Communities of practice are dynamic social structures that require both initial design and ongoing cultivation so they can emerge and grow.  However, through a series of steps, learning professionals and community members can design a community environment, foster the formalization of the community, and plan activities to help grow and sustain the community. But ultimately, the members of the community will define and sustain it over time.

Here are most of the activities listed from the session.  Some are slightly edited for consistency or to merge with similar items to create a single list.

Please visit my new blog Performance X Design to see the list.

Note:  The Gram Consulting blog has been discontinued…I post blog introductions here  to encourage Gram Consulting readers to subscribe to the new blog.   Please come on over…

Leadership Development in a Learning 2.0 World

• Contrast current leadership development practices with learning 2.0 driven practices
• Describe benefits of learning 2.0 for transforming leadership and management development
• Describe a model of leadership development driven by learning 2.0 principles
• Envision a future Leadership Development program for your organization on a by a learning 2.0 foundation
• Define strategies for integrating learning 2.0 concepts into current leadership development programs

To read the full post and view the conference presentation please visit Performance X Design.

I’ve was reading some Henry Mintzberg over the holidays.  His recent books–Managing and Managers Not MBA’s–both question prevailing thinking on management and leadership and present alternatives for effective management practice and development.  Both books include a model of management as a balancing act between science, art and craft. His argument is that effective management requires all three and an overemphasis on any one results in dysfunction.

I think it also offers some insight to effective Instructional Design.  Much of the recent debate regarding Instructional Design models and practice (see my own view here) seem to revolve around the prescriptive, process based models of ADDIE (and like models) versus  more open constructivist approaches, presumably more relevant for our networked and collaborative work environments.   The arguments tend to get unnecessarily polarized.  The following table is adapted from a similar one Mintzberg created for defined management styles.  I believe it works equally well for for Instructional Design practice.

Please visit Performance X Design to read the full post….

It’s been a challenge to get back to the blog as I have been finishing Gram Consulting work,  closing out the business and transitioning into a new full time position. Things are starting to settle down and I now hope to get back to posting more regularly. Thanks for the well wishes and inquiries from regular readers since I started the blog.   Onward…

e-Learning: What’s hot, what’s not

I received a request from a colleague last week who is helping a company put together a learning strategy, part of which will focus on e-learning. Her question was this:

what’s hot and what’s not in e-learning these days ?

I gave it a bit of thought and came up with the following lists. I would love to hear your additions or deletions from the list (as would my colleague).

Please visit Performance X Design to read the full article….

Tuesday (Oct 19) is dedicated to “Research into Practice”, a topic near and dear to me. All presentations  on Tuesday are based on the theme.   Allison Rosset will discuss the importance of research in guiding instructional practice,  Harold Stolovich on performance improvement research,  Traci Sitzmann on e-learning research and Christine Wihak on what we research tells us about informal learning.

I will be presenting a Trading Post session on Tuesday at 2:00 pm titled Getting Informal: Merging learning and Work through Informal Learning. It will be based on many of the concepts I have presented in this blog, particularly Leveraging the full Learning Continuum and the 10 Strategies for Integrating Learning and Work series.

A Thought Leaders series begins on Wednesday which will include sessions by Marc Rosenberg (on Learning 2.0), Patti Shank (on common errors in learning design) and Bob Morton (on change management).  My new employer (Nexient Learning) is also presenting a case study with Deliotte on Managerial Effectiveness that I’m looking forward to.

I will be presenting on a Learning Technology Thought Leaders panel session on Thursday (20th) titled: Enterprise Solutions, Managing the Training Function.   I’ll be on the panel with Harold Jarche, Sheryl Herle, Sheri Philips and Gary Woodill (from the Brandon Hall team) We will thrash around the pros and cons of Learning Management Systems. The session is moderated by Saul Carliner from Concordia University.  No lack of opinion in that group!  Should be interesting.

