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Benign role-playing

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In #lrnchat  a couple of weeks ago on anxiety in learning, Shannon Tipton suggested that role plays are the worst.  Now, I know Shannon and respect her (we’re in synch, her Learning Rebels  movement very much resonates with my Revolutionary tendencies), so this somewhat surprised me.  We debated it a bit on twitter, and we thought maybe we should make the argument more extended, so here’s my take.

Her concern, as I understood it, was  role plays where a subset get up and play roles in front of the room are uncomfortable.  That is, there’re roles and goals, and they’re set up to illustrate a point.  And I can see that type of role play might create a problem for a non-assertive person, particularly in an uncomfortable environment.    (She mentions it here, and see the extended explanation in the comment.)

Now, a favorite model of mine is Ann Brown and Anne-Marie Palincsar’s reciprocal teaching.  In this model (generalized from the original focus on reading), everyone takes  a turn performing (including instructor) and others critique the performance.  Of course, there have to be ground rules, such as talking about the performance not the person, making it safe to share, small enough steps between tasks, etc.  However, the benefits are that you internalize the monitoring, becoming self-monitoring and self-improving.

As another data point, I think of the Online Role Playing as characterized by Sandra Wills, Elyssabeth Leigh, and Albert Ip.  Here, learners take roles and goals and explore virtually over time.  The original one they reference was done by John Shepherd and Andrew Vincent and explored the mideast crisis. Learners got engaged in the roles, and the whole process really illuminated the tensions underlying the topic.

When I put these together, I see a powerful tool for learning.  You should design the roles and goals to explore a topic, and unpack an issue.  You should prep learners to help them do a fair job of the role. And, most of all, you have to make it safe.  The instructor should be willing to take on the challenging role, and similarly be seen to fail, or maybe everyone does it in groups so no one group is in front, then you facilitate a discussion.  I’ve done this in my game design workshop, where everyone pairs up and alternates being a SME and being an ID.

I understand that performing is an area of fear for many, but I think that role playing can be a powerful learning experience without anxiety when you manage the process right.  Bad design is bad design, after all (PowerPoint doesn’t kill people…).  What say you?

Align, deepen, and space

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I was asked about, in regards to the Serious eLearning Manifesto, about how people could begin to realize the potential of eLearning.  I riffed about this once before, but I want to spin it a different way.  The key is making meaningful practice.  And there are three components: align it, deepen it, and space it.

First, align it. What do I mean here?  I mean make sure that your learning objective, what they’re learning, is aligned to a real change in the business. Something you know that, if they improve, it will have an impact on a measurable business outcome.  This means two things, underneath. First, it has to be something that, if people do differently and better, it will solve a problem in what the organization is trying to do.  Second, it has to be something learning benefits from.  If it’s not a case where it’s a cognitive skill shift, it should be about using a tool, or replaced with using a tool. Only use a course when a course makes sense, and make sure that course is addressing a real need.

Second, deepen it.  Abstract practice, and knowledge test are both less effective than practice that puts the learner in a context like they’ll be facing in the workplace, and having them make the same decisions they’ll need to be making after the learning experience.  Contextualize it, and exaggerate the context (in appropriate ways) to raise the level of interest and importance to be closer to the level of engagement that will be involved in live performance.  Make sure that the challenge is sufficient, too, by having alternatives that are seductive unless you really understand. Reliable misconceptions are great distractors, by the way.  And have sufficient practice that leads from their beginning ability to the final ability they need to have, and so that they can’t get it wrong (not just until they get it right; that’s amateur hour).

Here’s where the third, space it, can come in.  Will Thalheimer has written a superb document (PDF) explaining the need for spacing. You can space out the complexity of development, and sufficient practice, but we need to practice, rest (read: sleep), and then practice some more. Any meaningful learning really can’t be done in one go, but has to be spread.  How much? As Will explains, that depends on how complex the task is, and how often the task will be performed and the gaps in between, but it’s a fair bit. Which is why I say learning  should be expensive.

After these three steps, you’ll want to only include the resources that will lead to success, provide models and examples that will support success, etc, but I believe that, regardless,  learners with good practice are likely to get more out of the learning experience than any other action you can take. So start with good practice, please!

Changing Culture: Changing the Game

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I previously wrote about Sutton & Rao’s Scaling up Excellence, and have now finished a quick read of Connors & Smith’s  Change the Culture, Change the Game.  Both books cover roughly the same area, but in very different ways.  Sutton & Rao’s was very descriptive of the changes they observed and the emergent lessons.  Connors & Smith, on the other hand, are very prescriptive.  Yet both are telling similar stories with considerable overlap.

