The following passage is one of my favourites in the book so far. It very much aligns with my thinking about what is wrong with schools, education and learning. I will certainly use (part of) this argument in my next talk on the topic of Do-It-Yourself Learning (and to anybody who tries to tell me I should get rid of my books). To understand the title of this paragraph it is important to realize that Taleb calls the attempt to suck randomness out of life touristification.
Below, from page 242-243, The Touristification of the Soccer Mom (used without permission):
The biologist and intellectual E.O. Wilson was once asked what represented the most hindrance to the development of children; his answer was the soccer mom. [..] His argument is that they repress children’s natural biophilia, their love of living things. But the problem is more general; soccer moms try to eliminate the trial and error, the antifragility, from children’s lives, move them away from the ecological and transform them into nerds working on pre-existing (soccer-mom-compatible) maps of reality. Good students, but nerds—that is, they are like computers except slower. Further, they are now totally untrained to handle ambiguity. As a child of civil war, I disbelieve in structured learning—actually I believe that one can be an intellectual without being a nerd, provided one has a private library instead of a classroom, and spends time as an aimless (but rational) flâneur benefiting from what randomness can give us inside and outside the library. Provided we have the right type of rigor, we need randomness, mess, adventures, uncertainty, self-discovery, near-traumatic episodes, all these things that make life worth living, compared to the stuctured, fake, and ineffective life of an empty-suit CEO with a preset schedule and an alarm clock. Even their leisure is subjected to a clock, squash between appointments. It is as if the mission of modernity was to squeeze every drop of variability and randomness out of life—with [..] the ironic result of making the world a lot more unpredictable, as if the godesses of chance wanted to have the last word.
Only the autodidacts are free. And not just in school matters—those who decommoditize, detouristify their lives. Sports try to put randomness in a box like the ones sold in aisle six next to canned tuna—a form of alienation.
If you want to understand how vapid are the current modernistic arguments (and understand your existential priorities), consider the difference between lions in the wild and those in captivity. Lions in captivity live longer; they are technically richer, and they are guaranteed job security for life, if these are the criteria you are focusing on…
As usual, an ancient, here Seneca, detected the problem (and the difference) with his saying “We do not study for life, but only for the lecture room,” non vitae, sed scolae discimus [..].
This is a book that is incredibly rich with ideas. Please look beyond Taleb’s antics and read it.
Over the next few years the role of the learning organization will shift, moving away from the current focus on course and curriculum design. Two new responsibilities will appear: 1. Supporting individuals with their self-directed learning and 2. Creating behavioral change interventions for smaller and larger teams. Hans de Zwart will take a fresh perspective on the underlying causes of this shift (like the increasing percentage of knowledge workers or the easy availability of global virtual collaboration tools), he wil give a wide and historical range of examples of existing “do-it-yourself” learning and he will share his thoughts on what this means for you as an HR professional.
I have come to believe that SlideShare is fundamentally broken, so while WordPress.com is hopefully working on providing the ability to show PDF files inline in my posts I’ve decided to just post a PDF version of my slides online.
Firstly I showed that the accelerating change of pace is not just a cliché, but that technology actually does progress exponentially. I showed some of Kurzweil’s graphs to back this up.
This means that we are increasingly living in a complex world. According to the Cynefin framework the sensible approach to problems in the complex domain is to first probe, then sense and finally respond. This aligns nicely with Peter Drucker’s definition of the knowledge worker who necessarily is solely responsible for their own productivity: they are the only ones who can understand their own job. For me a logical consequence of this is that you cannot create a learning curriculum for a knowledge worker. With the increasing mobility of labour, you could even argue that businesses will not want to invest in training a knowledge worker but that they will just assume competence.
Next I talked about Ivan Illich and his book Deschooling Society. We are institutionalizing students through the school system. We mistake teaching for learning and diplomas/certificates for competence. Illich’ solution is radical: to replace school with what he calls “learning webs”. He had some very practical ideas about this, that have become easier now that we have the web.
Another reason for DIY learning to come to the forefront is the ubiquity of free (mostly in beer, but also in speech) tools that enable us to connect with each other and organize ourselves. It is simple to set up your own website with something like WordPress.com and tools like Google+ (hangouts!), Facebook and Twitter are amazing in enabling people to take charge of their learning.
