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In the Learning Circuits Blog, Tony Karrer poses a whole series of  questions related to the role of learning and development professionals in promoting informal learning / social learning / learning 2.0 within organisations:

Q: Must learning professionals be literate in these things?

Well I don't know about must, but they certainly should, if they want to remain credible as sources of expertise on organisational learning. This is sadly a a long way short of reality. Far too many learning professionals are too conservative in their approach, way out of touch with what is happening with technology, and too personally committed to the top-down, authoritarian training orthodoxy. And before you shout at me, of course I don't mean you the reader - the very fact that you're reading this excepts you from my stereotype.

Q: If so, then what should learning professionals do to become literate?

Become a participant. The theory is interesting, but the real test is whether you practise it. Perhaps start as a passive consumer of blogs, wikis, social networks and the like, but edge forward by being someone who comments, responds, edits and otherwise joins in. You will soon experience the joy of being part of something, an active network participant, and not someone looking jealously on from the outside.

Q: Should workplace learning professionals be leading the charge around these new work literacies?

This is debatable, because the application of web 2.0 to organisations is not exclusively a learning issue - it permeates all aspects of the way in which people network and collaborate. First of all, the web 2.0 concept must be appropriate to the organisation, and this is open to question when you're looking beyond knowledge workers. Assuming it is appropriate, champions can come from many quarters. If learning professionals have really bought into the idea and can demonstrate how they are applying it productively, then they are in a good position to lead the charge. If not, someone else from another business function will step in.

Q: Shouldn't they be starting with themselves and helping to develop it throughout the organisations?

Absolutely. Employees are tired of consultants, HR people and the like advocating all sorts of changes that they haven't applied in their own work and haven't been able to make work. Start with small initiatives, modify and enhance these so they are demonstrably effective within organisational constraints, let others know about what you've done and then just watch how quickly they want to join in.

Q: And then shouldn't the learning organisation become a driver for the organisation?

I'm not sure what this means, but the aim must surely be to reinforce and demonstrate the value of informal learning, with and without the technology add-ons and the part that everyone in the organisation can play as both a teacher and a learner. It would be great if this could happen as a result of a strategy created by learning professionals, but any route will do. Learning professionals who are not players in the process risk becoming ever more peripheral to the big issues, as the emphasis on formal learning interventions gradually declines.

Q: And like in the world of libraries don't we need to market ourselves in this capacity?

Again not sure what the point is here about libraries (probably a US thing), but everyone needs to market their expertise to some extent. What learning professionals should not try and do is claim web 2.0 to be their exclusive domain and then start developing all sorts of dictatorial policies. This is a game in which everyone must feel like a participant.

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  1. I can see that web 2.0 tools have a place to support learning & development and also that there is an overlap with other areas such as knowledge management.

    One of the reasons I started a blog this year was to find out what all the fuss was about. I have to admit I have already learned a great deal but feel that I am just scratching the surface.

    I would be really interested to hear how people are utilising the technology in the real world to support learning activities. John Castledine has highlighted some uses such as Wikis on his blog (http://learningconsultant.blogspot.com/) but I would love to see more examples too...

    Chris

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  2. Anonymous10:30 PM

    The web is obviously still evolving and searching for it's "purpose." Is it a broadcast medium where we get information in the traditional, teacher-to-student model or is it a social network where we discuss and all learn together? The lines have blurred here and it's forced us to question and look at how we gather and absorb information.

    I love the social aspect of Web 2.0. The only problem is that it's way too easy to spend all day (and night) in it. I therefore have to force myself to ignore it -- which means I don't get the chance to learn from it. It's a real dilemma!

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  3. Anonymous6:48 PM

    I am challenged by getting others to view Web 2.0 applications as appropriate for the workplace. Any suggestions on where to go for help with that?

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  4. In response to Alina, I'd recommend taking a look at Jay Cross's book Informal Learning. For ideas on implementing wikis, see Wiki Patterns (which I reviewed recently).

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  1. In October 2005, I wrote my first post for the Clive on Learning. It was called Bringing e-learning into the twentieth Century. We're now 20 years into that new century and I'd like to think that, thanks a great deal to coronavirus and repeated lockdowns, we now have a pretty good idea of what advantages we can gain by learning online. Paradoxically, we've also realised just how important it is for us psychologically to be face-to-face.

    Anyway, this is my 900th and last post addressing issues around learning in the workplace, so I thought I would celebrate that fact with a blast of the trumpet. I am shifting to a new phase of my life in which I will be exploring other interests of mine, including music composition and writing, with an emphasis less on how others learn and more on how I learn and develop. At the end of March, I will share my First Post to reveal what I have been up to in this year of forced seclusion.