Thursday also includes a keynote by Peter Senge whose work I admire and have posted on in the past.

If you happen to be there please stop by one of my sessions and say hello.

CSTD and IFTDO World Conference from CSTD and IFTDO on Vimeo.

The research is based an an annual survey of 1700 companies from across the globe in a range of industries and functional areas and has been ongoing now for about three years running.  The Mckinsey Quarterly recently summarized results in an interactive visual chart and as a full article in the McKinsey Quarterly titled How companies are benefiting from Web 2.0: McKinsey Global Survey Results (The article is free but you have to join the free membership to see it in full).

The following chart from the interactive feature summarizes how web 2.0 technologies are being used for some internal purposes including managing knowledge and training.   Internal blogs and wikis are being used significantly for Managing Knowledge. For Training uses the highest categories are Podcasts and Video Sharing (unfortunately the most  presentation oriented technologies of the bunch).   Social Networking is being used extensively for fostering collaboration and identifying and recruiting talent.

Click to access the McKinsey interactive chart

If you go to the interactive feature be sure to listen to the “about this research” audio snippet.  It provides a brief summary of the research and findings across three years.   Some conclusions McKinsey draws:

• an increasing number companies are adopting web 2.0 technologies
• more companies will start to use them for wider purposes including customers, internal employees and suppliers
• uses will continue to evolve and get better at deriving business value

the striking result is that 2/3 of the companies are deriving measurable business value.

McKinsey summarizes:

“This year’s survey turned up strong evidence that these advantages are translating into measurable business gains.  When we asked respondents about the business benefits their companies have gained as a result of using Web 2.0 technologies, they most often report greater ability to share ideas; improved access to knowledge experts; and reduced costs of communications, travel, and operations.  Many respondents also say Web 2.0 tools have decreased the time to market for products and have had the effect of improving employee satisfaction”.

I think it’s a great example of the contrast of learning in rigid formal environments and learning in the context of meaningful problems and authentic tasks.   The focus is public education but it’s not a stretch to extend to classroom training in the workplace.

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No, I’m not very good in school. This is my second year in the seventh grade, and I’m bigger and taller than the other kids. They like me all right, though, even if I don’t say much in the classroom, because outside I can tell them how to do a lot of things. They tag me around and that sort of makes up for what goes on in school.

I don’t know why the teachers don’t like me. They never have very much. Seems like they don’t think you know anything unless you can name the books it comes out of. I’ve got a lot of books in my room at home-books like Popular Science Mechanical Encyclopedia, and the Sears & Wards catalogues–but I don’t sit down and read them like they make us do in school. I use my books when I want to find something out, like whenever mom buys anything second-hand I look it up in Sears or Wards first and tell her if she’s getting stung or not. I can use the index in a hurry.

In school, though, we’ve got to learn whatever is in the book and I just can’t memorize the stuff. Last year I stayed after school every night for two weeks trying to learn the names of the presidents. Of course, I knew some of them–like Washington and Jefferson and Lincoln, but there must have been thirty altogether, and I never did get them straight. I’m not too sorry though, because the kids who learned the presidents had to turn right around and learn all the vice-presidents. I am taking the seventh grade over, but our teacher this year isn’t so interested in the names of the presidents. She has us trying to learn the names of all the great American inventors.

I guess I just can’t remember the names in history. Anyway, this year I’ve been trying to learn about trucks because my uncle owns three, and he says I can drive one when I’m sixteen. I already know the horsepower and number of forward and backward speeds of twenty-six American trucks, some of them Diesels, and I can spot each make a long way off. It’s funny how that Diesel works. I started to tell my teacher about it last Wednesday in science class when the pump we were using to make a vacuum in a bell jar got hot, but she, didn’t see what a Diesel engine had to do with our experiment on air pressure, so I just kept still. The kids seemed interested though. I took four of them around to my uncle’s garage after school, and we saw the mechanic, Gus, tear a big truck Diesel down. Boy does he know his stuff!

