Daniel Coyle gave a wonderfully funny, passionate, and poignant keynote, talking about what leads to top performance. Naturally, I was thrilled to hear him tout the principles that I suggest make games such a powerful learning environment: challenge, tight feedback, and large amounts of engaging practice. With compelling stories to illustrate his points, he balanced humor and emotional impact to sell a powerful plea for better learning.
I think Ruth Clark’s provides a great service in presenting what the research says on elearning, starting with her highly recommended book eLearning and the Science of Instruction. So it’s hard to want to quibble, but she put out what I think is a somewhat irresponsible post on games with the provocative title “Why Games Don’t Teach“. So it’s only fair that I raise my objections, though the comments do a great job also of pointing out the problem.
As many have pointed out, the title is needlessly confrontational. It’s patently obvious games teach, simply by trying a popular game yourself and realizing quickly that there’s no way you’re going to achieve a competitive level of play without substantial practice. As Raph Koster’s fun and valuable book A Theory of Fun for Game Design aptly points out, the reason games succeed is that they do require learning.
So the real point Ruth is making is that research doesn’t show the value of games for learning, and that there are no guidelines from research for design. And yet she continues to be wrong. As Karl Kapp (author of Gamification) points out in his thoughtful and comprehensive comment, there are quite a few studies demonstrating this (and further elaborates on a study Ruth cites, countering her point). As far back as the 80’s, frankly, Lepper and Cordova had a study demonstrating improvement from a game version of a math practice application. The evidence is there.
What’s more insidious, as Koreen Olbrish points out in her comment, is that the definition of learning is open. Unfortunately, what Ruth’s talking about seems to be rote memorization, by and large. And we do know that tarting up drill and kill makes it more palatable (although we need to be quite certain that the information does have to be ‘in the head’ rather than able to be ‘in the world’). But I maintain that rote fact remembering isn’t what’s going to make an organizational successful, it’s making better decisions, and that’s where games will shine.
Games, properly used, are powerful tools for meaningful practice. They’re not complete learning experiences, but next to mentored live practice, they’re the best bet going. And principles for design? Going further, I believe that there are sound principles for design (heck, I wrote a book about it). It starts with a laser focus on the objectives, and the important ways people go wrong, and then creating environments where exercising those skills, making just those decisions that learners need to be able to make, are made in a meaningful context.
Yes, it requires good design. And, essentially the same basics of good learning design as anywhere else, and more, not other. The problem with research, and I welcome more and a taxonomy, is that research tries to whittle things down into minute elements, and games are inherently complex, as are the decisions they’re training. There are long-term projects to design environments and conduct the small elements of research, but we’ve good principles now, and can and should use a design-based research approach.
Overall, I think that it’s safe to say that:
However, I think the article really only makes the latter point, and I think that’s a disservice. Your mileage may vary.
Donald Clark (the UK one) generally writes great posts: insightful and irreverent, and consequently fun. I like that he is willing to counter the prevailing wisdom with good research. I hope to someday meet him. However, his recent post against iPads in the classroom seemed to me to miss a couple of points. Not that I fully disagree with him, but that I think that some elaboration might shed some light. Note: I’m starting by focusing on K-6, not middle school or higher ed. He does acknowledge the potential value for young kids, so we’re not quibbling too much, but I still want to make a few points.
He first claims that they don’t support writing. Yes, that’s true, the touchscreen isn’t the same as a keyboard. However, my colleague Scott Marvel has filmed lots of kids with iPads and he tells me they don’t have much trouble using the touchscreen (they’re not highly capable with regular keyboards at young ages), they use speech to text as well, and also take freehand notes too. So writing isn’t horribly impeded on iPads for younger kids. Further, writing shouldn’t necessarily be done in the classroom anyway. Learning to type, and heavy writing should be done offline, and shared for feedback in class. It’s a waste of valuable teacher time, when they could be facilitating meaningful engagement.
I also note that he says they don’t work for creative work, and that they should be creating, not consuming. I generally agree on the creation aspect (while noting that flipping the classroom and getting reading and tutorials done at home isn’t bad and the latter isn’t passive consumption), but note that he’s missed one of the big content creation aspects that smaller devices support: taking pictures and filming videos. It may be that iPod Touches are even better for K-6, but running around and filming with a tablet (particularly an iPad mini, which may be optimal for K-6) is better than a laptop. And I’ll bet that the video and photo editing tools on tablets are just the simple tools that kids really need; they just need basic capabilities.
I note that I didn’t buy my iPad for content consumption: when it was announced I wrote it off for just that reason. However, between the time it was announced and became available, I saw how I would use it to be more productive: creating not consuming. And I bought one the first day it came out for that reason.
