The Grays in Learning

I was reading Donald Clark's latest post on Funny Exam Answers. I found the Neils Bohr's incident particularly interesting. Read the post to understand what I am referring to. This had me thinking.

• Do we always assume that there is only one way to do something or one right answer?
  
• When we design assessments, do we fail to take into consideration that there may be more than one right answer?
• Do we ever consider that the subject we are dealing with may have gray areas and is not necessarily black and white?
  
• Do we take into account the fact that there are several variables in a real situation? Are we making it too simplistic and therefore, unusable because we fail to include the various permutations and combination that exist in real life?
• Do we restrict our learner's imagination and insult their experience by giving them multiple choice questions that keep in mind only one aspect of real life?
• Do we given them type in answers and then reprimand them for getting a spelling wrong or for not writing things the way we taught them?

I remember an incident from my college days. My English teacher would recite a poetry and would ask us to interpret the meaning of a verse. I would always wonder that there are several interpretations that can be drawn out from poetry. It all depends on the way you look at it. Most of the times, we are going to have different people interpreting different things and very seldom there is one right answer. Also, I think we want our learner to think of several situations. They should be able to apply what they have learnt in different contexts using their discretion, knowledge, and experience. We do not want to make all learners similar by expecting them to behave in the exact same fashion. We want to encourage them to think and make the right choices. Read another post that I had written some time back on Exercises that help reflect on gray areas.

Recently, we developed a small learning nugget on understanding your consumers and positioning a product. This nugget was meant as a refresher for an ILT program. The objective was very clear. The learner should be able to apply what he learnt during the ILT. He should be able to observe the farmer and his realities, identify what type of consumer this is and position a product accordingly. This was the learner's first experience to eLearning. During Learner testing, we realized that they wanted much more. They wanted more cases, they wanted to compare farmers, they wanted more variable factors and increase in complexity. Simplicity is fine, but pointless when it fails to capture the real influencing factors. The common misconception may as well be that simplicity means fewer variables. What I now understand is that multiple variable factors is far more realistic. So is it about simplicity vs. reality? Are we trying to equip the learners to deal with what is real or are we massaging their egos that giving them easy stuff? That's the question that needs to be answered.

Help L&D Transition to T&D

I was reading 'Is it a dead-end for L&D professionals?' thoughts shared by Mathew Kuruvilla. In August, I had blogged on 8 Tips for the Training Department, but after reading this post I got an opportunity to understand things from the other side of the table. Mathew mentions:

“Unless L&D professionals evolve to a more strategic role in the organization, it’s going to be dead end for them. L&D will always be treated as a support function to HR.”

If you are just filling in the training calender with courses no one needs, it is surely a dead end for these L&D professionals. When you read Mathew's thoughts, you will know exactly what the L&D needs to do to ensure that move to a more strategic role. What I am more interested is how can learning consultants help make this transition from L&D to T&D (Talent and Development)? What are the challenges that learning consultants face? How can these be overcome? Let us take this one at a time.

How can learning consultants help L&D transition to T&D?
For every project, start with a contextual inquiry. I have seen that contextual inquiry gives you a wider access into the organization. It gives a clear picture as to what gaps exist and these gaps may not necessarily be training related. We have suggested process changes, structural changes, training, and so on to address these gaps. Assessment centers also help the L&D departments understand the existing competencies and the areas of focus (if any). This will help identify the key needs to help the employees grow.

What I truly appreciate in Mathew's interview was his 3-E mechanism: Education, Exposure, and Experience. This truly helps the employee grow in a more holistic fashion. Most times, we end up giving extra attention to just one of these aspects. These make the person who they are and therefore, it is important to understand this. Most L&D professionals consider their employees as a 'clean slate'. I have often heard my cousin from the IT industry grumble that he needs to take a compliance course every year because of a US law. He mentioned that the scenarios are tweaked but the same thing is presented year after year. Imagine the effect of this on motivation! Why not have a a simple check to ensure that the person still remembers what was taught. It is less painful for the employee and we have done our job of keeping the US government happy.

The crux of the matter is that training decisions have to be strategic decisions. How will the employees benefit from this? Do they really need it? What am I hoping to achieve? If only more L&D professionals think like Mathew does.

What are the challenges that learning consultants face? How can these be overcome?
The article touches on the challenges that L&D professionals face. But what challenges do learning consultants face?
1. We are treated more like vendors who execute training rather than consultants who provide suggestions. We know our work best and that's why we do it. Make your opinions count. Make them trust you to make the right suggestions. Be extremely transparent. Don't think about your pocket, think about success. Work as an extended team.
2. We do not have access to the real learners. If your clients trust you, they will open the doors and give you all the access you need. If they know why you are suggesting a particular task, they will understand that you have only their interests at heart.
3. Clients underestimate the importance of training. Give them holistic learning, not just training. Support them while they implement the training. Give them ideas and solutions to make learning a habit, to encourage transfer of knowledge. Your task does not end with implementation. You are an extended team that supports them when they need it. You do your work right and your clients will see the difference for themselves.

