16. Experiential On-demand Non-formal Formal
Learning from
(doing and
reflecting)
Learning to
(just-in-time and
just enough)
Learning to
(just-in-case /
easy does it)
Learning to
(just-in-case / all
the trimmings)
Four contexts
17. Experiential On-demand Non-formal Formal
Learning from
(doing and
reflecting)
Learning to
(just-in-time /
just enough)
Learning to
(just-in-case /
easy does it)
Learning to
(just-in-case / all
the trimmings)
Top-down
Two perspectives
Because organisations need
employees to perform
18. Experiential On-demand Non-formal Formal
Learning from
(doing and
reflecting)
Learning to
(just-in-time /
just enough)
Learning to
(just-in-case /
easy does it)
Learning to
(just-in-case / all
the trimmings)
Bottom-up
Two perspectives
Because employees
also want to perform
20. Experiential On-demand Non-formal Formal
Benchmarking
Job rotation /
enrichment
Project reviews
Performance
appraisals
Action learning
Continuous
improvement
Performance
support materials
Online books
Help desks
Mobile learning
Coaching / OJT
Mini-workshops
Rapid e-learning
White papers
Podcasts
Webinars
Internal conferences
Online video
Classroom courses
Self-study e-learning
Outdoor learning
Collaborative
distance learning
Computer games &
simulations
Blended learning
Personal reflection
Reflecting with
others
Blogging
Getting a life
Online search
Using forums
Using wikis
Open learning
Communities of
practice
Continuing
professional
development
Professional and
postgraduate
qualifications
Formal adult
education
22. The city has approximately 200 wardens.
Staff turnover is rapid, at around 40%.
The wardens are not typically used to learning
independently in a work context.
Motivation for career advancement is typically
low.
The wardens have little discretion over their
time.
As a recent innovation, all have been provided
with smart phones.
Policies and procedures tend to change
infrequently.
Case: Traffic wardens
23. Experiential On-demand Non-formal Formal
Performance
reviews
Mobile
performance
support
On-job
training/coaching
Mobile mini-courses
and videos
Basic training in the
classroom
Traffic wardens
The opportunityThe means The motive
25. The company has approximately 300 software
engineers.
Most work in the company’s head office,
though around 50 operate in international
teams. Engineers are allowed to work from
home on occasions.
Staff turnover is around 25%. Typically
turnover is caused by engineers moving to
competitors or initiating their own start-ups.
The engineers are highly independent learners
with a great deal of technical expertise.
Motivation for improving expertise and keeping
up-to-date with developments is very high.
The engineers have a fair amount of discretion
over their time.
Case: Software engineers
26. Experiential On-demand Non-formal Formal
Job enrichment
Project reviews
Online books Mini-workshops
Mentoring
External technical
courses – delivered
online
Reflecting with
others
Perhaps blogging
Search
Wikis
Forums
Social networks
External conferences
Postgraduate
qualifications?
Software engineers
The means The motive The opportunity
28. The company has approximately 100 senior
managers.
These people have typically had at least ten
years of work experience, of which at least five
will have been in a senior or middle
management position.
The managers are accustomed to learning
independently within the work context.
Motivation for development and career
advancement is high.
The managers have a great deal of discretion
over their time.
continued …
Case: Senior managers
29. … continued
All are provided with laptops and smart
phones, although their comfort with technology
is variable.
The company changes rapidly in response to
economic, political, business and scientific
opportunities and pressures.
Case: Senior managers
30. Experiential On-demand Non-formal Formal
Benchmarking
Job rotation
Job enrichment
Action learning
Corporate intranet
Personal
assistance
Online
coaching/mentoring
Online briefings
None, if you can get
away with it
Personal reflection
Getting a life!
Internet search
LinkedIn?
External conferences
and webinars
Electronic books,
magazines and
newspapers
Blended business
school programs
Senior managers
The means The motive The opportunity
32. The company has approximately 5000 call
center operators distributed among five
centers, three in the UK and two in India.
Staff turnover is rapid, at around 35%.
The operators are not used to learning
independently in a work context.
Most are enthusiastic to do well and to get on.
The operators have little discretionary time,
although there are sometimes lulls in call
volumes which provide opportunities for other
activities.
continued …
Case: Call center operators
33. … continued
All use PCs with headsets and are comfortable
with technology.
All operators are required to undertake some
training to meet the needs of an external
regulator.