Let me also elaborate on the size point. Elliot Soloway many years ago made the point that laptops were the wrong form-factor for young kids, and he started using Palm Pilots. I think it’s still the case that a laptop isn’t right for kids, and that touch screens make much more sense than keyboards and touch pads or mice. There are plenty of people noticing how 2 year olds are able to use iPads!
Donald also talks about coding, and it is a shame that there isn’t a HyperCard equivalent for the iPad (though Infinite Canvas may be such, tho’ it’d need educational pricing). However, something like Scratch for the iPad would be a real opportunity (precluded by Apple, unfortunately, I wonder if there’s an Android version). And coding K-6 other than scratch doesn’t make a lot of sense.
He says that iPads are problems for teachers, and I’m somewhat sympathetic. However, too often I’ve seen instances where teachers weren’t properly prepared. For instance, something like GoClass (caveat: partner), while still a bit instructivist, could scaffold teachers initially until they began to see the opportunities. And there needs to be mobile management software to deal with the issues. However, I’m hard pressed to believe iPads are any more fragile than laptops.
Now, for higher grades, I take the point. My lad and lass both have MacBook Pros, though they each also have an iPod touch (lad’s is my old iPhone without a sim card) that they use. Note that they do not take the laptops to school in most cases. I think that a nice augment for mobile work, getting out of the classroom (please!) is much better facilitated with a tablet or pocketable (smartphone/PDA) than a laptop. And even for collaborative group work, sharing a tablet is better than hovering around a laptop. If necessary, they could be using a bluetooth keyboard when needed. So while I know this is hard to justify on a cost basis, I’d probably argue for an iPad or pocketable for class, and a desktop or laptop for home.
Less related, he makes the side claim that employees don’t use iPads. I’m amazed at the number that turn up at workplace learning conferences, and in meetings. They seem pretty ubiquitous, so I don’t buy this claim. Yes, they may be older, and some folks are using netbooks or MacBook Airs, but I see plenty of folks with iPads equipped with keyboard cases. I keep a bluetooth keyboard for when I’m cranking (e.g. writing on an airplane), but frankly just for quick notes the touchscreen keyboard works good enough for meetings, and that ‘all day’ battery really makes a difference.
And I’ll add on one other benefit for mobile devices: the ability to do contextual work. These devices can be context aware, and do things because of where you are. This is yet to be really capitalized on, but provides a real opportunity.
I think tablets are only going to get more capable, and already make more sense in the classroom than laptops. Teachers should be seeing how to use them, even at higher levels, and save the high-powered writing and editing out of the classroom. Laptops make sense for learners, but not in the classroom. In the classroom, smaller and more versatile devices make more sense.
The legendary Steve “The Woz” Wozniak was the opening keynote at the 3rd International Conference of e-Learning and Distance Learning. In a wide-ranging, engaging, and personal speech, Steve made a powerful plea for the value of the thoughtful learner and intrinsic motivation, project-based learning, social, and self-paced learning.
Bob Pike launched the third and final day of ASTD’s Middle East and North Africa event with a keynote that took some well-established principles of good learning design and put his own unique and engaging spin on them. Along the way he discussed learning styles (in a different phrase) and generations. And he certainly practices what he preaches.
The Principals of the Internet Time Alliance decided to take a collective look ahead to the new year, and share our predictions. You‘ll see overlap but also unique perspectives:
Charles Jennings
An increasing number of organisations, independent of size, nature or location, will acknowledge that their traditional training and development models and processes are failing to live up to the expectations of their leaders and workforce in a dynamic and global marketplace. Some will take steps to use their financial and people resources and exploit new ways of working and learning. Others will be hamstrung with outdated skills, tools and technologies, and will be too slow to adapt. A confluence of technology and improved connectivity, increasing pressures for rapid solutions and better customer service, and demands for higher performance, will force the hands of many HRDs and CLOs to refocus from models of ‘extended formal training‘ to place technology-enabled, workplace-focused and leader-led development approaches at the core of their provision. We will move a step or two closer to real-time performance support at the point of need.
Clark Quinn
We‘ll see an increasing use of mobile, and some organizations will recognize the platform that such devices provide to move the full suite of learning support (specifically performance support and informal learning) out to employees, dissolving the arbitrary boundaries between training and the full spectrum of possibilities. Others will try to cram courses onto phones, and continue to miss the bigger picture, increasing their irrelevance. Further, we‘ll see more examples of the notion of a ‘performance ecosystem‘ of resources aligned around individual needs and responsibilities, instead of organized around the providing silos. We‘ll also see more interactive and engaging examples of experience design, and yet such innovative approaches will continue to be reserved for the foresightful, while most will continue in the hidebound status quo. Finally, we‘ll see small starts in thinking semantic use in technology coupled with sound ethnographic methods to start providing just such smart support, but the efforts will continue to be embryonic.
