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Why Millennials are not Space Aliens

Posted by Rich Mesch on Sep 3, 2015 11:44:00 AM

If you were born around 1980 or after, we all kind of owe you an apology. Because we dubbed you a “Millennial” and we talk about you like you are some kind of other species. You see it everywhere: What do Millennials want? How do Millennials think? And, yes, inevitably, how do Millennials learn?

Let me clear the air here: Millennials are just people. Can we stop talking about them like they’re not?alienblogmed

Do Millennials learn differently from everybody else? I don’t think so. But there is something that’s different about them: their expectation as to how they will receive learning is different than the generations that came before.

Millennials are Digital Natives. They were born into a world where computers were everywhere, the internet always existed, and phones were little hand-held computers that went everywhere with us. Virtually all of them used computers in their primary and secondary education, and many used iPads. Having information at their fingertips is not revolutionary for them; it’s the way the world has always worked. Being part of a crowd-sourced knowledge community is not new to them; having access to informal and social learning is common; getting advice or mentoring from someone far away is not unusual. For many from this generation, learning is not an event; it’s something they do all the time, and it’s become second nature.

So you can imagine what happens when they come into a corporate environment and content is taught in lectures or didactic e-learning. In a world where they are able to learn virtually anything at any time, when information is mere seconds away, where a robust learning community is there for the asking—why would you limit your methods? It’s the moral equivalent of going to work at a company that transports their goods in horse carts—why would you do that when there are much better methods commonly available?

But here’s the catch: Millennials don’t learn differently. They just expect to learn differently. Lecture and didactic learning have always been very limited ways to learn. But in the pre-internet age, most people didn’t expect to learn differently, because the methods didn’t exist yet. So all those great learning methods that we attribute to Millennials are great for Gen X, Baby Boomers, and, frankly, all other humans.

So thanks to the Millennials for helping us learn how to learn. And let’s use those great techniques to help everybody be more effective.

Rich Mesch

  

Rich Mesch is Vice President, Customer Engagement at Performance Development Group. A frequent contributor to industry events and publications, his most recent article was Taming the Learning Demand Curve: Using Supply Chain Methods to Manage Your Learning Function for Training Industry's online magazine.

 

 

Topics: Performance Improvement, Organizational Learning, Millennials

Creating the Learning Organization Structure

Posted by Amanda Holm on May 28, 2015 2:10:00 PM

How do you know if the design of your learning organization is accomplishing your business goals? In PDG's new white paper, “Creating the Learning Organization Structure,”  we explore:

  • How to structure a learning organizationlearning_organization_structure_cta
  • Benefits and risks of centralized and decentralized learning
  • What a hybrid learning organization looks like
  • The pros and cons of internal versus external capabilities

Here’s a preview of the white paper:

Overview

What is the right way to structure a learning organization? Should it be highly centralized, to allow for resource sharing and economies of scale? Highly decentralized, so the output is specific to the unique needs of different functions? Should it be a hybrid, incorporating the best of both worlds? Is there even a “right” way?

PDG has been fortunate to work with hundreds of learning organizations across multiple verticals, of varying size and complexity. This experience has allowed us to develop a series of considerations, trade-offs, and synergies that lead to best practices in learning organization design. In this white paper, we will provide a variety of situational examples, along with what we believe are factors that affect your decisions and what we believe to be best practice. Ultimately, the “best” design depends on your organization, your business, and your goals.

Perspectives on Learning Organization Design

Is there a “right” way to design a learning organization?

There is no absolute “right” way, no silver bullet. Each design has inherent strengths and drawbacks.

If there is not a “best” way, is there a “better” way?

Yes. Based on your organizations strategies and capabilities, there are design structures that are likely to work better than others. Structured analysis will help determine which alternatives are most likely to drive your goals. Issues you will need to evaluate include:

  • Making necessary compromises: You usually can’t have the “best” of everything. Given strengths and weaknesses, compromises are often needed and the final design is likely to be a hybrid of the best options.
  • Managing Tradeoffs: Decisions which way to go will need to be managed via the “levers” of leadership, decision-making, people, and processes.

To read more about creating the learning organization structure, download the free white paper!