Examples of DIY Learning
I shared a set of examples of existing DIY learning efforts from a wide variety of fields.
The first example was from the European Juggling Convention in Lublin. People organized workshops there by using a simple central board and a set of activity templates.
Sugatra Mitra realizes that there aren’t enough good teachers to teach all the children in the world. He is therefore looking for a minimally invasive pedagogy. He has found a simple method: give groups of children a computer with access to the web, ask them an interesting question, leave them alone (maybe give them a bit of “granny pedagogy” support) and come back to find that the children have learned something. Do check out his wiki on Self Organising Learning Environments (SOLEs).
The original Massive Open Online Courses or MOOCs (as first run by Stephen Downes, George Siemens and others, now known as cMOOCs) are great examples of learning in a decentralized fashion.
Open Space technology (with its four principles and a law) is another example of how people can learn in a completely self-organized way.
Yammer groups are a great way for communities of practice to construct knowledge together. Anybody can start a group and these are often on topics that are relevant, but don’t get addressed top-down (an example I know of is a group of Apple users in a Microsoft-only company sharing knowledge with each other on how to use Apple products in that situation).
Dale Stephens has shown that there are alternatives to a formal college education with his Uncollege platform.
The reading group I organized in 2010 was the final example I used of a group of people getting together to learn something.
What should you (= HR) do?
All of this means the role of the HR Learning department will need to change. I see three imperatives:
It is crucial to devolve the responsibility for learning to the learner. Stop accepting their “learned helplessness” and stimulate everybody to become truly reflective practitioners.
Make sure to provide scaffolding. You should build things that will make it easier for the learners to build their own things. This only works if your approach is very open. Both for the learning materials (think Creative Commons and OER Commons) and for who can join. Efforts should be across organizations and across businesses. Don’t accept the naive (layman’s) idea which always seems to equate learning with content. Instead focus on designing learning experiences. Nurture any communities of practice and invest time in moderation.
Finally, change the unit of intervention. You should never focus on the individual anymore. The unit of change is now the team (at minimum).
Notes
I’ve used the fabulous Pinpoint to create this presentation. This allows me to just get a set of image files and write the presentation in a very simple text based format. The PDF output doesn’t quite look like I’d want it to. Does anybody know whether it is possible to set the width/height ratio of the PDF export (4:3 rather than 16:9)?
I started collecting the licenses for each of the images in the slidepack so that I could attribute them correctly (find my incomplete list here). At some point I just couldn’t be bothered anymore. My blog is just too insignificant and I really do believe I can have more positive impact on this world by doing something (anything!) different with my time. If your picture is used and you are very disgruntled then I would be more than happy to make amends.
This is now my fourth year in a row that I manage to do a quick visit to the Learning Technologies exhibition in London. Like last year I decided to try and speak to as many luminaries as possible and ask them what they were planning to do in the coming year.
Steve Dineen
Steve is founder and CEO of Fusion Universal which is going strong as it has just signed the term sheets with an external investor. Steve is on of these people who do what I like to call “push the world”: through a certain shamelessness (bright bright bright pink stand at the entrance of the exhibit) you can push a little bit further than others. So on the volume for the videos being played at the stand: “The right volume is when we get told off.”
Steve is one of the best salespeople I’ve ever met and he has a product to sell (read the next paragraph with that in mind). Our conversations was around his excitement that their video-based social platform Fuse (“amplifying the brilliance of the trainer and making it last longer”) now has the final missing pieces and is putting everything together. If you look at the 70:20:10 model then according to Steve Fuse is leading in the 70%, has been doing well on the 20% and now with personal learning plans in place can even perform the 10%. There is a seamless integration of these three types of elements rather than the traditional Learning Management Systems that often have very clunky features bolted on. This makes it much easier to focus on business outcomes rather than on learning outcomes (and gets rid of the association of learning with compliance training and compliance systems).
Another big development will be the mobile app (for Android, Blackberry and iOS) which will allow for offline playing of the videos, capturing of video/audio directly into the platform and notifications of new videos into the app. Steve mentioned a course where all the participants had to create their own video about what they had learned. They noticed that each of these videos was watched an average of ten times (i.e. people were watching what their peers had done). So not only did the creation of their own videos helped internalize the materials, there was also repetition of those same facts through watching the videos of others.