Can we really help L&D professionals make this transition to T&D role? Are you going to stand by and watch them make this transition or are you going to make your presence and importance felt by helping them? I am quite sure there is a lot more to this. Please add to this or share your thoughts or critique mine.

Working with the Client, not for Them

I thought this video was very funny. I get the joke, seriously, I do! But what really gets to me is that most us may be working this way. I wish the designer had given an opinion, made a case for himself, suggested why certain things work and certain things don't. WAKE UP, man! As a designer, your job is not to create SOMETHING for the client. You job is to understand what your client wants, what is the goal of the project and then give your expert suggestions. They have hired you because you are an expert at what you do.

In training, keep the learning goal and the learner as the focus. Back up your suggestions with logic for why it would work and why it wouldn't. Don't just give in because finally the client is bound to be disappointed with your work. Your work is to find out what will truly work and ensure that the client gets that. If they are still insistent, let them know you are not happy about it but will do as is suggested. They will treat you as an expert. They will ask you for your opinion. Why?

1. They trust you are looking out for the good of the company. They realize that you are trying to do your job right. They will support you as your goal is in line with their goal.
   
2. They realize that you know what you are talking about. You have the expertise in this field and that you rationalize things before you suggest them. You don't say no, I can't do it. You say this may not be good for the design because....
   
3. You are part of their team and not just any vendor. They respect you and value your presence.
   

So, do you have a spine? Do you blindly do as you have been told? Do you think for yourself before your execute? Do you behave like an expert? It is tough, but the least we can do is try and try really hard.

Also read That Dirty Word -Creative and Getting Stuck and Unstuck.

Gain Attention - What's the Fuss?

The first few minutes of any interaction is crucial because the people involved are all judging what they are experiencing. This is true for face to face interaction, the first few pages of a book or movie, a phone conversation, and so on. First impressions... Have you ever picked up a novel and found it difficult to complete it? Have you sat in class and starting doodling or passing notes because you couldn't care less what the lecturer had to say? Have you formed an opinion to not like a movie just by looking at its trailer?

First impressions... In learning also, first impressions are crucial. The first few seconds decide the fate of your course. The learner may just drop out or click Next continuously to 'get it done with'. If first impression is not positive, your great ID strategies within may just fall on deaf ears.

Gain attention:
1. Sets expectation: What is in it for me? and What is this all about?
2. Get them thinking: Really?/ No way!/ So true!!
3. Makes an impact: Strike an emotional chord. Touches the learner's heart. I don't mean 'mush' :)
4. Makes them give you a chance: They want to hear/see more. You have their undivided attention.

Types of gain attentions:

• Myth breaking: Break an existing Myth. There is nothing like challenging an individuals belief's systems. It triggers an emotion in them. If you prove what you say right, you may have found respect for your course.
• Fact Sharing: Share facts that will inspire/surprise them. Saying Roses are red isn't going to make them notice. Share information that will really interest them.
• Challenge/pretests: This is good for learners who believe they know it all and there is nothing more to learn and for demotivated learners. Do not test the learner. The objective is for him to understand where he stands, to judge himself. Don't try to trick him. (When should we use pretests?)
• Story/Scenarios: Make the learner empathize with a scenario or people in the scenario. Make them want to help the people out. Give them control over the destiny of another individual's lives. Creaet scenarios that will make them feel, 'Hey, this happens with me all the time!' or 'That's a tough one. How will she get out of it?' Make learners love/hate the characters.

I think gain attentions should have 'depth'. Visuals is a way to communicate the message. But the visuals never become more important than the message itself. If you really on WOWing the learner based on just the 'look and feel', you may just manage to capture his attention for a few seconds.

If you WOW the learner through an effective message, you will grab the learner's attention for way longer. Like Micheal Allen says what use is a fancy graphics and a spinning logo if it does not aid learning.

I think we don't fuss about it enough. Gain attention makes your users sit up and notice. It makes them want to see what lies ahead. It makes an impression and they are willing to give you a chance. Grab it while you can!

DezineConnect: Connecting Designers

Are you a designer? Are you inspired by one? Do you want to know how their mind works? Do you want a sneak peek into the kind of work they do? DezineConnect interviewed Neil Dantas, designer who designs graphical T-shirts with a strong social message. Read more here and be inspired!

As an Instructional Designer, I think it is great that these sites bring us closer to the design community. There is so much we can learn from them. A little about DezineConnect:

DezineConnect celebrates design from India. It connects creative people to the world. DezineConnect aims to showcase designers, design buyers, and design support people.

If you know a great designer, who must be featured here, get in touch with the DezineConnect team. You can follow DezineConnect on Facebook and Twitter. Stay connected to see some interesting stuff!

5 Unlearnable Elements in Your eLearning

What are the 5 unlearnable elements that all IDs should steer clear off?

1. Definitions

Definitions (especially poorly written ones) are not important. Look at a few examples.

Negotiable instrument is a written document by which a right is created in favour of some person and this is transferable by delivery.

Meaning?

Credit is the provision of resources by one party to another party where that second party does not reimburse the first party immediately.

Sounds confusing!

Direct manipulation is a human-computer interaction style which involved continuous representation of objects of interest and rapid, reversible, incremental actions and feedback.

