when learning fails: 6 (+1) mistakes and how to avoid them
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Presentation slides from national conference of Canadian Society for Training and Development (CSTD) 2012TRANSCRIPT
When Learning Fails Six Classic Mistakes and How to Avoid Them
Tom Gram CSTD National Conference
November 1, 2012
© 2010 Global Knowledge Training LLC. All rights reserved. Page 2
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Is Training Succeeding or Failing?
$60 billion annual expenditure (US)
10-20% successful on the job transfer
5% trainees self report applying skills at work after 6 months
Rapid decline after initial training
5-10% return on investment
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What Defines a Successful Learning Initiative?
Audience Measure
Participants Experience, Engagement, motivation, relevance, KSA
Training Manager KSA, Cost, Effectiveness
Line Managers KSA used on the job, unit performance improvement, sustainment support
Executives Business results, ROI
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What Defines Successful Informal Learning Initiatives?
Activities: Sharing knowledgeAccessing knowledge
through personal networks
Creating new and emergent knowledge
Creating greater collective knowledge
Results: Speed InnovationProductivity Quality
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In My Experience So Far…
A. All training initiatives have been successful
B. The majority of training initiatives have been successful
C. About an equal number have been successful as unsuccessful
D. The majority of training initiatives have not been successful
E. All training initiatives have failed to achieve their goals
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How Does Your Organization React to Failed Training Initiatives?
A. Failure, What Failure? We don’t know if we are failing or succeeding
B. Claim success and move on
C. Career limiting consequences for those involved
D. Review, analyze causes and learn from mistakes
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6 Classic Mistakes (and a bonus mistake)
The Design Disaster
The Solution Slip-up
The TransferTragedy
The Front End
Fail
The Consulting
Crash
The Technology Transgression
The Project Management
Mis-step
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The Front-end Fail
Does the initiative support a business goal?
Does the initiative address a performance problem or opportunity?
No link to business or performance need
Mis-identified knowledge and skills
Are knowledge and skills derived from performance gaps
Are the knowledge and skills pre-defined topics?
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Managing “Requests”: The Annual Training Plan
Organizational strategy
Org performance trends
Org Development needs
Business Goals
Performance NeedsLearning Projects
Training Plans
Requests for training
Employee development needs
Training campaigns
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Business goals and their Learning Implications
Gain market share Enterprise systems New product roll-outs Compliance and Regulation Quality/productivity Channel development Employee engagement
Business Goals Learning Implications
Performance Needs
Learning Projects
Business goal
Business goal
Business goal
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Target competencies that differentiate your organization
Know your business critical processes, knowledge and competencies
Identify pivotal processes, jobs, and roles. Target learning initiatives squarely at developing the skills and behaviours that make your organization stand out
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6 Classic Mistakes (and a bonus mistake)
The Design Disaster
The Solution Slip-up
The TransferTragedy
The Front End
Fail
The Consulting
Crash
The Technology Transgression
The Project Management
Mis-step
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The Solution Slip-Up
Instructor-Led
Knowledge Management
Games & Simulation
e-learning
Live Virtual
Performance Support
Cognitive Apprenticeship Communities
of Practice
Action Learning
Projects and Assignment s
Coaching
Informal Learning Social
Learning
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Solution Selection Factors
Nature of the workAuthentic work tasks Audience preferences and characteristics Work setting LocationCost
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Formal or Informal Learning?
Task Variety
Task Standardization
Knowledge Work
Craft Work
TechnicianWork
RoutineWork
1,000 hrs. 10,000 hrs.