Ben Betts
Ben is the CEO of HT2 and creator of Curatr. At the same time he is pursuing his PhD and has three more months before he has to hand in his thesis. He has just done some research investigating whether gamifying an environments affects the quality of the contributions (so, would gamifying the system make people game the system?). The paper will be out soon.
The big thing for him in 2013 will be the release of Curatr version 3 which will be Tin Can enabled and will integrate Mozilla’s Open Badges. I consider this quite forward thinking, but also a risky bet. Neither of these technologies have proven themselves yet. Ben and I had a short discussion about the Learning Record Store (LRS) component of Tin Can. Ben is convinced that people should own their own learning records and he is curious to see how this will be provisioned going forward. I am convinced of the value of tracking what you have (and in the usefulness of triplets as a format). I’ve written up all my activities in 2012 in the form of categorized triplets and was pleasantly surprised by how useful it is to get feedback about what you have done. I am not sure though that people will be willing to invest any time in “writing up” what they have learned or are now capable of. An “activity stream” of your professional life will only work if it is close to fully automated.
Lawrence O’Connor
Lawrence still has the audacious goal of being what he calls a “wisdom architect”. He is toying around with the classic trio of quality, speed and cost (“pick two”) and thinks that if you would add wisdom (applied knowledge with experience and empathy) to the mix you could reframe those constraints.
We had a quick talk about open space technology which has four principles and the Law of Two Feet (“if at any time you find yourself in a situation where you are neither learning nor contributing – use your two feet and move to some place more to your liking”):
Whoever comes is the right people
Whatever happens is the only thing that could have
Whenever it starts is the right time
When it’s over it’s over
Open space is a truly self-organizing way of running things that allegedly always works as it has a lot more honesty and the people who are engaged are really engaged.
As an “imagineer” for Udutu (“ahead of the pack with a free (as in beer) agile collaborative online authoring environment”) he used open space to host a session titled “Life and Death: Please help me bring theatre into this corporate training project.” and found a way to bring context and story into the e-learning platform. Initially he was very much focused on the pedagogy first and the story second, but he soon realised that he should start with the story and then bring in the pedagogy, a more common-sensical approach.
Lawrence also shared his favourite learning experience that he ever designed: he taught salespeople of NetG networking hardware how the TCP/IP protocol works through dressing them up as IP packets and routers and letting walk over to eachother and communicate within the constraints of the protocol. Wonderful!
Barry Sampson
Barry is one of the founders and director of Onlignment and a fellow lifehacker.
Two years back he told me about the wonders of Markdown and this year he has convinced me to find a Linux version of TextExpander functionality (suggestions are welcome). Next we discussed productivity like the Pomodoro Technique (works wonders for me, he will try it again) and the importance of not being distracted. Barry has disabled all notifications for all his apps and is also trying to make sure he doesn’t have to make too many choices to be productive.
He is convinced that the learning industry thrives on what people want to sell, rather than on what organizations want or need. Something like responsive webdesign for example which starts with the mobile experience and then upscales gracefully towards a tablet and desktop is being appropriated by the industry and implemented the wrong way round (starting with a desktop experience that is too rich which loses things when it is displayed on mobile.
The big project for Onlignment this year will be to “fix the conversations between training departments and their business stakeholders”. I think this is a perennial problem (not solvable as long as you have a training/learning department), so I like the ambition!
Charles Jennings
70:20:10 Forum
Charles Jennings has done a lot of work popularizing the 70:20:10 framework. This has now culminated in him starting the 702010forum.com. He has written an extenside whitepaper on the “what” of the framework (“70:20:10 Framework Explained”, soon to come out) and will soon deliver a whole series of papers on the “how”.
We started off by talking about the origins of the framework. He says it is most likely came from some work by Morgan McCall (then at the Center for Creative Leadership) who had been working on experiential learning for years. He got together with Michael Lombardo and Bob Eichinger and did a small survey where they asked high performing managers where they had learned or developed their capability. In 1996 they published the results where the managers said they got 70% from having tough experiences on the job, 20% from other people and 10% from formal learning or reading (another way to say it is 70% experience, 20% exposure and 10% education). In 2001 Charles started working with Reuters to create their learning strategy and he built it on the back of the 70:20:10 framework.