Let’s be clear, Connors & Smith have a model they want to sell you.  You get the model up front, and then implementation tools in the second half. Of course, you  aren’t supposed to actually try this without having their help.  As long as you’re clear on this aspect of the book, you can take the lessons learned and decide whether you’d apply them yourself or use their support.

They have a relatively clear model, that talks about the results you want, the actions people will have to take to get to the results,  the beliefs that are needed to guide those actions, and the experiences that will support those beliefs. They aptly point out that many change initiatives stop at the second step, and don’t get the necessity of the subsequent two steps. It’s a plausible story and model, where  the actions, beliefs, and experiences are the elements that create the culture that achieves the results.

Like Kirkpatrick’s levels, the notion is that you start with the results you need, and work backward.  Further, everything has to be aligned: you have to determine what actions will achieve the new results, and then what new beliefs can   guide those new actions, and ultimately what  experiences are needed  to foster those new beliefs.  You work rigorously to only focus on the ones that will make a difference, recognizing that too much will impact the outcome.

The second half talks about tools to foster these steps. There are management tools,  leadership  skills, and  integration steps.  There’s necessary training associated with these, and then coaching (this is the sales bit).   It’s very formulaic, and makes it sound like close adherence to these approaches will lead to success.  That said, there is a clear recognition that you need to continually check on how it’s going, and be active in making things happen.

And this is where there’s overlap with Sutton & Rao: it’s about ongoing effort, it requires accountability (being willing to take ownership of outcomes),  people must be  engaged and involved, etc.  Both are different approaches to dealing with the same issue: working systematically to make necessary changes in an organization. And in both cases, the arguments are pretty compelling that it takes transparency and commitment by the leadership to walk the talk.  It’s up to the executives to choose the needed change, but the empowerment to find ways to make that happens is diffused downward.

Whether you like the more organic approach of Sutton & Rao or the more formulaic model of Connors & Smith, you will find insight into the elements that facilitate change.  For me, the synergy was nice to see.  Now we’ll see if these are still old-school by comparison to Laloux’s  Reinventing Organizations,  that has received strong support  from some  colleagues I have learned to trust.

#itashare

 

From Content to Experience

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A number of years ago, I said that the problem for publishers was not going from text to content (as the saying goes), but from content to experience.  I think elearning designers have the same problem: they are given a knowledge dump, and have to somehow transform that into an effective experience.  They may even have read the Serious eLearning Manifesto, and want to follow it, but struggle with the transition or transformation.  What’s a designer to do?

The problem is, designers will be told, “we need a course on this”, and given a dump of Powerpoints (PPTs), documents (PDFs), and maybe access to a subject matter expert (SME).  This is all about knowledge.  Even the SME, unless prompted carefully otherwise, will resort to telling you the knowledge they’ve learned, because they just don’t have access to what they know.  And this, by itself, isn’t a foundation for a course.  Processing the knowledge, comprehending it, presenting it, and then testing on acquisition (e.g. what rapid elearning tools make easy), isn’t going to lead to a meaningful outcome. Sorry, knowledge isn’t the same as ability to perform.

And this ignores, of course, whether this course is actually needed.  Has anyone checked to see that if the skills associated with this knowledge have a connection with a real workplace performance issue?  Is the performance need a result of a lack of skills?  And is this content aligned to that skill?  Too often folks will ask  for a course on X when the barrier is something else.  For instance, if the content is a bunch of knowledge that somehow you’re to magically put in someone’s head, such as product information or arbitrary rules, you’re far better off putting that information in the world than trying to put it in the head.  It’s really hard to get arbitrary information in the head.  But let’s assume that there is a core skill and workplace need for the sake of this discussion.

The key is determining what this knowledge actually supports  doing differently.  The designer needs to go through that content and figure out what individuals will be able to  do that they can’t do now (that’s important), and then develop practice doing that. This is so important that, if what they’ll be able to do differently, isn’t there, there should be push back.  While you can talk to the SME (trying to get them to talk in terms of decisions they can make instead of knowledge), you may be better off inferring the decisions and then verifying and refining with the SME.  If you have access to several SMEs, better yet get them in a room together and just facilitate until they come up with the core decisions, but there are many situations where that’s not feasible.

Once you have that key decision, the application of the skill in context, you need to create situations where learners can practice using it.  You need to create scenarios  where these decisions will play out. Even just better written multiple choice questions that have: story setting, situation precipitating decision, decision alternatives that are ways in which learners might go wrong,  consequences of the decisions, and feedback.  These practice attempts are the core of a meaningful learning experience. And there’s even evidence that putting problems up front or at core is a valuable practice.  You also want to have sufficient practice not just ’til they get it right, but until they have a high likelihood of not getting it wrong.