Topics: Organizational Learning, Learning Resourcing,, High Performing Learning Organization, Flexible Resource Management

The High Performing Learning Organization

Posted by Rich Mesch on Jun 24, 2014 2:18:07 PM

 

HPLO_thumbnail_medPDG recently published a new white paper called “The High Performing Learning Organization: 8 Attributes for Business Success.” The white paper focuses on what makes up a High Performing Learning Organization and the benefits to the business.

Here’s a section from the white paper:

What is a High Performing Learning Organization?

A High Performing Learning Organization (HPLO) is a Learning Organization that operates like a business, using the tools and processes of business to create workflows that are timely, efficient, cost-effective, and demonstrate a clear impact on the enterprise.

 

High Performing Learning Organizations:

• Are fully aligned with the business goals of the enterprise
• Speak the language of business, not just the language of learning
• Are able to define the return on investment (ROI) of their efforts—when the business can see the impact of their learning investment, they are more likely to continue investing in learning
• Are scalable, creating improved cost scenarios and more rapid delivery cycles
• Utilize Flexible Resourcing, so that costs are controlled while appropriate resources are available for critical and high-demand initiatives

So what are the tools necessary to build and sustain a High Performing Learning Organization? How do you identify the gaps in your organization that need to be closed to create a HPLO? While there are many categories that make up a HPLO, too many organizations focus on the solutions the learning organization creates. Great solutions are the result of an effective Learning Organization, but improving solutions doesn’t necessarily improve the organization. It’s not just where you end up; it’s the path you take to get there. High Performing Learning Organizations needs to be structured to perform optimally, by having strategy, process, people, and tools that support their path to success.

Successful HPLOs focus on the following eight key success areas:

  1. Business Alignment & Performance Impact
  2. People Capabilities & Development
  3. Scalable Processes, Tools, & Assets
  4. Organization Structured for Leverage
  5. Global & Local Optimization
  6. Governance, Demand, & Resource Balancing
  7. Flexible Resource Management
  8. Content Strategy & Asset Leverage

 To read more about High Performing Learning Organizations, download the free white paper!

Rich Mesch

 

 

 Rich Mesch is Senior Director, Customer Engagement
at Performance Development Group

 

 

Topics: Organizational Change, Organizational Learning, High Performing Learning Organization

Attitude is Essential to Learning, Part 1: It’s All About Me

Posted by Reni Gorman on Aug 30, 2011 5:53:00 AM

by Reni Gorman


As learning professionals we spend so much time designing just the right kind of exciting learning intervention that we sometimes forget to think about other factors that may prevent learning. For example, no matter how great the learning experience is, if people are unmotivated to learn then the reality is that they
won’t. Let’s explore some of the reasons why people might be unmotivated and figure out what we can do to combat it.


businessphoto_flipchartsmChallenge 1: How does this relate to me? Can you recall a time when you were totally uninterested and unmotivated to learn? Maybe in grade school during history class? For me it was college math. I simply was not interested. Why? I did not ever think calculus was something I would use in “real life.”We know from adult learning principles that people learn best when they can see the relevance the content has to their day-to-day jobs, and to their lives. So, one would think the answer is simple: show people how the content is relevant to them, and they will be open to learning it. As important as this concept is, it’s something designers forget to do as they get all caught up in designing the learning.


Solution 1: Point out the WIIFM. It is really important in the beginning of every learning experience to point out why it is important and relevant for the learner to absorb this new information. The “What’s in it for me?” (WIIFM) should be present at the start of each learning piece.

What else may prevent you from learning?

Challenge 2: I already know this. For example: “I’ve learned several sales models in the past. This sounds like the same stuff.”  If people think they already know something, their minds are shut and they won’t allow in new ways of thinking—because of course they don’t need new ways of thinking about something they know inside and out.

Solution 2: Point out differences—things they may not know. If you know you are dealing with this learner mindset, the best thing to do is first acknowledge that you are teaching them YET ANOTHER sales model. Then, point out what is unique and different about this sales model. Doing that will help people start thinking about all the ways this is different from what they already know and that will open them up to learn more.

I remember creating a module on hedge funds for a major financial years ago and the first page said: “Think you know everything there is to know about hedge funds? Think again! Did you know that…” With just one fun fact on the first page of the module that we could bet was new information to them, we captured their curiosity and dispelled their immediate notion that they did not have to go through this because they already knew.

