Most people love to learn for learning’s sake. So you’d think training -- particularly in soft-skills areas like sales and leadership -- would be seen as a path to better results, more money and coveted promotions. And yet we often hear, “Jeez, they’re pulling me off the job for some stupid [...]
Holly MacDonald's insight:
Repeat after me: "Learning is a process not an event."
A learning architecture deliberately constrains what tools you will use, it fits them into a model that reflects your different learning modalities, and it provides a guideline for the L&D and business leaders to develop and deliver training and knowledge sharing in an easy to use and easy to locate format. So we need an "architecture" which uses standard tools, an easy to use interface, and a set of platforms that manage content, formal and informal programs, mobile access, and analytics.
I really enjoy Harold's systems-thinking. He identifies that much of our desire to boil learning down to simple solutions is misguided. We actually need a much more complex approach. Once you land on his blog, I enourage you to keep reading.
An IT department recently asked me to develop an e-learning course about one of their applications. One of my first steps was to contact the training manager of that organization and ask her what type of course would fit into her e-learning strategy. “What do you mean by e-learning strategy,” I heard on the other end of the phone. I started to explain, but found that what she really wanted to know was, “Why do I need an e-learning strategy?”
The bite size learning experience is sometimes all that is needed to raise productivity, raise awareness or improve safety within the workplace. Also, such disaggregation of learning content provides learners with a greater choice of learning and development possibilities, where smaller and more focused experiences take less time to complete away from the job, and 'just enough' learning is achieved