Explicit Knowledge Tacit Knowledge
Formal Learning Informal learning
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Long Term Impact Requires Informal Learning
T
T
T
T
Learning
Learn
ing
Learning Expert
Novice
Time
T
T Formal training event
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6 Classic Mistakes (and a bonus mistake)
The Design Disaster
The Solution Slip-up
The TransferTragedy
The Front End
Fail
The Consulting
Crash
The Technology Transgression
The Project Management
Mis-step
© 2010 Global Knowledge Training LLC. All rights reserved. Page 21
The Design Disaster
Information Glut Too little guidance The misunderstood learning objectiveNot enough relevant practiceStrategies not matched to learning type Bound by formal strategies Event based mentality
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Design Backwards
Business Goal
PracticeActivities
Content
Make content and subject matter your last decision, not your first
Custom learning programs too often start with “content” or subject
matter–a sure fire way to produce bloated, dull and low value programs
Behaviour
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Getting Learning Objectives Right
Authentic tasks
Objectives
PracticeAssessment
Content
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Information Presentation Strategies
Match information presentation strategy to learning objectives or learning type from taxonomies
Knowledge/Skill Category
Information Presentation
Concepts Examples and non- examples
Procedures Demonstrations
Processes Visualizations
Principles Use principles to solve problems
Behaviour Behaviour Modeling
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Common Practice Problems
NoPractice
Effective Learning requires
practice with feedback
WrongPractice
Practice must target the
skills defined in the
learning objectives
PartialPractice
Learners must be able to practice
with guidance to competency
and confidence
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GK’s Challenge Driven Learning
Layer Purpose
Business challenge Business context and goals
Scenario Presentation of authentic problem or task
Learning Support Concepts, principles, processes, behavior required to resolve scenario
Procedural support Tools, aids, process guides
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6 Classic Mistakes (and a bonus mistake)
The Design Disaster
The Solution Slip-up
The Front End
Fail
The Consulting
Crash
The Technology Transgression
The Project Management
Mis-step
The TransferTragedy
© 2010 Global Knowledge Training LLC. All rights reserved. Page 28
The Technology Transgression
LMS can drive activity and volume
E-learning only as cost reduction strategy
Gratuitous media Ignoring usability Ignoring existing
infrastructure Technology = eLearning Social media Quit in frustration
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Innovate With Technology
Be creative in how you use technology to support learning. It offers more than what comes out of the box.
Use technology as a tool to innovate rather than institutionalize processes that don’t create value
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6 Classic Mistakes (and a bonus mistake)
The Design Disaster
The Solution Slip-up
The Front End
Fail
The Consulting
Crash
The Technology Transgression
The Project Management
Mis-step
The TransferTragedy
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Project Pressures and Requirements
Complexity Speed Low cost Quality and effectiveness
Scope
Time Cost
Quality
Faster, better, cheaper
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The Project Management Mis-step
Project Management Cycle Learning Design Cycle
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Getting Faster, Better and Cheaper
Combining analysis and design stages Adopting rapid prototyping and agile development
methodsSeparate practice and information Use technology in the design process Adopt informal learning strategies Adopt “lean” principles
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6 Classic Mistakes (and a bonus mistake)
The Design Disaster
The Solution Slip-up
The Front End
Fail
The Consulting
Crash
The Technology Transgression
The Project Management
Mis-step
The TransferTragedy
© 2010 Global Knowledge Training LLC. All rights reserved. Page 35
Barriers to transfer of learning
1. Lack of reinforcement on the job
2. Interference form work environment
3. Non-supportive organizational culture
4. Non-relevant or impractical training content
5. Discomfort with change and associated effort
6. Poorly designed and delivered training
7. Peer pressure to resist changes
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GK’s Design for Transfer
Trainee
Training System
Manager
Prepare Participate Perform
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6 Classic Mistakes (and a bonus mistake)
The Design Disaster
The Solution Slip-up
The Front End
Fail
The Consulting
Crash
The Technology Transgression
The Project Management
Mis-step
The TransferTragedy
© 2010 Global Knowledge Training LLC. All rights reserved. Page 38
The Consulting Crash
Do you have a client? Contracting and
partneringManaging resistance Building credibility
and trust Developing
commitment
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What’s your top cause for learning failures
A. The Front end fail
B. The Solution slip-ups
C. The Design disasters
D. The Technology transgression
E. The Project management missteps
F. The Transfer tragedy
G. The Consulting crash
© 2010 Global Knowledge Training LLC. All rights reserved. Page 40
9 Step Prescription for an Epic Learning Fail
1. Be sure your program is not connected to any business or performance need
2. Choose “topics” from the current fashion rather than actual job requirements
3. Choose a solution that suits you rather than your learners
4. Load the training full of information and assume practice will take care of itself
5. Hmm, lets use tablets!
6. Leave project management to chance
7. Focus on teaching skills. Boldly assume they will naturally be used on the job.
8. Provide no mechanisms to refine, reinforce and sustain skills over time. Not your job!
9. Develop all programs in a client vacuum
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“An expert is a person who has made all the mistakes which can be made in a very narrow field”
Niels Bohr
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Questions/Comments?
@tomgram1
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ca.linkedin.com/in/tomgram