Now in English please...

How many of us are comfortable introducing a concept using a definition? Have we ever stopped to wonder how effective these definitions are? Here's what we typically do: Start any module with a definition because it makes the content look authentic. Then, we go on to simplify the definition further. If we stop to think about it, we may just realize how unlearnable these definitions are.

Definitions are meant to simplify a concept. Help understand an idea/process better. Why is it important to share a definition when you can jump directly to the explanation? I remember in school how I had all the important definitions by heart. But looking back now, the visual depiction of evaporation or osmosis was far more useful in understanding the concept. Think about it. Is it important for a manager to know the definition of conflict or identify a conflict situation and react appropriately? Don't bother with definitions. They only intimidate or confuse the learner further and serve no learning purpose.

2. History

Why does man have the urge to start from the beginning? Why is it so important to know what happened in the past? When I learnt about computers, it started with history of computers. When I learnt about the Internet, it started with history. When I learn about Search Engines, it starts with history. Really, how important is this information to me? What can I do with the knowledge of history? When can you use history?

• Teach a scientist the history of a particular theory because it may important for him to know: 'This has already been tried and the results were 'this'.
• When you want to drive home the important of a current process vs a previous process. Common Craft Videos do this beautifully.
  

Don't use it unless it is absolutely critical to learning. If your SME insists, move it to references.

3. Information dump

Some eLearning applications look like a dump of information. What we need to understand is that SMEs (at least 99% of them) will give you information. Let me share an instance with you. I was handed responsibility of storyboarding for a technical skill-based course. I had a never ending content dump. Most of the content in this was theoretical and could be classified under information. When I asked the SME for examples to substantiate the theory, the SME told me: 'We have done all the research that need to be done. So you don't need any more information. All you need to do is make it learnable.' Sure. I didn't give up and thankfully I had another very cooperative SME. I would surf the Internet for suitable examples and get it validated. The content dump and the course look completely different.

Next time you dump information in your storyboard, dont bother. Just mail the word document to the learners. Your eLearning is as learnable as the content dump. No one is going to give you information in the learnable format. It is our job to make it learnable. Make information learnable. Remove all the necessary content and get the real stuff out.

4. Visuals

Simply putting an attractive visual on the screen will not help the learner learn. I have seen SBs where the visuals are based on the least important information on the screen. Focus on designing learnable, useful visuals. They must support and reinforce what is being described.

5. Exercises

Exercises for the sake of it is a pure waste of time. The usefulness of the exercise is in danger if it is:
1. Very obvious

• the question is poorly designed and gives the answers away
• the question is really not important/too simplistic
• The question does not require much thought (while designing or solving)
  

2. Forced (because I have to add an exercise after 10 screens)

Exercises also have to be learnable. They have to have a purpose. They must make the learner think.

Next time, we start storyboarding let us not start with the definition, move to the history, dump information on screens, provide useless visuals, and add pointless exercises at regular intervals. What are the other common used unlearnable elements that you have witnessed?

Challenge: Facing it or running away?

I was chatting with my colleague Yatin, when he jokingly told me 'Well, you don't seem to like the challenge then.' I always thought myself as a person who enjoyed challenges. I hate mechanical, dry, boring, work. I have to have to use my head, else my heart is not in it. And, I cannot work if my heart is not in it. So, then why did I not like that particular challenge?

I like a challenge, when:
1. I can see the light at the end of tunnel. I know that there is a way out. Like in games, when you know that you just have to keep planning your attack and finally you will get past to the next level.

2. I am confident that I have what it takes. Let us face it. We are good at certain things and not so good at others. It is ok to accept that there are things that I do bad. What can I do about this? Think about how I can improve. Read more about it. Talk to people who are good at it. If it is not worth investing time in, I check whether someone else can help me do this while I focus on doing what I am really good at.

3. I have all the resources that I need. I have everything I need to tackle this challenge. Or I know where I can find these resources. If I don't have the resources, the challenge is impossible to meet. Brings me to the next point...

4. The challenge is truly attainable. Don't you just hate challenges that you can do nothing about it. Like a dead end in a game or an impossible opponet who refuses to die. As a gamer, I prefer to give up my life and redo things better. But the challenge has to be attainable, else I give it.

5. The possibility of an 'epic win'. I have to know that I am close to an epic win. That I can crack this case. That I am soooo close that it will be stupid to give up. That I am on the verge of something great.
6. I have the time and luxury to sort things out. Conquering a challenge requires clarity of thought. Therefore, I need time to figure things out. I need to sort things out in my head before I attempt to try my hand at this challenge.

Have you ever given up a game because it was just too frustrating to continue? Have you felt so disappointed with loosing that you never try again? So, I think there are challenges and there are challenges. Some of them excite you and some of them scare you off. Some of them make you want to give it your best, while others make you want to quit. I think these are really useful when we design online training also. We use challenges to engage the learner, but this will fall flat if we don't:
1. Make the challenges attainable.
2. Show them light at the end of the tunnel.
3. Reward them for right choices.
4. Create situations where epic wins are possible.
5. Provide necessary information to make the right decision.
6. Give sufficient time to figure things out.