and ask yourself that.   Go ahead, I‘ll wait.   And feel free to share!

For me, that would be having a personal mentor traveling with me, looking at my tasks, providing both support in the moment, and developing me slowly over time.   I talked about how we might systematize that in a post titled Sage at the Side.   I also talked about this model as Layered Learning.   That is, layering on learning across our life.

It‘s part of what my colleague Harold Jarche talks about when saying “work is learning and learning is work”, the notion that as organizations start empowering workers to adapt to the increasing complexity, there will be no difference between work and learning, and we‘ll have to move away from the ‘event‘ model of learning and start integrating learning more closely into our activities.   We‘ll need to have a closer coupling between our activities and the resources, creating what Jay Cross calls a workscape and I‘ve termed the performance ecosystem.   That is, having the tools to hand, including job aids, people, and skill development, but in a more systemic way.

Think about that: how would you construct an optimal performance environment for yourself?   What would it look like?   Again, feel free to share.

Would it look like an LMS over here, training away over there, job aids scattered across portals, and social networks hierarchically structured or completely banned?   Would you have spray-and-pray (aka show up and throw up) training?   Online courses that are clicky-clicky bling-bling? Resources accessible by the way the organization is siloed?   Even the simple and well-documented matter of spaced learning is largely violated in most of the learning interventions we propagate.   In short, all of this is in conflict with how the human brain works!

Look at how how we learn naturally, before schooling (what I call the 7 C‘s of natural learning). We see that we learn by being engaged in meaningful activity, and working with others.   It‘s not about knowledge dump and test, but instead about coupling engaged activity with reflection.   I like Collins, Brown, & Holum‘s Cognitive Apprenticeship as a model for thinking more richly about learning.   Other learning models are not static (c.f. Merrill‘s trajectory through CDT to ID2 to Ripples), and I believe they‘ll converge where Cognitive Apprenticeship is (albeit perhaps my slightly adulterated version thereof).   It talks about modeling, scaffolding and release, naturally incorporating social and meaningful activity into the learning process.

Taking a broader look, too many of our systems have a limited suite of solutions to choose from, and ignore a number of features that we need.   The ADDIE process assumes a course, and still doesn‘t have any real support for the emotional engagement aspect. A step above is the HPT approach, which does look at the learning need and checks to see whether the solution might be a course, a job aid, realigning incentives, or some other things. However, it still doesn‘t consider, really, engagement, nor does an adequate job of considering when connecting to a person is a more valuable solution than designing content.

And while Gloria Gery‘s seminal work on Electronic Performance Support Systems suggested that these systems could not only provide support in the moment but also develop the learners‘ understanding, I still don‘t see this in any systems in practice. Even GPSs don‘t help you understand the area, they just get you where you‘re trying to go. So we are still missing something.

I‘m really arguing for the need to come up with a broader perspective on learning.   I‘ve been calling it learning experience design, but really it‘s more.   It‘s a combination of performance support and learning (and it‘s badly in need of some branding help). The notion is a sort-of personal GPS for your knowledge work. It‘s knows where you want to go (since you told it), and it knows where you are geographically and semantically (via GPS and your calendar), and as it recognizes the context it can provide not only support in the moment, but layers on learning along the way.   And I think that we don‘t know really how to look at things this way yet; we don‘t have design models (to think about the experience conceptually), we don‘t have design processes (to go from goal to solution), and we don‘t have tools (to deliver this integrated experience).   Yet the limits are not technological; we have the ability to build the systems if we can conceptualize the needed framework.

I think this framework will need to start with considering the experience design, what is the flow of information and activity that will help develop the learner (e.g. “If you get the design right, there are lots of ways to implement it”).   Then we can get into the mechanics of how to distribute the experience across devices, information, people, etc.   But this is embryonic yet, I welcome your thoughts!

Really, I‘m looking to start matching our technology more closely to our brains.   Taking a   page from the slow movement (e.g. slow X, where X = food, sex, travel, …), I‘m talking about slow learning, where we start distributing our learning in ways that match the ways in which our brains work: meaningfulness, activation and reactivation, not separate but wrapped around our lives, etc.

There‘s lots more: addressing the epistemology of learners, mobile technologies, meta-learning & 21st C skills, and deep analytics and semantic systems, to name a few, but I think we need to start with the right conceptions.   Some of my notions of design may be too didactic, after all, and we‘ll need to couple information augmentation with meaning-making to make real progress, but I think this notion of stepping back and reflecting on what we might want to achieve and where we‘re currently inadequate is an initial step.

And now the initiative is over to you. I look forward to your thoughts.

Readings

Collins, A., Brown, J.S., and Holum, A. (1991).   .   Cognitive Apprenticeship: Making Thinking Visible. American Educator, Winter.

Quinn, C. (2004).   Learning at Large.   Educational Technology, 44, 4, 45-49.

Quinn, C. (2009). Populating the LearnScape: e-Learning as Strategy. In M. Allen (Ed.) Michael Allen‘s eLearning Annual 2009. Pfeiffer, San Francisco.

Quinn, C. (2010). Rethinking eLearning.   Learning Solutions Magazine. April.

Quinn, C. (2010). Designing for an uncertain world. Learnlets. April.

Thalheimer, W. (2006).  Spacing Learning Over Time.  Work Learning Research.

