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Generative visualized?

21 October 2025 by Clark Leave a Comment

Ok, so I shared that I was trying to visualize the generative process. Which is, to be fair, aka elaboration. And, I did take a stab. So I thought I’d share what I’d come up with for generative visualized. Two reasons: 1) for you to quibble with what I came up with, and 2) learning out loud. I reckon if you can see my process, you may learn, you may improve it, all the good things that happen from sharing. So…

First, I was looking to do a higher build than the neural level. Yes, at the neural level we’re strengthening patterns across neural networks. We’re taking two patterns and putting them into conjunction, basically, activating both. That activating in conjunction strengthens the links between them, associating them more. (I’ve a diagram on that, actually, emphasizing that they need time to recover before the next strengthening. If you’re interested, let me know and I’ll share that, too.) But the way we activate patterns is by using words or images, semantically. So, I was looking for words.

They also should be ideas that are familiar enough that I’m not requiring knowledge you don’t know. Further, I need to be making associations that you’d get. So, something familiar. In this case, animals and pets. (Perhaps that’s salient to me, for some reason.) And I needed a relationship between them. I chose, rightly or wrongly, the notion of how wild animals don’t make good pets. So, what’s this look like?

Now, I’m showing the final build, not the whole process. You start with something you’re talking about, like how there are good and bad pets (“do raccoons make good pets?”). And you ask the learners to find some personal or conceptual basis for that distinction. They can find examples, like that good pets are domesticated animals, and bad pets are wild, drawing on their previous knowledge. Or, they might talk about someone who had a bad pet (“my friend’s parents had this pet monkey, but it was always doing bad things”). Of course, pets are a subset of animals, so this becomes confusing at the top level, but that’s okay, as the structures are similar but not exactly the same.

The point is that they’re generating this information, actively connecting their own pre-existing knowledge to the information you’d like them to acquire. It’s causing them to elaborate, and so strengthening the links in their mind. Which is what we want. So, that’s my attempt to capture generative visualized. Does it work, or do you have ideas to improve or replace?

FWIW, this is part of what I’ll be presenting at the LDA’s Learning Science Conference, starting Nov 3 to review the presentations and discuss, with live sessions with the presenters Dec 8-12. Same format as last year (with recognition of that in pricing, for those that attended), but with some new content and presenters. It’s still the things we think you need to be an informed learning designer. 

The full story?

7 October 2025 by Clark Leave a Comment

As I continue exploring learning, I’m beginning to realize that the picture’s incomplete. Which shouldn’t be a surprise, but it’s a bit of a concern. Of course, I don’t have the answers, but if I point out some of the elements, maybe we’ll identify the gaps. And, I’m sure, there are likely initiatives and results I’m unaware of, and hopefully folks will help fill in the full story.

So, our endeavor is to start with people, with whatever experience and abilities they bring to the table. Then, ultimately (after our ministrations) have them capable of dealing with the situations we’ve identified are important. That includes what needs to be in long-term memory, and having responses aligned to triggers that activate the appropriate actions. Along the way, we have the analysis, the learning science, the coaching, and …?

I talked earlier about how most of our focus has been on getting folks up to some level of initial speed. But we do want folks to ultimately acquire the full range. And, I think, we too often abandon our efforts before getting the full way.

That makes sense for organizational learning, where we have to balance the costs with the value. When lives are on the line (aviation, medicine, military), we probably need to go a very long way. When it’s just inventory, we may allow some checks along the way to catch mistakes, and hope that people will eventually internalize the elements. (There are practices we spend on that are entirely worthless, of course.) For education, when we have kids in schools for years, it is clear that our pedagogy, driven by a wrong curriculum and values, falls far short of actually applying knowledge. But that’s another rant ;).

And we have pretty good guidance for many elements. We know about retrieval practice, with spacing, deliberate choices of next steps, desirable difficulty. We also know about generative activities. I’m not sure we’ve reconciled, however, how much of each. We also have cognitive load theory, which guides us in many ways, but doesn’t necessarily talk about acquisition versus application. The power law of learning suggests that we go from conscious to unconscious, but it assumes doing the right practice. The list goes on: multimedia learning, four component ID, cognitive apprenticeship, …; we have lots of pieces.