I’m not very good in geography either. They call it economic geography this year. We’ve been studying the imports and exports of Chile all week, but I couldn’t tell what they are. Maybe the reason is I had to miss school yesterday because my uncle took me and his big truck down and we brought almost 10 tons of livestock to the Chicago market.

He had told me where we were going, and I had to figure out the highways to take and also the mileage. He didn’t do anything but drive and turn where I told him to, Was that fun. I sat with a map in my lap, and told him to turn south, or southeast, or some other direction. We made seven stops, and drove over 500 miles round trip. I’m figuring now what his oil cost, and also the wear and tear on the truck–he calls it depreciation–so we’ll know how much we made.

I even write out all the bills and send letters to the farmers about what their pigs and beef cattle brought at the stockyards. I only made three mistakes in 17 letters last time, my aunt said, all commas. She’s been through high school and reads them over. I wish I could write school themes that way. The last one I had to write was on, “What a Daffodil Thinks of Spring,” and I just couldn’t get going.

I don’t do very well in school in arithmetic either. Seems I just can’t keep my mind on the problems. We had one the other day like this:

If a 57 foot telephone pole falls across a cement highway so that 17 3/6 feet extended from one side and 14 9/17 feet from the other how wide is the highway?

That seemed to me like an awfully silly way to get the width of a highway. I didn’t even try to answer it because it didn’t say whether the pole had fallen straight across or not.

Even in shop I don’t get very good grades. All of us kids made a broom holder and bookend this term, and mine were sloppy. I just couldn’t get interested. Mom doesn’t use a broom anymore with her vacuum cleaner, and all our books are in a bookcase with glass doors in the living room. Anyway, I wanted to make an end gate for my uncle’s trailer, but the shop teacher said that meant using metal and wood both, and I’d have to learn how to work with wood first. I didn’t see why, but I kept still and made a tie rack at school and the tail gate after school at my uncle’s garage. He said I saved him ten dollars.

Civics is hard for me, too. I’ve been staying after school trying to learn the “Articles of Confederation” for almost a week, because the teacher said we couldn’t be a good citizen unless we did. I really tried, though, because I want to be a good citizen. I did hate to stay after school because a bunch of boys from the south end of town have been cleaning up the old lot across from Taylor’s Machine Shop to make a playground out of it for the little kids from the Methodist home. I made the jungle gym from old pipe. We raised enough money collecting scrap this month to build a wire fence clear around the lot.

Dad says I can quit school when I am sixteen, and I am sort of anxious because there are a lot of things I have to learn–and as my uncle says, I’m not getting any younger.

Even if you haven’t read Outliers yet you probably know that it sets out to dispel myths that intelligence or innate ability are the primary predictors of success.  Instead,  Gladwell summarizes research and provides examples to show that it is hours and hours of practice (10,000 to be exact) and a “practical intelligence” (similar in concept to emotional intelligence) acquired through experience that are the real determinants of success.

Gladwell covers similar territory (and draws on the same research) as Geoff Colvin’s Talent is Overrated: What Really Separates world Class Performers from Everybody Else, another excellent book that elaborates on an article Colvin wrote for Fortune magazine a few years ago: “What it Takes To Be Great”.

Both books debunk the assumption that “gifted” skill and great performance comes from innate talent, personal traits or hard wired competencies and ability.  The research Galdwell and Colvin draw on is impressive.  Both point to the extensive work of K. Anders Ericsson at Florida State University.  Ericsson has conducted years of rock solid research on the role of “deliberate practice” in the acquisition of expert performance.  If you like to seek out source research as I do, then you’ll enjoy Ericsson’s (and others) impressive work that has been collected in the Cambridge Handbook of Expertise and Expert Performance. Here is an earlier (and less hefty) review on some of the same research: “Deliberate practice” in the acquisition of expert performance.