Learning 2011 Day 2 Morning Mindmaps

8 November 2011 by Clark Leave a Comment

This morning Elliott interviewed Cathy Casserly from Creative Commons and Dean Kamen. Cathy was a passionate advocate for openness and sharing. She talked about going further into learning, and I was reminded about Project Tin Can, making a more general learning path. Dean recited his interesting childhood and then launched into his inspiring project to make science cool again.

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President Clinton Keynote Mindmap

7 November 2011 by Clark 5 Comments

President Bill Clinton riveted the crowd with a keynote covering a broad swath of problems. His solutions include systems thinking and positive dialog. Engaging and powerful.

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Ken Zolot Mindmap

7 November 2011 by Clark Leave a Comment

Ken Zolot spoke on entrepreneurialsm in orgs. Good lessons for coupling execution with innovation.

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Learning 2011 Interview Mindmaps

7 November 2011 by Clark 1 Comment

Elliot Masie has interviewed Stephen Lambert (Producer of Undercover Boss) and Peter Capelli (Managing the Older Worker). Here are the mindmaps:

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Koulopoulos Keynote Mindmap

2 November 2011 by Clark 1 Comment

The afternoon keynote at DevLearn was an energizing and insightful visitation of innovation and the future by Thom Koulopolous.

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Don’t be Complacent and Content

27 October 2011 by Clark 4 Comments

Yesterday I attend SDL’s DITAFest.  While it’s a vendor-driven show, there were several valuable presentations and information to help get clearer about designing content.  And we do need to start looking at the possibilities on tap.  Beyond deeper instructional design (tapping into both emotion and effective instruction, not the folk tales we tell about what good design is), we need to start looking at content models and content architecture.

Performance EcosystemLet me put this a bit in context.  When I talk about the Performance Ecosystem, I’m talking about a number of things: improved instructional design, performance support, social learning and mobile. But the “greater integration” step is one that both yields immediate benefits, and sets the stage for some future opportunities.  Here we’re talking investing in the underlying infrastructure to leverage the possibilities of analytics, semantics and more, and content architecture is a part of that.

So DITA is Darwin Information Typing Architecture, and what it is about is structuring content a bit. It’s an XML-based approach developed at IBM that lets you not only separate out content from how it’s expressed, but lets you add some semantics on top of it. This has been mostly used for material like product descriptions, such as technical writers produce, but it can be used for white papers, marketing communications, and any other information. Like eLearning.  However, the elearning use is still idiosyncratic; one of the top DITA strategy consultants told me that the Learning and Training committee’s contribution has not yet been sufficient.

The important point, however, is that articulating content has real  benefits. A panel of implementers mentioned reducing tool costs, reduced redundancy savings, and decreasing time to create and maintain information.   There were also strategic benefits in breaking down silos and finding common ground with other groups in the organization.  The opportunity to wrap quality standards around the content adds another opportunity for benefits.   Server storage was another benefit.  As learning groups start taking responsibility for performance support and other areas, these opportunities will be important.

And, the initial investment to start focusing on content more technically is a step along the path to start moving from web 2.0 to web 3.0; custom content generation for the learner or performer.  A further step is context-sensitive customization. This is really only possible in a scalable way if you get your arms around paying tighter attention to defining content: tagging, mapping, and more.

It may seem scary, but the first steps aren’t that difficult, and it’s an investment in efficiencies initially, and into a whole new realm of capability going forward.  It may not be for you tomorrow, but you have to have it on your radar.

Thinking Strategy, Pt. 2

26 October 2011 by Clark 2 Comments

Building on yesterday’s post, in another way of thinking about it, I’ve been trying to tap into several layers down.  Like the caveat on an  attempt  at mind-mapping the performance ecosystem, this only begins to scratch the surface as each of these elements unpacks further, but it’s an attempt.

Components of a strategyThe plan you take (your sequence of prioritized goals), the metrics you use, and your schedule, will be individual. However, the other elements will share some characteristics.

Your governance plan should include a schedule of when the group meets, what policies guide the role of governance, what metrics the governance group uses to look at the performance of the group  implementing  the plan (ie how the executors of the strategy are doing, not how the strategy is doing), and what partners are included.

The strategy will need partners including fundamental ones providing necessary components (e.g. the IT group), and members who may have political reasons to be included such as power, budget, or related interests.

The resources needed will include the people, the tools, and any infrastructure elements to be counted upon.

Support capability will include supporting the team with any questions they might need answer, and also the folks for whom the strategy is for.

And there will need to be policies around what responsibility there will be for support, access to resources, and other issues that will guide how the strategy is put in place, accounting for issues like security and risk.

I’m sure I’m forgetting something, so what am I missing?

Thinking Strategy, Pt.1

25 October 2011 by Clark 1 Comment

I’ve been involved in a lot of strategic thinking lately, both for clients and workshops (e.g. my mobile strategy workshop at DevLearn next week), and so it’s forced me to reflect on what strategy is.

Elements of a strategyI’ve previously talked about the technology components of an elearning strategy, and how they tie together, but I need to take another cut at it.  Naturally, I’ve been diagramming as my way to get my mind around strategy as a set of conceptual components that are necessary to identify and get right, regardless of domain.

A strategy has to start with a vision of what you’re trying to achieve.  From there, you need to break it down into goals that, together would achieve this outcome.

Multiple things go along with this: the tactics that achieve the goals, the metrics that you use to measure your progress and success, the partners you need to work with, the resources you’ll need, the continual development of capability of the resources, and the  messaging you’ll use to get others to buy in and assist.

It goes further, of course.  Stay tuned for tomorrow.

 

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