And yet, that’s still getting people up to a certain beginning level. How do we go beyond? The aforementioned is all about formal learning, and not about moving on. So we kind of have a hiccup between learning and coaching. How do they segue? We also have the issue of assessment. I have suggested that maybe we need to consider our commitment to apply as well as our ability. And that’s still before actually starting, yet we’re not done then.

Folks are talking about dispositions, I note, but when I look at it, it’s about the broader picture of persistence, etc, not specific to the particular outcome. Happy to be wrong here. But we really want to understand what we do initially, for instruction, for reactivation and continuation, to the final picture. My intuition is that there’s a more systematic structure that we’re not applying.

I don’t have an answer. Certainly not yet! I just think it’s time that we start thinking about it. Well, I guess that’s an open question: do we need an overarching approach? If so, what do we have. Can we extend something like Cognitive Apprenticeship to coaching on the job, and link to community to continue and ultimately own the final development? I welcome feedback!

 

Creativity and rigor

30 September 2025 by Clark Leave a Comment

As I’m wont to do, I was thinking in the middle of the night. About creativity, in this case.  Specifically, that I have repeatedly demonstrated the ability to integrate creativity and learning science. And, I tend to forget about it. (Which means you may, too!) Of course, I push the rigor of the cognitive and learning sciences, and advocate for the integration of emotion. However, it’s been decades since I’ve really emphasized my portfolio of work on games and engagement. Maybe since my first book on engagement? So, maybe it’s time to talk about creativity and rigor.

To be clear, I believe it’s important to get both learning and engagement right. Sure, pure computer games are fun (heck, I play them!). And, many have stories that are actually relevant, too. But serious games, ones that actually achieve an outcome, require integrating learning science with engagement. Which isn’t necessarily easy! But, it’s something I’ve reliably done, and I don’t want to forget it!

So, fresh out of college, my first real job was designing and programming educational computer games. (This was for Jim Schuyler at DesignWare.) I created Micro Discovery, a set of games based upon the Computer Discovery series but with my own little set. I then went on to FaceMaker for Spinnaker, before coding Spellicopter and Creature Creator for ourselves. (All before I headed off to grad school.) They weren’t great, as we only had 48K and were targeting the home market, but they were notable. Both FaceMaker and Creature Creator had graphic designers who assisted my lack of visual design capability!

From my graduate work on analogical reasoning, during my post-doc I built a game that required using the stories to solve problems, with a coherent theme. I even published a paper about Voodoo Adventure!  This was all on my own, and the graphics weren’t great, but they were ‘good enough’. Hey, two kids at an open house played it all the way through and won (many others tried it out and gave up, to be fair).

At my first teaching position post-grad, I was asked to build a game that helps kids survive on the streets. Quest achieved many things: it achieved the goal of engaging the audience and driving them to important conversations with their counselors; it made it onto the local science program; it sparked a journal article that’s led to my subsequent books, Engaging Learning and then Make It Meaningful; and it’s still arguably the most rewarding professional thing I’ve ever done. It was assisted first by a talented student in programming, and then by graphic talents who addressed the look and feel.

I went on to build first a linear scenario and then a full game on project management (for non-project managers) for a major government organization. This was in conjunction with a team of graphic artists and a software engineer (a bit of that story is also here). I also led design of scenarios for psychiatric nursing. Then I went on and designed a demo game to go with textbooks.

Ok, so I also designed a course that used comics to start off each section, ran a web competition for school kids, did a compelling demo of how to do a good course on the cheap with Learnovators, created mobile games for a NASA test, and…have designed workshops on game design and more. I’m sure there’s more, but that’s off the top of my head. I have regularly combined creativity and rigor, it’s just hard to remember sometimes. And, if you can think of a useful way for me to continue, I welcome hearing!

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!

Stages of early, middle, and late, with reflection (personal, conceptual) and reactivation (reconceptualization, recontextualization, reapplication) in early . Planning (initial is at the intersection of early mid, revision is in mid) and barriers (internal, external) are in mid. Impact (internal at boundary of mid and late, external) and survey are in late. 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, …?