    For now, I would like to thank the 4 million or so readers of this blog over the past 15 years and wish you well as you continue your careers in learning and development. As we rebuild our lives and economies post-pandemic, you will have a pivotal role to play.
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  2. If you have an hour to spare (and, let's face it, in the current circumstances, that might just be the case),  you might enjoy this podcast hosted by the wonderful Jane Daly. I really enjoyed talking to Jane and reflecting on my career in learning and development.

    And I thoroughly recommend Jane's site People Who Know as a rich resource for learning professionals.



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  3. Last year I worked on a major project to develop online courses for HR professionals. Most of the content was aimed at influencing behavioural change so, as the principal writer, I decided to major on storytelling as strategy for learning. Over a six-month period, I reckon I must have written hundreds of stories, some no more than simple prompts for reflection and discussion, while some formed the primary means for uncovering ideas and generating insights.

    Reflecting on how central storytelling had become so central to my approach to learning design, I thought back to the point at which I really became hooked on this technique. Back in 2003, I devoted a great deal of energy to the design of a new CD-ROM course entitled Ten Ways to Avoid Death by PowerPoint. In blatant disregard of all the usual constraints of time and budget, I set out to design a programme that was both highly interactive and media-rich, engaging as many of the senses as possible.

    As the course was nearing completion, I came up with the idea of introducing the programme with a short story, adapted from a classic fairytale. Because the moral of the tale seemed to echo the main message of the course, I added this in, even though I was concerned about starting a course in such a passive, linear manner.

    Some time later, I met with a colleague who had been reviewing the course. She had shown it to several managers in her company and got some feedback. I asked if anything stood out that they found particularly enjoyable or memorable - perhaps the games, the multimedia, the illustrations? No, you guessed it, it was the story. It made the point, it stirred the imagination, it stuck in the mind.

    You may not be surprised, but I was. Can stories really be more powerful than interactivity in bringing about learning? I investigated further and found a site called storyatwork.com (it's long since disappeared). They said: "We are story-making machines. Cognitively speaking, every experience, every relationship, every object is stored in the mind as a story." OK, but any website that calls itself 'story at work' is going to be biased. What about the science?

    Well, Jerome Bruner, the father of cognitive psychology, believes storytelling is hardwired into our brains. The primary reason infants are motivated to learn to speak is because they have stories inside them that they want to share with others. Simple stories like "I fell over" or "I had a bad dream and I'm scared", but stories nonetheless.

    In his book Tell me a Story, psychologist and artificial intelligence expert Roger Schank argues that "knowledge is stories" and that intelligence may be more or less equated with the ability to tell the right story at the right time. Even the old-timers agree. According to the old Hopi proverb, "He who tells the stories rules the world". Hollywood already knows that.

    When you attend a really good workshop, the one thing you can guarantee is that the facilitator will have some good stories. Perhaps a few are just good jokes, but many will be extremely relevant to the subject in hand. They illustrate a point, they stimulate discussion. That's why it's so much more difficult to run a workshop for the first time - it can take quite a while to come up with all those anecdotes and examples that bring the event to life. It also explains why your average facilitator's guide is never quite enough of a foundation on which to run a workshop - however thoroughly it lists all the steps involved in preparing and running the event, it's inadequate if it doesn't also provide you with a repertoire of interesting and illuminating anecdotes.

    There's a clue here as to why so much self-directed learning is dry and boring. The typical designer will work with a subject expert to define the learning objectives and list the important learning points. They will structure this information and support it with visual aids and practical exercises. If they're not careful, what they will end up with is the online equivalent of the facilitator's guide, when what they should have done is spend hours in conversation with the subject expert, wheedling out their favourite stories on the topic - the successes, the horror stories, the amusing incidents.

    Even if you don't fancy yourself as a budding chat show host, you are unlikely to encounter much opposition. Subject matter experts will find it much easier to tell stories than to articulate what they know in terms of neat and tidy abstractions. Funnily enough, learners won't be any different. Try as you may to come up with clever mnemonics to help them remember the five stages in this, or the seven elements in that, they're much more likely to recall the tales you have told or the experiences shared by other participants. They'll also waste no time in passing these stories on to their colleagues. After all, they're only human, and if the scientists are to be believed, simply story-telling machines.