So far, we’ve focused on the individual, and how to overcome their barriers to learning. But what happens next? There’s an even bigger barrier to implementation out there—and we’ll talk about that in the next installment!

Topics: Series, Performance Improvement, Learning Theory, Change Management, Organizational Change, Organizational Learning

Toward a Learning Agile Organization

Posted by Rich Mesch on Aug 22, 2011 7:25:00 AM

At an organizational level, agility is the ability to grow, change, or innovate at or above the speed of one’s own market. Anything less cannot be considered agility.

-Timothy R. Clark & Conrad Gottfredson

WomanCEOsmallWe have all heard of corporate agility. We hear the term “agile” all the time related to today’s corporate environment: agile processes, agile practices, agile leadership.  In our rapidly changing world, agility is one of the most important skills an organization can have if it is to stay competitive. Agility is the ability to move quickly, change rapidly, and respond to crises, threats and opportunities at the point of need. Of course, the ability to be agile relies on the ability of the organization to quickly gain the knowledge they need to do so. Rapid access to knowledge and information drives the learning agile organization, as defined by Clark and Gottfredson  in In Search of Learning Agility. But what does it mean to have Learning Agility? What does a Learning Agile organization look like?

Imagine being able to get the knowledge you need at the moment you need it. That’s not too much of a stretch today, is it? Think Google Docs, SharePoint, the Internet and intranets. If you want information, it’s out there. You simply need to find it; Google it and you end up with millions of pieces of information to sift and search through. But Learning Agility is not just the ability to find information.

Now imagine being able to find the knowledge you need quickly and easily and then being able to actually apply that new knowledge immediately. What would that look like? Just being able to find information does not make it useful, and certainly does not make it learning. Information only becomes learning when we connect it in our cognitive structures and are able to apply it in context. Google “ADDIE” and you find all kinds of information on instructional design. But will that give you the learning you need to be able to create an instructionally sound course for your target audience?

So how can information be structured and delivered so that it quickly becomes learning that is relevant in the current context and can be applied in a threat, crises or opportunity that arises?  Well, now, that’s Learning Agility.

Technology provides us with so many ways to move toward learning agility. Think “blended learning,” but grown up to include access to knowledge in more ways than just online and classroom. Wikis, discussion forums, online courseware, blogs, chats, social networks… the list can go on and on. Technologies provide the forums we need to be able to share knowledge and access learning at the point of need.

Learning agile organizations understand this need, and provide a new model for developing and delivering learning to their employees, using all of the technologies available to them.  They see learning not as a onetime event, or even as ongoing events, but as adaptive, collaborative, ongoing, and part of the daily activities of any employee. Learning Agile organizations use all tools available to share, collaborate, and learn whenever and wherever, all the time. And Learning Agile organizations value the ability to adapt at the point of need.

Is your organization moving toward Learning Agility?

Reference:
Clark, T. & Gottfredson, C. (2008). In Search of Learning Agility.  TRClark, Inc.

Topics: Performance Improvement, Learning Theory, Learning Agility, Change Management, Organizational Change, Organizational Learning, Agility

Teaching Problem Solving

Posted by Reni Gorman on Mar 14, 2011 10:32:00 AM

by Reni Gorman

multi-colored squares on a puzzle cubeWhat is Problem Solving?

Whenever a living creature has a goal but doesn’t know how to accomplish it, they engage in problem solving. (Holyoak & Morrison, 2005) Problem solving is considered the most complex of all intellectual functions, as a higher-order cognitive process that requires activation and control of more routine or fundamental skills in order to solve the problem at hand. (Goldstein & Levin, 1987) There are a number of methods for problem solving, including:

Difference reduction, in which we keep reducing the distance between the current state and the goal step by step;

Means-end analysis, where we work backwards from end goal and set sub goals; and

Analogy strategy, where we find similar problems we have solved with pervious strategies and try those same strategies on the new problem.


This is just a basic list; there are many other problem-solving methodolgies. So, how can we set up our learners to succeed?

Conditions under which Learners might Demonstrate Good Problem Solving

Gestalt psychologists have outlined a number of features that make problem solving more difficult, they are as follows: (Holyoak & Morrison, 2005)

Groupingwhen all elements needed to solve the problem are not grouped, but rather scattered. Problem-solving becomes easier if all elements to solve a problem are grouped.
 