Continually learning

8 July 2025 by Clark Leave a Comment

picture of a dictionary page with the word 'learning' highlightedI’ve been advising Elevator 9 on learning science. Now, while I advise companies via consulting, this is a different picture. For one, they’re keen to bake learning science into the core, which is rare and (in my mind) valuable. It’s also a learning opportunity for me. I’m watching all the things a startup has to deal with that I’ve avoided (I didn’t get the entrepreneurial gene). It’s also turning out to have a really interesting revelation, which is worth exploring. I like continually learning, and this is just such an opportunity.

To start, I’ve advised lots of companies over the years. This includes on learning design, product design, market strategy, and more. Of course, with me you always get more than anticipated (like it or not ;), because I’ve eclectic interests. I also collect models, and when they match, you’ll hear about it. (To be fair, most clients have welcomed my additional insights; it’s an extra bonus of working with me! :) It’s also fun, since I also educate folks as I go along (“working with you is like going to graduate school”). Rarely, however, have I been locked into the development. I come in, give good advice, and get out. Here, it’s not the same.

I’m always a sponge, learning as well as sharing. Here, however, I’ve had involvement for a longer time; from their first no-code version and now serious platform development (in User Acceptance Testing phase, which means we’re about to launch; exciting!). From CEO David Grad, through COO Page Chen, and then all the folks that have been added from tech, to sales and marketing, UI, and more, I’ve been usually at least peripherally involved and exposed. It’s fascinating, and I’m really learning the depths that each element takes, and of course it’s far more than my naive ideas had initially conceived.

There are two major elements to their solution. One is wrapping extended reactivation around training events. The second is taking the collected data and making it available as evidence of the learning trajectory. My role is essentially in the first; for one, there are lots of nuances going into the quantity and spacing of learning. While there’s good guidance, we’re making our best principled decisions, and then we’ll refine through testing. I’m also guiding about what those reactivation activities should be. We are extending learning, not quite to the continual, but certainly to the necessary proficiency.

This is where it’s getting interesting. I realized the other day that most of what learning science talks about is formal learning: practice before performance. Yet, here, we’re actually moving into applying the learning into the workplace, and having learners look at the impact they’re having. In many ways, this looks more like coaching. That is, we’re covering the full trajectory. Which means we have to base principles beyond just formal learning. This is serious fun! Our data collection, as a consequence, goes beyond just the cognitive outcomes, but also looks at how the experience is developing.

Sure, there are tradeoffs. The market demands that we incorporate artificial intelligence, and they’re not immune to the advantages. We’re also finding that, pragmatically, the implications can get complex really fast, and that we have to make some simplifying assumptions. Of course, they’re also needing to develop a minimally viable product first, after which they’ll see what direction extensions go. It’s not the ideal I would envision, but it’s also a solution that’s going to really meet what’s needed.

So, I’m continually learning, and enjoying the journey. We’ll see, of course, if we can penetrate awareness with the solution, which should be viable, and also handle the general difficulties that bedevil many startups. Still, it’s a great opportunity for me to be involved in, and similarly it’s one that can address real organizational needs.

Writing for learning

24 June 2025 by Clark Leave a Comment

Fountain pen writing on lined paper.We write for lots of reasons. It’s all about communication, but with different purposes, there should be different writing. Just for books, the language in a thriller should be different than for thoughtful stories. Writing for ads is different than writing for science. And, writing for learning is different than writing for other purposes. What am I talking about?

What research tells us, as Ruth Clark lets us know, is that we learn better from conversational language. Formal language, such as in an encyclopedia, or a textbook, doesn’t work for elearning or how an instructor talks to an audience. You want to be informal, personal, and more. Yet too often our prose is tedious.

Dialog, in particular, should be authentic to the speaker. I quail when I see characters spouting language straight out of an instructional manual or, worse, a marketing spiel. Good character development goes beyond stereotypes and develops some personality. This should come through in their language. Writing dialog, then, isn’t what most designers have been trained in. Which means that designers shouldn’t write dialog, or at least get external support whether training, even just peer review.