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  4. Back in 2009, I posted a simple analysis of learning technologies based on Diana Laurillardโ€™s conversational framework. This became the second most popular posting ever on this blog, so I thought I'd give it a further look.

    I was particularly taken by Dianaโ€™s five media forms (the descriptions are mine):
    1. Narrative media: explain, demonstrate, describe
    2. Interactive media: facilitate reflection, check understanding, encourage exploration, provide feedback
    3. Communicative media: allow exchanges between learners and between learners and tutors / subject experts
    4. Adaptive media: facilitate experimentation and practice
    5. Productive media: allow learners to articulate, express, demonstrate understanding
    I was interested to see what light these categorisations would shed on my understanding of the wide range of learning technologies currently at our disposal. The following table is my updated 2020 attempt at allocating technologies to each of the five categories. I have added a column to explain whether digital content would be an input to the learning processes involved or an output.

    Media formExample learning technologiesThe role of content
    Narrative mediaOnline videos, online articles and papers, podcasts, software demos, infographicsContent is an input to the learning process
    Interactive mediaScenarios, quizzes, simple games, click-through e-learningContent is an input to the learning process
    Communicative mediaSocial networks, forums, virtual classrooms, online meetings and discussions, webinars, email / messagingContent is an output from the learning process
    Adaptive mediaSimulations, AR/VR, intelligent tutorials, strategic games, intelligently curated content, adaptive learning pathwaysContent is an input to the learning process
    Productive mediaWikis, blogs, spreadsheets, apps for editing text, video, audio and slideshowsContent is an output from the learning process

    On re-visiting this analysis, Iโ€™m still not sure yet whether these categories move things along. Are some media forms more valuable than others? Are they situational? Should they be used in sequence or in combination? There's plenty of room to take this thinking further.

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  5. In my last post, I argued that, although face-to-face learning has been the default since the dawn of time, online learning has changed everything. As we have discovered over the past few weeks, online learning is scalable, flexible, accessible to all but a small minority, economical, environmentally advantageous and, of course, socially distant. Whatโ€™s not to like?

    So OK, there are situations when we simply canโ€™t achieve what we want online, which is fine because, in time, weโ€™ll be able to go back to doing some learning face-to-face. Used judiciously and typically as part of a blend, face-to-face learning is capable of adding tremendous value. But not for everyday learning, for special occasions.

    Letโ€™s imagine youโ€™re currently in a position in which you simply have to deliver your programmes online because your classrooms are all closed up.  You still have a big decision to make โ€ฆ

    1. Should I develop online materials to cover the content of my programmes?
    2. Or should I run live online sessions that approximate what I currently do in the classroom?

    If you spend most of your time in a classroom, youโ€™ll be drawn to option 2, because the experience will be similar and you will have less work to do in developing materials. But, in doing so, you only take advantage of some of the benefits of online learning - the social distancing, the reduced carbon footprint, the cost reduction. What you donโ€™t get is the scalability and the flexibility. You canโ€™t address as large an audience as quickly as you can with digital content and you canโ€™t offer your learners the opportunity to learning when they want, at the pace they want and in the way they want. So there has to be a good reason for delivering your sessions live. In short โ€ฆ

    Live online learning is also for special occasions

    So, what are those special occasions? Why do you want to fix your learners to a particular date and time? Here are some arguments:

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    Live events allow for a free-flowing dialogue, something that is simply not going to happen by email, in a forum or on Twitter. Many learning activities, including role-plays, simply have to be live.

    2
    In a live event, you have the potential to get quick answers to your questions and immediate feedback on your performance. This level of responsiveness can be important in some situations, such as learning to operate a process or to handle customer queries. Generally speaking, a real-time approach gets the job done quickly, whereas it can take ages to resolve an issue while you wait for people to respond when it suits them.

    3
    Live events can also have more emotional energy (sometimes negative as well as positive) than their self-paced equivalents. Most of us would prefer to watch a big sporting event as it happens rather than see the recording sometime later, even if we do not know the outcome. There is something about experiencing an event as it happens in the company of our peers, whether thatโ€™s face to face or online. And this upsurge of emotion is going to make a big difference in terms of what we remember.

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    In the context of a blended solution, live events also act as a milestone to encourage learners to get the self-paced work done. In a course which has no timetable, it is inevitable that individual study will be put off to a later date โ€“ after all, learning is rarely the most urgent task on our to-do lists. Even if deadlines are established for self-paced learning, there is always the feeling that these could easily be pushed back if required. However, when a programme is punctuated with live events, there is a massive incentive to get on with your โ€˜homeworkโ€™ โ€“ no-one wants to be the one who hasnโ€™t got their assignments done.