At the core of these works is the concept of “deliberate practice” over longs periods of time (up to ten years).  While impossible to boil down the theory into a few points, here it is…uh…boiled down into a few points.   Highly skilled performance in all aspects of life and work can be developed by the rough equivalent of 10,000  hours (10 years or so) of increasing specific, targeted and mindful practice in a domain of expertise. The practice must be:

• Specific & technique-oriented
• Self regulated
• Involve high-repetition
• Paired with immediate feedback on results
• Isn’t necessarily “fun”, (in fact can be grueling hard work)

“Deliberate practice is activity designed specifically to improve performance, often with a teacher’s help; it can be repeated a lot; feedback on results is continuously available; it’s highly demanding mentally, whether the activity is purely intellectual, such as chess or business-related activities, or heavily physical, such as sports; and it isn’t much fun.
From: Talent Is Overrated: What Really Separates World-Class Performers from Everybody Else .

Where Gladwell and Colvin focus on how an individual (you!) can use deliberate practice to improve and achieve the success you want,  Learning Professionals should be thinking about how to use the ideas to help others develop and grow the expertise needed by the organizations we support.  Ericsson has something to say here as well, having recently published a new book on how to design learning environments to develop and measure expertise– Development of Professional Expertise: Toward Measurement of Expert Performance and Design of Optimal Learning Environments.  In a time when learning/instructional design has become generalized and de-professionalized to the point of non-existence, it’s refreshing to see a serious treatment that moves the profession forward.

Using “Deliberate Practice” to Improve Workplace Performance

Here are 10 ideas that just scratch the surface on how Learning Professionals can use “deliberate practice” to improve workplace skill and performance.

1. Move from “mastery learning” to designing practice with feedback over longer periods of time (from learning events to a learning process). Deliberate Practice differs from the concept of ‘Mastery Learning” at the heart of much instructional design.  Mastery learning assumes a skill is perfected (or at least brought to a defined standard) in a fairly short period of time often within the scope of a single course. The complex professional skills of modern knowledge workers and managers demand a stronger focus on long term practice and feedback and building learning around long term objectives.
2. Develop the person. Time, practice and individualized feedback imply a long term focus on individuals rather than on jobs or roles.
3. Informal learning efforts like action learning, coaching and are cognitive apprenticeships are critical but they must be focused on practice and immediate feedback and extend over long periods of time.
4. Relevant, frequent and varied practice must be the dominant and most important element in all formal training programs.
5. Practice opportunities must extend far beyond initial training programs, to allow people to hone their skills through experimentation with immediate feedback.
6. Create practice sandboxes and simulation centres for key organizational skills where people can practice their skills and experience immediate feedback in safe environment.
7. Design visual feedback directly into jobs so professional can immediately see the results of their work.  In this way working IS deliberate practice.
8. Turn training events into the first step of a learning journey that will continue to provide opportunities to practice and refine skills throughout a career.
9. Identify the interests and strengths of people nurture them through opportunities for deliberate practice. Provide resources and support that encourage early effort and achievement.
10. Ensure social media environments provide opportunities for coaching and mindful reflection on performance.

9. Design jobs for natural learning

Most of us accept that we learn through experience,  whether that experience is structured into a training program or simply the “experience” of working.   But what is it about experience that results in learning?  There are a number of factors,  but most powerful among them is the feedback we receive (or don’t receive) on the results of our actions.  We intuitively use that feedback to adjust our actions, decisions, methods etc. to try to get it right the next time…in other words we use feedback to learn…to get better at what we do and accomplish.

Left to our own devices we seek out feedback to determine how well our actions worked at accomplishing our goal.   Jobs with effective feedback mechanisms available result in much more rapid learning, improved results and higher levels of motivation.  Designing a job with an effective feedback system is the equivalent of designing a job as an effective learning system.

A useful performance feedback system need the following elements to produce the kind of information needed for an employee to learn and perform:

• A clear understanding of the requirements both in terms of the outputs they are expected to produce and the standards of quality, cost and time they are expected to meet.