One thing that might not be in the PDFs and PPTs are examples.  It’s helpful to get colorful examples of someone using  information to successfully solve a problem, and also cases where they misapplied it and failed.  Your SME should be able to help you here, telling you engaging stories of wins and losses.  They may be somewhat resistant to the latter; worst case have them tell them about someone else.

The content in the PDFs and PPTs then gets winnowed down into just the resource material that helps the learner actually able to do the task, to successfully make the decision.  Consider having the practice set in a story, and the content is available through the story environment (e.g. casebooks on the shelves for examples, a ‘library’ for concepts).  But even if you present the (minimized) content and then have practice, you’ve shifted from knowledge dump/test to more of a flow of experience.  The suite  of  meaningful practice, contextualized well and made meaningful with a wee bit of exaggeration and careful alignment with learner’s awareness, is the essence of experience.

Yes, there’s a bit more to it than that, but this is the core: focus on  do, not dump.  And, once you get in the habit, it shouldn’t  take longer, it just takes a change in thinking.  And even if it does, the dump approach isn’t liable to  lead to any meaningful learning, so it’s a waste of time anyway.  So, create experiences, not content.

 

Peeling the onion

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I’ve been talking a bit recently about deepening formal design, specifically to achieve learning that’s flexible, persistent, and develops the learner’s abilities to become self-sustaining in work and life.  That is, not just for a course, but for a curriculum.  And it’s more than just what we talked about in the Serious eLearning Manifesto, though of course it starts there.    So, to begin with, it needs to start with meaningful objectives, provide related practice, and be trialed and developed, but there’s more, there are layers of development that wrap around the core.

One element I want to suggest is important is also in the Manifesto, but I want to push a bit deeper here.  I worked to put in that the elements behind, say, a procedure or a task, that you apply to problems, are models or concepts.  That is, a connected body of conceptual relationships that tie together your beliefs about why it should be done this way.  For example, if you’ve a procedure or process you want people to follow, there is (or should be) a  rationale  behind it.

And  you should help learners discover and see the relationships between the model and the steps, through examples and the feedback they get on practice.  If they can internalize the understanding behind steps, they are better prepared for the inevitable changes to the tools they use, the materials they work on, or the process changes what will come from innovation.  Training them on X, when X will ultimately shift to Y, isn’t as helpful unless you help them understand the principles that led to performance on X and will transfer to Y.

Another element is that the output of the activities should create scrutable deliverables  and  also annotate the thoughts behind the result.  These provide evidence of the thinking both implicit and explicit, a basis for mentors/instructors to understand what’s good, and what still may need to be addressed, tin the learner’s thinking.  There’s also the creation of a portfolio of work which belongs to the learner and can represent what they are capable of.

Of course, the choices of activities for the learner initially, and the design of them to make them engaging, by being meaningful to the learner in important ways, is another layer of sophistication in the design.  It can’t just be that you give the traditional boring problems, but instead the challenges need to be contextualized. More than that (which is already in the Manifesto), you want to use exaggeration and story to really make the challenges compelling.  Learning  should   be hard fun.

Another layer is that of 21st Century skills (for examples, the SCANS competencies).  These can’t be taught separately, they really need to manifest across whatever domain learnings you are doing. So you need learners to not just learn concepts, but apply those concepts to specific problems. And, in the requirements of the problem, you build in opportunities to problem-solve, communicate, collaborate, e.g. all the foundational and workplace skills. They need to reappear again and again and be assessed (and developed) separately.

Ultimately, you want the learner to be taking on responsibility themselves.  Later assignments should include the learner being given parameters and choosing appropriate deliverables and formats for communication.  And this requires and additional layer, a layer of annotation on the learning design. The learners need to be seeing  why the learning was so designed, so that they can internalize the principles of good design and so become self-improving learners. You, for example, in reading this far, have chosen to do this as part of your own learning, and hopefully it’s a worthwhile investment.  That’s the point; you want learners to continue to seek out challenges, and resources to succeed, as part of their ongoing self-development, and that comes by having seen learning design and been handed the keys at some point on the journey, with support that’s gradually faded.

The nuances of this are not trivial, but I want to suggest that they  are doable.  It’s a subtle interweaving, to be sure, but once you’ve got your mind around it (with scaffolded practice :), my claim is that it can be done, reliably and repeatedly.   And it should.  To do less is to miss some of the necessary elements for successful support of  an individual to become the capable and continually self-improving learner that we need.

I touched on most of this when I was talking about Activity-Based Learning, but it’s worthwhile to revisit it (at least for me :).

Manifesting in practice extremis

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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.