Distraction, think of distracters used when testing learners, the more there are the harder it is to solve the problem.
 

Functional fixedness, when solving the problem requires that something be used for something other than what it was made for. Using a bunch of pieces of cloth to tie together to form a rope latter is not as intuitive as if rope was just lying around.
 

Set effect, if we always use a certain method to solve a problem and suddenly that does not work, we have to unlearn the previously learned solution and it is harder than starting from scratch without the set effect.

Based on the list above, if we offer learners a problem where:

  • All the elements needed to solve the problem are grouped,
  • There are no distractions
  • All objects used to solve the problem are used the way they were intended, and
  • The learners will not be reminded of previously experienced, typical problem solving strategies because the problem is so unique

We will have created a condition where the learners will most likely demonstrate good problem solving. However, this approach may not be appropriate for everyone. This approach may only be appropriate for teaching beginners; perhaps advanced learners need just the opposite to challenge them.

Conditions under which Learners might have Difficulty with Problem Solving
In order to challenge more experienced learners, we can do just the opposite: make the conditions under which learners solve the problem more difficult. We can make sure all the elements needed to solve the problem are scattered and not grouped, there are several distractions, all objects used to solve the problem are used in a different way from the way they were intended or are used every day, and we can design the problem so it superficially looks like a very easy problem that would invoke memories of previous strategies, when in fact it is not and will need new strategies.

Setting up a problem in this manner would surely stretch the knowledge and skills of any good problem solver. The goal, of course, is making them a great problem solver.


Resources

Goldstein F. C., & Levin H. S. (1987). Disorders of reasoning and problem-solving ability. In M. Meier, A. Benton, & L. Diller (Eds.), Neuropsychological rehabilitation. London: Taylor & Francis Group. Retrieved July 7, 2008 from Wikipedia, the free encyclopedia.

Holyoak, K.J. & Morrison, R.G. (2005). The Cambridge Handbook of Thinking and Reasoning. New York: Cambridge University Press

Topics: Performance Improvement, Learning Theory, Change Management, Coaching, Leadership, Organizational Learning

Bridging the Performance Gap: Training is Just Part of the Solution

Posted by Reni Gorman on Jul 1, 2010 11:11:00 AM

by Reni Gorman

I have been designing and delivering learning interventions for nearly 20 years (dare I say), and I always tell my clients that the learning intervention is just the start of creating change in behavior. There are many other components and models but I boil it down to the most necessary:

1. Goal setting—people need to know what is expected of them. Sounds simple? Too simple? I agree and yet many people do not even consider it. I have seen this assumption so many times. We as learning professionals know better than to make assumptions. Help your clients check their assumptions! All you have to do is randomly ask a couple of learners. If goals are not clear then depending on the level of behavior change needed you can address it multiple ways:
    • The easiest and the simplest is a communication strategy and plan, however that is only for simple changes, like learning to use new software.
    • If, on the other hand, you are changing your sales model, a pretty important and difficult change, you need a change management strategy and plan.
    • Finally if you are totally reengineering the way people work because of, for example, a merger (not uncommon these days) then you need a new or adjusted performance management strategy and plan in addition to a change management strategy and plan.

2.  Learning intervention—I think we all have this one down!

3. Reinforcement and feedback—As we all know, learning is a process, not an event. Therefore, there always has to be some reinforcement and feedback to truly affect performance. This could manifest in:
    • Providing short snippets of content to remind people what they learned, as well as,
    • Setting up informal learning opportunities such as a social media site,
    • However, what is MOST IMPORTANT is manager coaching and feedback. I have heard clients tell me that while the training program their employees went through was great, they ended up going back to their day-to-day and doing the same thing they did before. Why? Primarily because the managers did not reinforce the new behavior. In some cases the managers did not even know what their teams were taught so they couldn’t reinforce the behavior if they wanted to. Without including managers the learning intervention weakens over time and information learned is forgotten. (See Wikipedia’s explanation of the forgetting curve.) Finally, remember that managers are also responsible for setting goals—see #1 above. Therefore getting the managers onboard is key!
So, the lesson learned, to use L&D lingo, is: make sure every one of your training plans at lease considers these topics and ask your clients the tough questions. They may not understand and resist at first, but you will start them thinking, and that, is the first step to recovery.