Writing for learning needs to be clear, of course. It also needs to be accurate. And yet, it shouldn’t be onerous to read. If there are barriers to comprehension, you’re putting in unnecessary barriers to your learning outcome. Really, you’re managing cognitive load. Obtuse language impedes processing, and learning is processing-intensive enough!

I’ve talked before about the importance of emotion in learning, for motivation, keeping anxiety under control, building confidence, and more. Writing is one of the most compact forms of media for communicating, and so we want our language to address these issues as well. Conversational language helps reduce anxiety by being familiar, and shows relatedness, part of the Self-Determination Theory of motivation. When folks believe we care about them, they’re more inclined to succumb to our ministrations.

Writing for learning is one of the elements necessary for the appropriate use of media. We should use the right media for the message (with a caveat about the value of novelty), and then we should apply the right media correctly. That is, ensuring we apply the appropriate expertise. We can make changes, such as my common example of Ken Burn’s compelling use of still images in his video documentary of the Civil War, but even then there are accommodations. In short, writing for learning has some particular constraints, and we as designers should be aware of them.

There’s more, of course. What you write in an introduction is different than what’s presented about a model, than the narrative for an example, for the instructions versus the description of the context for retrieval practice, etc. Knowing what the role is, and the appropriate writing, becomes habit with experience, but like all learning, models and feedback help accelerate the path there. You need to know not just what to write, but how and when. Those are my thoughts, what are yours?

In praise of reminders

17 June 2025 by Clark Leave a Comment

I have a statement that I actively recite to people: If I promise to do something, and it doesn’t get into a device, we never had the conversation. I’m not trying to be coy or problematic, there are sound reasons for this. It’s part of distributed cognition, and augmenting ourselves. It’s also part of a bigger picture, but here I am in praise of reminders.

Schedule by clock is relatively new from a historical perspective. We used to use the sun, and that was enough. As we engaged in more abstract and group activities, we needed better coordination. We invented clocks and time as a way to accomplish this. For instance, train schedules.

It’s an artifact of our creation, thus biologically secondary. We have to teach kids to tell time! Yet, we’re now beholden to it (even if we muck about with it, e.g. changing time twice a year, in conflict with research on the best outcomes for us). We created an external system to help us work better. However, it’s not well-aligned with our cognitive architecture, as we don’t naturally have instincts to recognize time.

We work better with external reminders. So, we have bells ringing to signal it’s time to go to another course, or to attend worship. Similar to, but different than other auditory signals (that don’t depend on our spatial attention) such as horns, buzzers, sirens, and the like. They can draw our attention to something that we should attend to. Which is a good thing!

I, for one, became a big fan of the Palm Pilot (I could only justify a III when I left academia, for complicated reasons). Having a personal device that I could add and edit things like reminders on a date/time calendar fundamentally altered my effectiveness. Before, I could miss things if I disappeared into a creative streak on a presentation, paper, diagram, etc. With this, I could be interrupted and be alerted that I had an appointment for something: call, meeting, etc. I automatically attach alerts to all my calendar entries.

Granted, I pushed myself to see just how effective I could make myself. Thus, I actively cultivated my address book, notes, and reminders as well as my calendar (and still do). But this is one area that’s really continued to support my ability to meet commitments. Something I immodestly pride myself for delivering on. I hate to have to apologize for missing a commitment! (I’ll add multiple reminders to critical things!)   Which doesn’t mean you shouldn’t, actively avoid all the unnecessary events people would like to add to your calendar, but that’s just self-preservation!

Again, reminders are just one aspect of augmenting ourselves. There are many tools we can use – creating representations, externalizing knowledge, … – but this on in particular as been a big key to improving my ability to deliver. So I am in praise of reminders, as one of the tools we can, and should, use. What helps you?

(And now I’ll tick the box on my weekly reminder to write a blog post!)