    Choices, choices, choices. To keep it simple, letโ€™s reduce all this to three steps:

    1. By default, deliver your learning programme as online content
    2. When online content wonโ€™t do the job (you want free-flowing discussion, you need to provide instant feedback, you want emotional energy, you want to introduce milestones into a longer programme, and so on) then consider delivering some elements live and online
    3. When live and online still isnโ€™t enough (people need to be hands-on, you need full attention, you need maximum sensitivity to body language, etc.) then consider delivering some elements face-to-face

    Except, of course, that option 3 is not available at the moment. So, make option 2 work.

    Easy

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  6. Having spent the past 25 years advocating the greater use of online tools and resources for education and training (not to mention many other aspects of our lives), I've met my fair share of opposition and have to admit that I've been frustrated at how slowly we have responded to the opportunity.

    I needn't have worried! All we needed was a pandemic. All of a sudden, it seems quite absurd to question the concept of online learning. For me, this is the silver lining on a very dark cloud.

    Of course, the crisis will come to an end and, when it does, we have a chance to re-think before automatically assuming our previous positions. So, should we simply go back to doing as much learning as possible face-to-face? Or perhaps dispense with the idea of face-to-face learning altogether? To answer the question, I return to my post of 9th December 2011. For me, face-to-face is for special occasions.

    ***

    Ask yourself. What proportion of the music that you consume is at a live performance? Chances are it's something between 0 and 10%. What proportion of the drama that you watch is at the theatre, rather than at the cinema or on TV? I'd be surprised if it's more than a few percent. And what proportion of the sport you watch is in a stadium rather than on TV? You get the idea.

    And yet, there's a good possibility that those live events that you have attended - music, drama, sports or whatever - are among the most memorable occasions of your life. Perhaps even peak experiences.

    If you wanted to up the percentage of time you spent watching live music, drama or sport, it would come at a considerable price in terms of admission fees, travel, time and sheer adrenaline. Chances are that, unless you're rich and with considerable discretionary time, it would be completely impractical. In fact, with all the rush of modern working life, you're probably finding it increasingly impractical to watch TV or listen to radio at the times at which the programmes are broadcast. A great deal of your media consumption is almost definitely asynchronous - under your time control - using downloads, streaming media and the like.

    Is it too fanciful to apply the same logic to learning? The default position is now asynchronous and online, giving you complete control over time and place. If you want to share an experience with other learners in real time, you go synchronous, using some sort of virtual meeting platform. If you need a rich sensory experience that you'll remember for years, then spend the money, put aside the time and meet up face-to-face at a conference or workshop.

    There was a time when the only way you could listen to music, watch a play or a sporting event, or attend a class was live and face-to-face, because there were no ways to transmit or record these events electronically. Quite clearly those days are gone and we are the richer for it.

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  7. This week on The Good Practice Podcast, I join Ross Garner and Owen Ferguson to discuss the promise of e-learning.
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  8. An orchestral re-imagining of Robin Williamson's epic song for The Incredible String Band, conceived for the musical 'U' some 50 years ago.

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  9. Six months of highly concentrated effort by the Skills Journey team has paid off with the launch, on January 23, of a major new online learning resource for 150,000 members of the Chartered Institute for Personnel and Development (CIPD).

    We worked closely with the CIPD learning team to help produce eight courses aligned to the core behaviours in the CIPDโ€™s New Profession Map:

    Ethical practice
    Professional courage and influence
    Valuing people
    Working inclusively
    Commercial drive
    Passion for learning
    Insights focus
    Situational decision-making

    This was a real team effort with design and development shared across CIPD and ourselves. To get this resource out in such a short time, including the production of 73 new videos and animations, we employed a highly agile and collaborative approach and this certainly seems to have paid off with a fantastic early response from CIPD members.

    A big challenge was that we were not focusing on knowledge-based material; we wanted to challenge and shape the behaviours of those working in HR, L&D and OD, not just in the UK but across a wide range of cultures. This led us to adopt an innovative design, centring on storytelling, authentic challenges, personal exploration, reflection and social interaction.

    We were determined not to bombard learners with abstract information. We wanted to stimulate insights that would transform practice and enhance the professional standing of those working in the profession. I reckon we have every chance of achieving that.

    The courses are free to CIPD members. If that doesnโ€™t include you, you can get an overview of what the resource contains on the CIPD website.


    Clive is now Instrumentality
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  10. .

    Something about Quelque Chose
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