Topics: Performance Improvement, Organizational Learning, Talent Management

Virtual Immersive Environments: From Theory to Practice, Part 3: The View from IBM

Posted by Rich Mesch on Mar 22, 2010 4:52:00 AM

by Rich Mesch

[This article explores the impact that IBM has had on the use of VIEs in business. Today’s entry is the first of at least two that are based on an interview I did with Chuck Hamilton, one of the key visionaries responsible for IBM’s commitment to VIEs.]

When you talk about the use of Virtual Immersive Environments (VIEs) in the corporate world, you can’t help but talk about IBM. IBM has been one of the earliest and most fervent adopters of VIEs for various business uses. While other corporations are dipping their collective toe in the water, what made IBM dive into the deep end? To answer that question, I was fortunate enough to get some time with Chuck Hamilton, the head of Virtual Learning Strategy at IBM’s Center for Advanced Learning in Vancouver, BC.

Chuck works with a diverse and talented group at IBM. He shares, “We’re sort of the go-to people for learning delivery across IBM. We are very seasoned people with expertise in 100 different angles around the intersection of learning and technology. So we help the people with design, we help the people with delivery, we help the people come up with a new way of getting it done—whatever it takes. My particular expertise has always been where new media learning and technology starts to cross.”

With that sort of background, you might expect that Chuck would become interested in VIEs; what you might not expect is that it’s his architecture background that first got him interested: “If my first degree hadn’t been around design and architecture, I probably wouldn’t have been so fascinated about putting spaces together that I could put people in.”

But that interest quickly turned to the application of VIEs for learning: “IBM spends millions of dollars on learning globally, so it is something that is important to us, and Learning has became very important to me.  I always find myself saying, ‘How can I take XYZ technology and make it work for people in a learning context?’”

Chuck was becoming increasingly aware of 3D worlds like World of Warcraft. “We started to say, ‘It’s quite interesting that there’s this parallel universe that’s being built almost next door to IBM, replete with economies and so on. Then we started talking to some of the people who were thinking about these economies and realized that some of these economies were bigger than whole countries—but were happening virtually. That’s what really tipped it for me.”

IBM’s participation in VIEs began with a Jam, a collaborative innovation process designed to bring together diverse mind to create innovations. “One of the focus areas was around virtual collaboration in a global setting. And the reason why that’s important to IBM is that there are 400,000 IBMers worldwide, another 100,000 contractors, and about 70% of those people live outside the Americas. 42% of people don’t have a traditional office. So we were a virtual company by nature, and increasingly having to come together on a virtual global basis.”

So Chuck decided to take the Jam team into the 3D world. “And all of a sudden, all kinds of people showed up and wanted to participate. We had these young, brand-new IBMers flying around next to executives, talking about how a World could be used. People were seeing that this had some real possibilities.”

The idea of using Virtual Worlds for collaboration proved to be the most popular idea to come out of the Jam that year, and the team earned substantial funding to build the idea out further.

[In the next post, we’ll look at how the concept of Affordances affect how we interact with 3D worlds.]

Topics: Emerging Technologies, Virtual Worlds, Series, Performance Improvement, Organizational Learning

The Science Behind Learning: Cognitive Tips and How Tos for Corporate Training

Posted by Reni Gorman on Feb 28, 2010 11:01:00 AM

by Reni Gorman

(Links to other articles in this series: 1 2 3 4 5 6)


Tip #1: Highlight the underlying core concepts. Explain what each concept is and why it is important (the meaning behind it).

Cognitive learning theory focuses on learning with understanding (as opposed to memorizing fact) by teaching the underlying concepts and meanings--and thereby increasing the depth of processing.