Expert in the loop

10 June 2025 by Clark Leave a Comment

A couple of recent occurrences have prodded me to think. (Dangerous, I know!). In this case, generative AI continues to generate ;) hype and concern in close to equal measure. Which means it dominates conversations, including one I had recently with Markus Bernhardt. Then, there was a post by Simon Terry that said something related that doesn’t completely align. So, some thoughts arguing to have an expert in the loop.

First, as a neighbor as well as an AI strategist of renown, I’m grateful Markus and I can regularly converse. (And usually about AI!) His depth and practical experience in guiding organizations complements my long-standing fascination with AI. One item in particular was of note. We were discussing how you need a person to vet what comes out of Generative AI. And it became clear that it can’t just be anybody. It takes someone with expertise in the area to be able to determine if what’s said is true.

That would suggest that the AI is redundant. However, there are limitations to our cognition. As I’ve recounted numerous times, technology does well what we don’t, and vice-versa. So, we use tools. One of the things we do is unconsciously forget aspects of solutions that we could benefit from. Hence, for instance, checklists. In this case, Generative AI can be a thinking partner in that it can spin up a lot of ideas. (Ignoring, for the moment, issues like intellectual property and environmental costs, of course.) They may not be all good, or even accurate, but…they may be things we hadn’t recalled or even thought of. Which would be a nice complement to our thinking. It requires our expertise, but it’s a plausible role.

Now, Simon was talking about how ‘human in the loop’ perpetuates a view of humans as cogs in a machine. And I get it. I, too, worry about having people riding herd on AI. That is, for instance, AI doing the creative work, and humans taking responsibility. That’s broken. But, having AI as a thinking partner, with a human generating ideas with AI, and taking responsibility for the accuracy as well as the creativity, doesn’t seem to be problematic. (And I may be wrong, these are preliminary thoughts!)

Still, I think that just a ‘human in the loop’ could be wrong. Having an expert in the loop, as Markus suggested, may be a more appropriate situation. He pointed out a couple of ways Generative AIs can introduce errors, and it’s a known problem. We have to have a person in the loop, but who? As I recounted recently, are we just training the AI? Still, I can see a case being made that this is the right way to use AI. Not as an agent (acting on its own, *shudder*), but as a partner. Thoughts?

What does ‘evidence-informed’ mean?

3 June 2025 by Clark Leave a Comment

We colloquially tout the Learning Development Accelerator as a society for ‘evidence-based’ practice. Or, more accurately, as ‘evidence-informed’, as Mirjam Neelen & Paul Kirschner advise us in their tome. But, what does ‘evidence-informed’ mean, in practice? Does everything you do have to align with what research tells us? What’s the practical interpretation? So, I have an admission to make.

To start, if you go to the LDA site (I just did), it says: “Explores and encourages research-aligned practices”. That is a noble goal, to be sure. Let’s be clear, however: research doesn’t cover all our particular situations. In fact, it’s unlikely to cover any of our specific situations. Much of the research we use is done on psychology undergraduates, and frequently for education purposes, e.g. K12 or higher ed. Which means it’s indicative of our general cognitive processing, but not our specific situations.

There is research on organizational learning, to be sure. It’s not always pristine laboratory conditions, as it may well be meeting real-world needs. Of course, we do see some A/B-type studies. Still, while legitimate, they’re not likely to be our particular situation. That is, our particular audience, our specific learning objectives, our timeline, our urgency, etc.

So what does one do? We must abstract the underlying principles, and reinstantiate for our circumstances. There are good overall principles, such as the benefit of generative activities and spaced retrieval practice. The nature of these, of course, such as choosing the right activities (Thiagi & Matt have a whole book on this!), and the right parameters for retrieval (we’re asking for that at Elevator9), means that we have to customize. Which means we have to test and tune. We can’t expect to get it right the first time. (Though, we’ll get better over time.)

There will be times, when we’re doing something that’s far enough away that we’re kind of making it up as we go along. (An area I love, as it requires considering all the models I’ve mentally collected over the years.) Then, we may find good examples to use as guidance. Someone’s tried something, and it worked for them. If you look at the LDA Research Checklist, for instance, you’ll see that replicated research is desirable. Well, that’s ideal. We live in the real world, however.  BTW, this is a good reason to share what you learn (you may have to anonymize it, for sure): so others benefit.