Harold Jarche
People who know nothing about connectivism or collaborative learning will profit from MOOC‘s. Academics and instructional designers will tell anyone who wants to listen just how important formal training is, as it fades in relevance to both learners and businesses.The ITA will keep on questioning the status quo and show how work is learning and learning is the work in the network era – some will listen, many will not.
Jane Hart
Many traditional-thinking organisations will waste a lot of time and energy trying to track social interventions in the hope that they can control and manage “social learningâ€. Whilst those organisations who appreciate that social learning is a natural and continuous part of working, will acknowledge that the most appropriate approach they can take is simply to support it in the workplace – both technologically and in terms of modelling new collaborative behaviours. Meanwhile, we will continue to see individuals and teams bypass IT and T&D departments and solve their learning and performance problems more quickly and easily using their own devices to access online resources, tools and networks.
Jay Cross
2013 will be a great year. As William Gibson wrote, “The future‘s already here. It‘s just not evenly distributed yet.†The business world will become a bit more complex — and therefore more chaotic and unpredictable. Moore‘s Law and exponential progress will continue to work their magic and speed things up. Learning will continue to converge with work. Increasingly, workers will learn their jobs by doing their jobs. The lessons of motivation (a la Dan Pink) and the importance of treating people like people will sink in. Smart companies will adopt radical management, putting the customer in charge and reorganizing work in small teams. Senior people will recognize that emotions drive people — and there are other emotions in addition to passion. Happy workers are more engaged, more productive, and more fulfilled. What‘s not to like?
David Jonassen passed away on Sunday. He had not only a big impact on the field of computers for learning, but also on learning itself. And he was a truly nice person.
I had early on been a fan of his work, his writing on computers as cognitive tools was insightful. He resisted the notion of teaching computing, and instead saw computers as mind tools, enablers of thinking. He was widely and rightly regarded as an influential innovator for this work.
I also regularly lauded his work on problem-solving. The one notion that really resonated was that the problems we give to kids in schools (and too often to adults in training) bear little resemblance to the problems they’ll face outside. He did deep work on problem-solving that more should pay attention to. He demonstrated that you could get almost as good a performance on standard tests using meaningful problems, and you got much better results on problem-solving skills (21st century skills) as well. I continue to apply his principles in my learning design strategies.
I had the opportunity to meet him face to face at a conference on learning in organizations. While I was rapt in his presentation, somehow it didn’t work for the audience as a whole, a shame. Still, I had the opportunity to finally talk to him, and it was a real pleasure. He was humble, thoughtful, and really willing to engage. I subsequently shared a stage with him when he presented virtually to a conference I was at live, and was thrilled to have him mention he was using my game design book in one of his classes.
He contributed greatly to my understanding, and to the field as a whole. He will be missed.
I was engaging in a mobile strategy session with a small not-for-profit the other day, and naturally it became an overall technology strategy session, as you really can’t do mobile strategy without considering social media strategy, learning technology strategy, even enterprise technology strategy. Mobile is a platform for all of the above, and you
One of the questions they struggled with was their social media strategy, as they were (as many people are) struggling with their existing workload. And there are lots of elements that can, and should, play a role. But their problem was really much simpler.
They had a Facebook page, and a twitter account, and a blog they had a placeholder for, and they couldn’t figure out how they were going to populate these. They were naturally concerned about what to blog, what to put on the Facebook page, what they would tweet about, and how they’d get the content for it, and keep it up.
The interesting thing was as we discussed it, talking about what a wide variety of material would make sense: reviews of relevant articles, updates about courses, etc, they started realizing that the content they needed was regularly being produced already. One enthusiastic staff member was always sending emails about things they should pay attention to. They also had notices about courses they were offering. And there was a regular stream of events that occurred.
It became clear that there was a lot of content available from their various channels, what they needed was curation. I was reminded of the fabulous job David Kelly does in curating conferences, and it’s largely the same set of skills (here’s Jane Hart interviewing Dave on the topic). Curation in many ways seems just an external manifestation of Harold Jarche’s Personal Knowledge Management (an extension of the share part of seek-sense-share).
It seemed plausible that they could give a few hours a week to a young person eager to add ‘social media’ to their resume who would do a minor bit of editing and get this to their blog. They wondered whether Facebook should have the same, and in this case the answer appeared to be ‘yes’ (blog allows RSS, some folks don’t go onto Facebook), and then the tweet stream could be for shorter pointers, announcements from the posts, whatever.
The result was that they had a simpler path to a coherent approach than they had realized. There’s more: it’s an org change and there’d have to be the usual messaging, incentives, etc. It’s only a start, but it gets them going while they develop the longer term strategy integrating mobile, web, social media, etc. Do you have a social media strategy in place, and is there emergent content from within your organization?