Learning with understanding means we understand the underlying core concepts, the meaning behind the facts. Not just knowing the “what” but also understanding the “why.” Once we have a deep understanding of what we are learning, we can relate it to or transfer it to something else. (Bransford et al., 2000) Learning with understanding is critical because: “…‘usable knowledge’ is not the same as a mere list of disconnected facts. Experts’ knowledge is connected and organized around important concepts; it is ‘conditionalized’ to specify the contexts in which it is applicable; it supports understanding and transfer (to other contexts) rather than only the ability to remember.” (p. 9)

Learning with understanding necessitates paying attention to the meaning. The depth of processing theory states that information processed at a deeper level of analysis improves memory for that information. This contradicts earlier ideas that meaningless memorization and rehearsal improves memory. (Anderson, 2000)

Anderson (2000) explains that we may remember details initially, but although we may quickly forget the details, we will remember the meaning a lot longer. Meaning-based representations are best encoded and, therefore, best remembered. Therefore insuring students understand the core concepts and meanings is the only way to successfully teach them. In a study by Davidson (1994) on how well people remember stories and what parts they remember most, even though short term people remembered irrelevant and interruptive atypical actions, long term, their memories of the basic story was what remained.

How (Application):

  1. Extract and list all core concepts. Review what you plan to teach and extract the core concepts. If you find yourself getting entangled in the details, ask yourself why each detail is important. What is the underlying reason that makes that detail important? Trace back all details you think are important until you find the set of core concept underneath.
     
  2. Prepare a brief explanation for the “big picture” of how all these core concepts work together in a conceptual framework. This explanation will be your course overview. The conceptual framework will be your high level outline.
     
  3. Prepare main points for each core concept that explain “what” the core concept is and “why” it is important. Keep main points brief – limit to one paragraph.

 

References:

Anderson, J. R. (2000). Cognitive Psychology and Its Implications: Fifth Edition. New York, N.Y.: Worth Publishers.

Bransford, J. D., Brown, A. L., & Cocking, R. R. (2000). How People Learn: Brain, Mind, Experience, and School. Washington, D.C.: National Academy Press.

Davidson, D. (1994). Recognition and Recall of Irrelevant and Interruptive Atypical Actions in Script-Based Stories. Journal of Memory and Language, 33, 757-775.

Topics: Series, Performance Improvement, Learning Theory, Organizational Learning, Cognition

A is for Analysis; Analysis of What?

Posted by Rich Mesch on Feb 12, 2010 12:23:00 AM

I was asked a question the other day that made me pause before responding. The question was:

“Where does the performance consulting process end and the “A” in the ADDIE process begin?”

I paused because, in reality, the separation is not so cut and dry. There is overlap. So, in this entry, I’ll address the separation and overlap. Please comment and share your insights as well.

Let’s first define what we mean by the PC process and ADDIE process.
    • The PC process we’re referring to here is a performance analysis model (e.g., Gilbert’s Behavioral Engineering Model).
    • The ADDIE process is an instructional design model. ADDIE stands for Analyze, Design, Develop, Implement, Evaluate.

In regards to the question posed above, it’s the “A” step that creates some confusion between these two processes. The tasks in this “Analyze” step include: clarifying the instructional problem, establishing instructional goals and objectives, assessing the audience’s needs, examining learners’ existing knowledge, and considering the learning environment, constraints, delivery modalities, and timeline.

Notice that the focus here is on “instruction.” That focus presumes that instruction is the solution to a performance problem. Indeed, sometimes it is. How do we arrive at this conclusion? We arrive at it through the PC process.

Let’s break down the distinctions between the PC Process and ADDIE “A” in the table below:

 

PC Process “A” in ADDIE Process
Focuses on business and performance outcomes Focuses on an instructional outcome
Concerns itself with the desired behavior and the environment necessary to support that behavior

(Performance = Behavior x Environment)
Concerns itself with the learning objectives necessary to support the desired behavior
Endeavors to change performance in order to impact the business Endeavors to educate in order to change behavior
Examines root causes for a performance problem Examines knowledge gap for a training problem
Defines success primarily in terms of on-the-job application and business impact Defines success primarily in terms of satisfaction, comprehension, and on-the-job application

With these distinctions drawn, it’s important to note that the overlap between the two elements often occurs when a knowledge and skill gap is uncovered by the Performance Consultant as a root cause for a performance problem.

Information about that knowledge and skill gap can be passed from the Performance Consultant to the Instructional Designer for the training solution. That information does assist the Designer in the analysis phase of the ADDIE process. It’s good background. Now, the Designer can dig into the knowledge and skill gap further by conducting a thorough training needs analysis. It’s this TNA that allows for the successful design, development, implementation, and evaluation of the training solution.

Topics: Performance Improvement, Learning Theory, Design, Consulting, Organizational Change, Organizational Learning