Manifesting in principle

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The launch of the Manifesto has surfaced at least a couple of issues that are worth addressing. The first asks who the manifesto is for, and what should they do differently.  That’s a principled response.  The second is just  how to work differently in the existing situations where the emphasis is on speed.  That’s a more pragmatic response.  There are not necessarily easy answers, but I’ll try.  Today I’ll address the first question, and tomorrow the second.

To the first point, what should the impact be on different sectors?  Will Thalheimer (fellow instigator), laid out some points here.  My thoughts are related:

  • Tool vendors should ensure that their tools can support designers interested in these elements. In particular, in addition to presentation of multimedia content, there needs to be: a)  the ability to provide separate feedback for different choices, b) the ability to have scenario interactions whereby learners can take multistep decision paths mimicking real experiences, and c) the ability to get the necessary evaluation feedback. In reality, the tools aren’t the limitation, though some may make it more challenging than others. The real issue is in the design.
  • We’d like custom content houses (aka elearning solution providers) to try to get their clients to allow them to work against these principles, and then do so. Of course, we’d like them to do so regardless!  I’ve argued in the past that better design doesn’t take longer.  Of course, we realize that clients may not be willing to pay for testing and revision, but that’s the second part…
  • …we’d like purchasers of custom content to ask that their learning experiences meet these standards, and expect and allow in contracts for appropriate processes.  If you’re going to pay for it, get real  value!  Purchasers need to become aware that not meeting these standards increases the likelihood that any intervention will be of little use.
  • Similarly, if you’re buying pre-made content (aka shelfware), you should check to see if it also meets these standards.  It’s certainly possible!
  • Managers and executives, whether purchasing or overseeing in-house teams, ideally will be insisting that these standards be met.  They should start revising processes both external (e.g. RFPs) and internal (templates, checklists and reviews) to start meeting these criteria.
  • And designers and developers should start building this into their solutions (within their constraints) while beginning to promote the longer term picture.

Of course, we realize that there are real world challenges. The first is that the internal elearning unit will have to be working with the business units about taking a richer and more meaningful approach.   Those units may not be ready to consider this!  The ‘order taker’ mentality has become rife in the industry, and it’s hard for a L&D unit to suddenly change the rules of engagement.  It will take some education around the workplace, but to ensure that the efforts are really leading to meaningful change mean it’s critical.

The second caveat is that not all of these elements will be addressable from day 1.  While we’d love that to be the case, we recognize that some things will be easier than others.  Focusing on meaningful objectives  and, relatedly, meaningful practice are the two first priorities.  (While I suspect my colleagues might instead champion measurement, I’m hopeful that making more meaningful practice will drive better outcomes. Then, there’ll be a natural desire to check the impact.) When the meaningful focus is accomplished, trimming extraneous content becomes easier.

The goal is to hit the core eight values first, as these are the biggest gaps we see, and integrate many of the principles: performance focused, meaningful to learners, individualized challenges, engagement-driven, authentic contexts, realistic decisions, real-world consequences, and spaced practice.  With those, you’ve got a real start on making a difference.  And that’s what we’re about, eh?  We hope you’ll sign on!

Cathy Davidson #LSCon Keynote Mindmap

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Cathy Davidson gave us an informative, engaging, and inspirational talk talking about how we’re mismatching industrial approaches in an information era. She gave us data about how we work and why much of what we do isn’t aligned, along with the simple and effective approach of think-pair-share. Very worthwhile.

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Serious Conversation

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We’ve already received the first request for an article on the Serious eLearning Manifesto, and it sparked a realization.  We (my co-conspirators are Will Thalheimer, Julie Dirksen, and Michael Allen) launched the manifesto last week, and we really hope you’ll have a serious look at them.  More, we hope you’ll find a way to follow them, and join your colleagues in signing on.

What has to happen now is people need to look at them, debate the difficulties in following them, and start thinking about how to move forward. We don’t want people just to sign on, we  want  them to put the principles into practice. You may not be able to get  to all from the beginning, but we’re hoping to drive systematic change towards good elearning.

The Manifesto, if you haven’t seen it, touts eight values of serious elearning over what we see too often, focusing on the biggest gaps.  The values are backed up by 22 principles pulled from the research. And we’ve been already been called out for it perhaps being too ‘instructor’ driven, not social or constructivist enough.  To be fair, we’ve also already had some strong support, and not just from our esteemed  trustees, but signatories as well.

And I don’t want to address the issues (yet), what we want to have happen is to get the debate started.  So I didn’t accept the opportunity to write (yet another) article, instead I said that we’d rather respond to an article talking about the challenges.  We want to engage this as dialog, not a diatribe.  Been there, done that, you can see it on the site ;).

So, please, have a look, think about what it would mean, consider the barriers, and let’s see if, together, we can start figuring out how to lift the floor (not close off the ceiling).