At the recent DevLearn, several of us gathered together in a Junto to talk about issues we felt were becoming important for our field. After a mobile learning panel I realized that, just as mlearning makes it too easy to think about ‘courses on a phone’, I worry that ‘learning experience design’ (a term I’ve championed) may keep us focused on courses rather than exploring the full range of options including performance support and eCommunity.
So I began thinking about performance experience design as a way to keep us focused on designing solutions to performance needs in the organization. It’s not just about what’s in our heads, but as we realize that our brains are good at certain things and not others, we need to think about a distributed cognition solution, looking at how resources can be ‘in the world’ as well as in others’ heads.
The next morning in the shower (a great place for thinking :), it occurred to me that what is needed is a design process before we start designing the solution. To complement Kahnemann’s Thinking Fast and Slow (an inspiration for my thoughts on designing for how we really think and learn), I thought of designing backward and forward. Let me try to make that concrete.
What I’m talking about is starting with a vision of what performance would look like in an ideal world, working backward to what can be in the world, and what needs to be in the head. We want to minimize the latter. I want to respect our humanity in a way, allowing us to (choose to) do the things we do well, and letting technology take on the things we don’t want to do.
In my mind, the focus should be on what decisions learners should be making at this point, not what rote things we’re expecting them to do. If it’s rote, we’re liable to be bad at it. Give us checklists, or automate it!
From there, we can design forward to create those resources, or make them accessible (e.g. if they’re people). And we can design the ‘in the head’ experience as well, and now’s the time for learning experience design, with a focus on developing our ability to make those decisions, and where to find the resources when we need them. The goal is to end up designing a full performance solution where we think about the humans in context, not as merely a thinking box.
It naturally includes design that still reflects my view about activity-centered learning (which I’m increasingly convinced is grounded in cognitive research). Engaging emotion, distributed across platforms and time, using a richer suite of tools than just content delivery and tests. And it will require using something like Michael Allen’s Successive Approximation Model perhaps, recognizing the need to iterate.
I wanted to term this performance experience design, and then as several members workshopped this with me, I thought we should just call it performance design (at least externally, to stakeholders not in our field, we can call it performance experience design for ourselves). And we can talk about learning experience design within this, as well as information design, and social networks, and…
It’s really not much more than what HPT would involve, e.g. the prior consideration of what the problem is, but it’s very focused on reducing what’s in the head, including emotion in the learning when it’s developed, using social resources as well as performance support, etc. I think this has the opportunity to help us focus more broadly in our solution space, make us more relevant to the organization, and scaffold us past many of our typical limitations in approach. What do you think?
Last week I was on a panel about the API previously known as Tin Can at #DevLearn, and some thoughts crystallized. Touted as the successor to SCORM, it’s ridiculously simple: Subject Verb Object: e.g. “I did this”, such as ‘John Doe read Engaging Learning’ but also ‘Jane Doe took this picture’. And this has interesting implications.
First, the API itself is very simple, and while it can be useful on it’s own, it’ll be really useful when there’re tools around it. It’s just a foundation upon which things can be done. There’ll need to be places to record these actions, and ones to pull together sequences of recommendations for learning paths, and more. You’ll want to build portfolios of what you’ve done (not just what content you’ve touched).
But it’s about more than learning. These can cross accessing performance support resources, actions in social media systems, and more. This person touched that resource. That person edited this file. This other person commented.
One big interesting opportunity is to be able to start mining these. We can start looking at evidence of what folks did and finding good and bad outcomes. It’s a consistent basis for big data and analytics. It’s also a basis to start customizing: if the people who touched this resource were better able to solve problem X, other people with that problem maybe should also touch it. If they’ve already tried X and Y, we can next recommend Z. Personalization/customization.
An audience member asked what they should take back to their org, and who needed to know what. My short recommendations:
Developers need to start thinking about instrumenting everything. Everything people touch should report out on their activity. And then start aggregating this data. Mobile, systems, any technology touch. People can self report, but it’s better to the extent that it’s automated.
Managers need to recognize that they’re going to have very interesting opportunities to start tracking and mining information as a basis to start understanding what’s happening. Coupled with rich other models, like of content (hence the need for a content strategy), tasks, learners, we can start doing more things by rules.
And designers need to realize, and then take advantage of, a richer suite of options for learning experiences. Have folks take a photo of an example of X. You can ask them to discuss Y. Have them collaborate to develop a Z. You could even send your learners out to do a flash mob ;).
Learning is not about content, it’s about experience, and now we have ways to talk about it and track it. It’s just a foundation, just a standard, just plumbing, just a start, but valuable as all that.