So, and this is where I make an admission, there will be times where we don’t have adequate guardrails. There are times when we have only some examples, or basically we’re wading into new areas. Then, we are free, with a caveat: we can’t do what’s been shown to be wrong. For instance, learning styles. Or attention-span of a goldfish. Or any of the other myths. My take, and I require this for LDA Press as well, is that we ask for the evidence-base, but we require that submissions not violate what’s known.

So, evidence-based, research-aligned, etc, at least means avoiding what has been shown not to work. It starts from using the best evidence-available to guide design, and then testing (which research also tells us to do!). Why? Because we get better outcomes. We do know that not following research is unlikely to have an impact. Learning design is, at core, a probabilistic game. Increasing the likelihood of a real impact should be what we’re about. Doing so on the basis of research is a faster and more reliable path to having an impact. Ultimately, the answer to the question “what does ‘evidence-informed’ mean?” is better outcomes. Who doesn’t want that?

Software engineer vs programmer

20 May 2025 by Clark Leave a Comment

A rotund little alien character, green with antennas, dressed in a futuristic space suit, standing on the ground with a starry sky behind them. If you go online, you’ll find many articles that talk about the difference in roles between software engineers and programmers. In short, the former have formal training and background. And, at least in this day and age, oversee coding from a more holistic perspective. Programmers, on the other hand, do just that, make code. Now, I served in a school of computer science for a wonderful period of my life. Granted, my role was teaching interface design (and researching ed tech). Still, I had exposure to both sides. My distinction between software engineer vs programmer, however, is much more visceral.

Early in my consulting career, I was asked to partner with a company to develop learning. The topic was project management for non-project managers. They chose me because of my game design experience as well as learning science background, The company that contracted me was largely focused on visual design. For instance, the owner also was teaching classes on that. Moreover, their most recent project was a book on the fauna of a fictitious world in the Star Wars universe (with illustrations). He also had a team of folks back in India. Our solution was a linear scenario, quite visual, set in outer space both because of experience of their team and the audience of engineers.

After the success of the project, the client came back and asked for a game to accompany the learning experience. Hey, no problem, it’s not like we’ve already addressed the learning objectives or anything! Still, I like games! This was going to be fun. So I dug in, cobbling together a game design. We used the same characters from the previous experience, but now focused on making project management decisions and dealing with different personality types (the subtext was, don’t be a difficult person to work with).

The core mechanic was:

  • choose the next project
  • assess any problem
  • find the responsible person,
  • ask (appropriately) for the fix

Of course, the various rates of problems, stage of development and therefore person, stage and scope of the project, were all going to need tuning. In addition, we wanted the first n problems to deal with good people, to master the details, before beginning to deal with more difficult personality types.

So, from my development docs, they hired a flash programmer to build the game. And…when we tried to iterate, we got more bugs instead of improvement. This happened twice. I realized the coders were hard-wiring the parameters throughout the code, which meant that if you wanted to tune a value, they had to search throughout the code to change all the values. Now, for those who know, this is incredibly bad programming. It wasn’t untoward to develop a small Flash animation, but it didn’t scale to a full game program.

We had a discussion, and they finally procured someone who actually understood the use of constants, someone with more than just a programming background. Suddenly, tweaks were returning with short-turnaround, and we could tune the experience! Thus, we were able to create a game that actually was fun. We didn’t really get to know whether it was effective, because they hadn’t set any metrics for impact, but they were happy and touted the game in several venues. We took that as a positive outcome ;).

The take-home lesson, of course, is if you need tuning (and, for anything of sufficient size and user-facing, you will), you need someone who understands proper code structures. I’ll always ask for someone who understands software engineering, not just a programmer. There’s a reason that a) they’re known as ‘cowboy coders’, and b) there’s software process! That’s my personal definition of a software engineer vs programmer, and I realize it’s out of date in this era of increasingly complex software. Still, the value of structure and process isn’t restricted to software, and is ever more important, eh?

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