The company’s products and services change
regularly.
The company is looking to shift emphasis
away from call efficiency towards providing a
higher quality customer experience.
Case: Call center operators
34. Experiential On-demand Non-formal Formal
Frequent
performance
reviews
Job rotation
Online
performance
support
Buddying/coaching
Rapid e-learning
Mini-workshops
Blended initial
training
Reflecting with
others
Forums Online open learning
library
Call center operators
The means The motive The opportunity
36. Using the model
Consider the organisational and individual goals for a given population.
Given these goals, assess the relative priorities that should be placed
on each of the four learning contexts.
Experiential On-demand Non-formal Formal
37. Using the model
Consider the organisational and individual goals for a given population.
Given these goals, assess the relative priorities that should be placed
on each of the four learning contexts.
Experiential On-demand Non-formal Formal
• What absolutely must be learned in a formal context?
38. Using the model
Consider the organisational and individual goals for a given population.
Given these goals, assess the relative priorities that should be placed
on each of the four learning contexts.
Experiential On-demand Non-formal Formal
• What other opportunities need to be provided for
employees to develop their knowledge and skills?
39. Using the model
Consider the organisational and individual goals for a given population.
Given these goals, assess the relative priorities that should be placed
on each of the four learning contexts.
Experiential On-demand Non-formal Formal
• What can we do to support employees in resolving their
day-to-day problems?
40. Using the model
Consider the organisational and individual goals for a given population.
Given these goals, assess the relative priorities that should be placed
on each of the four learning contexts.
Experiential On-demand Non-formal Formal
• What can we do to maximise the benefit these employees
gain from their job experience?
41. Using the model
Consider the organisational and individual goals for a given population.
Given these goals, assess the relative priorities that should be placed
on each of the four learning contexts.
Where it is feasible to provide the means, the motive and the opportunity,
exploit the amazing power of bottom-up learning.
This project goes back four years or so. I became increasingly frustrated by what I saw as increasingly confrontational stances to learning and development at work …
It is taking on the form of a religious war. We have the church of social learning, the church of instructional systems design, the church of 70:20:10.
Can architects get religion? You bet. These brutalist structures emerged around the UK in the 1960s. An architectural trend. Not that architects would live in these places themselves of course. They’re snug in their Victorian townhouses.
Which is like the instructional designer who inflicts the worst sort of tell-and-test e-learning on their audience but wouldn’t dream of using e-learning themselves.
The different sides could be caricatured (rather unfairly perhaps) as rationalists and romantics. Time they got together.
I have watched over the last few years at conferences as l&d audiences pay good money to hear their efforts rubbished.
They’re bemused how some of the stuff they’re hearing could ever work in their organisations.
How do I tell my boss we need to be more agile, immersive, mobile, social and cloud-based all at the same time.
We don’t work for Google. We fix drains.
As far as they’re concerned, it would be like trying to fit a square peg into a round hole.
Every situation really is different.
Less sneer leading … more cheer leading perhaps?
A drawing from Jim Potts who attended one of these presentations on an earlier occasion.
End of rant. So how do we learn?
We learn just by doing, without any conscious effort on our part. It’s our dopamine neurons don’t you know!
But we can do a lot more by using our reflective capabilities and by drawing on all sorts of resources.
I set about trying to create a dashboard that would help me ensure all aspects of the learning architecture would be covered.
For background on this framework, see http://onlignment.com/2011/05/a-contextual-model-for-learning/
See http://onlignment.com/2011/05/a-contextual-model-for-learning/
See http://onlignment.com/2011/05/a-contextual-model-for-learning/
The means: metacognitive skills, tools, skills to use the tools - http://onlignment.com/2011/09/first-they-need-the-means/
The opportunity: culture, access to people and materials, discretionary time - http://onlignment.com/2011/09/then-they-need-the-opportunity/
The motive: intrinsic, extrinsic - http://onlignment.com/2011/09/and-then-they-need-the-motive/
So many examples … each one of these is discussed in full in the book.
Let’s take four different cases and try and apply the model.
What absolutely must be learned in a formal context?
See http://onlignment.com/2011/01/architects-for-learning/
Also http://onlignment.com/2011/02/the-learning-architect-is-a-professional/
Also http://onlignment.com/2011/02/what-it-means-to-be-a-professional/
We need builders. They’re just not architects.
Information about the book and videos at http://onlignment.com/thenewlearningarchitect/