• An accurate and objective measurement system. Job outputs must be easily measured and compared to the standard.   It can include both qualitative and quantitative data.

• A visual display of the performance data against the standard. Charting and graphing performance data is much more effective than text, tables and spreadsheets.  It adds a level of interpretation and visual comparison that people readily accept.  There are many visual performance charting tools available, most of them automated.  They include line graphs, control charts, bar charts, pie charts and many others.

A sample line graph

• It must be timely, relevant and specific to the employee of team.

System thinking has also taught us that feedback is also important for identifying the downstream consequences of our actions. This feedback will typically be delayed, especially in knowledge work contexts when our output is part of a larger solution that can take months or even years before results are fully realized.  Sometimes unintended or undesired consequences can be the result.

immediate and delayed feedback

Other learning uses of performance feedback systems

Once an effective feedback system is in place it can be the basis for other learning interventions like coaching, performance appraisal, team development, and process improvement.  It should also be used to provide data to evaluate the effectiveness for formal training.  In many ways formal training is meant to compress and accelerate the learning that an individual might naturally get on the job.  Training should result in improvements that register on the performance feedback tool.   Formal training is our last an final strategy for integrating learning and work.

10. Bring the job to learning

Integrating learning and working implies building learning into jobs and processes–and that has certainly been the focus of the first nine strategies.  But greater integration can also be achieved by bringing jobs and processes into formal learning design.

Broadly speaking the goal formal training is to compress on the job experience to bring people to competency as quickly as possible.  Somehow over the years that goal been reduced to lots of telling and very little “doing”.   So my last strategy is an appeal to bring structured experience back to formal learning.  I don’t mean generic structured experience (like a management outdoor education or abstract team building exercises for example) but experiences based on authentic learning tasks.

We know how to do it.  The formal learning strategies that result in superior learning include business and process simulations, decision case learning, anchored instruction and the whole task learning design methods found in Jeroen van Merrienboer’s  4C/ID work.   Here are some links to design approaches that are based on real world learning tasks:

• Situated Learning
• Anchored Instruction
• Cognitive Apprenticeship
• Goal Based Scenarios
• First Principles Method
• 4C/ID

Some organizations are starting to turn their training functions into simulation centres and learning “studios” that use a combination of physical and knowledge based simulations of actual work processes and tasks.  For example Sick Kids Hospital in Toronto has developed a simulation centre.

For a very interesting academic experiment in a studio based approach to learning that I think would translate well to business settings see MIT’s Technology Enabled Active Learning Project.  It is based on a studio approach to learning that moves seamlessly between lecture, experimentation and discussion and individual design projects in one large technology enabled room.  Remote technologies could easily be used for dispersed employees.

This takes us full circle back to strategy #1.   If you use appropriate analysis tools to understand the job for which training is being developed, the quality of that training will be dramatically improved and the skills employees learn will be immediately useful.   Performance-based learning and Learning-based performance.  Two worthy and achievable goals for the learning professional.

Posts in the “10 Strategies for Integrating Learning and Work” series:

Part 1:

• Strategy 1:  Understand the job
• Strategy 2:  Link Learning to business process
• Strategy 3:  Build a performance support system

Part 2:

• Strategy 4:  Build a community of practice
• Strategy 5:  Use social media to facilitate informal learning

Part 3:

• Strategy 6:   Implement a continuous improvement framework
• Strategy 7:   Use action learning

Part 4:

• Strategy 8:  Use Organizational Learning practices

Part 5:

• Strategy 9:  Design jobs for natural learning
• Strategy 10:  Bring the job to the learning

Are you ready for Bio-Optic Organized Knowledge (B.O.O.K)?  Apparently “thousands of content creators have committed to the platform and investors are reported flocking to the medium”

I learned about the new device through this B.O.O.K MARK while browsing a local supplier of B.O.O.K on the weekend.