He sees a key role for the manager to enable this 70%. He quoted some research that says that people who are being developed effectively (by their managers) outperform their peers by 25%. That is like adding more than a day of productivity per week. This can only work if you make learning a continuous process. 70:20:10 helps to create this culture of continuous learning. This is where I diverge a little from his thinking: I see less and less relevance for the manager and think people should and will develop themselves, rather than be developed.
Charles sees four learning drivers:
Experience
Practice
Conversations (the “best learning technology ever invented” according to Jay Cross) and networks
Reflection.
I usually just say there are two drives for learning: doing things and reflection. I would like Charles to focus a bit more on how more direct feedback can help the reflection process.
All of this should change the focus of workplace learning. According to Charles we will make a shift from “Adding Learning to Work” (with learning metrics) towards “Extracting Learning from Work” (with business metrics).
Annie Buttin Faraut
Annie does HR Information Magement innovation at Philip Morris International, making her effectively my professional twin (especially since Philip Morris has made many of the same HR design decisions as my employer).
We talked mostly about her experience with Coursera where she did a very good course on gamification. It consisted of eight demanding weeks of watching videos, doing assignments and peer reviewing other people’s assignments. The peer reviewing was often interesting as you could see what other people had done with the assignment. I guess I will have to pick a course from their catalog to see for myself (even though their privacy policy is a bit scary: “We use the Personally Identifiable Information that we collect from you when you participate in an Online Course through the Site for processing purposes, including but not limited to tracking attendance, progress and completion of an Online Course. We may also share your Personally Identifiable Information and your performance in a given Online Course with the instructor or instructors who taught the course, with teaching assistants or other individuals designated by the instructor or instructors to assist with the creation, modification or operation of the course, and with the university or universities with which they are affiliated.”).
Just like me, Annie is trying to get the people in her team to become “Innov-Actors”, emphasizing that to be innovative requires you to do something. I will likely collaborate with Annie on a set of activities (inspired by the Innovator’s DNA that will help people increase their innovative behaviour.
Bert De Coutere
Bert is a solution architect at the Centre for Creative Leadership and writes one of my favourite blogs. He has a few personal plans this year: he will make “an app”, he will continue his investigation into the quantified self movements, will look into personal network analytics (“where do I fit inside the network and what does this mean for my leadership development”) and will look into the work of people like BJ Fogg (Tiny Habits) who work on behavioural change.
He is very excited that he will pilot a Massive Open Online Course (MOOC) this year on leadership. He is still full of questions about how to approach it. Do MOOCs work with softs skills and can they actually lead to behavioural change? How do you deal with confidentiality (important when it comes to leadership)?
Other short conversations
I ran into Laura Overton who told me about Towards Maturity‘s Learner’s Survey which will be launched. David Wilson and David Perring from Elearnity told me about their experiments with a new format for their presentation (minimal slide-based content and then conversations on the basis of questions on Twitter) and I shared with them my new “Socratic” approach to teaching classes. With Alex Watson I talked about the mindset of middle management and (off-topic for the conference) about How to be Black.
Books
I love to get book recommendations from people that I know. I asked everybody whether they had read a good book recently. Both Steve and Bert mentioned Insanely Simple and both Ben and Bert mentioned Dan Pink’s latest book To Sell is Human. Steve made The Lean Startup required reading for the staff in his company (this is a reverse recommendation: I remember telling him about the book). Charles mentioned Bounce a very interesting book written by champion table tennis player. Bert is looking forward to reading Yes! about the science of persuasion. Annie liked this book for “beginners” Content Rules and thought Socialnomics was good. Lawrence, finally, managed to get me to commit to reading Image, Music, Text by Barthes before I revisit London in June.
Inspired by Tony Haile I have decided to write a yearly post in which I list the books that I have read for the year. This year I managed to read 57 books (still 18 books short on my seemingly unattainable goal of reading 75 books a year. Please note that the categories are quite arbitrary, but mean something for me. Having a Goodreads account really helped me with this exercise.
Some people ask me how I manage to read this much. I’ll give away my secret recipe: don’t have children, do not watch any TV (or use Facebook) and make sure you commute by train (45+ minutes in each direction) every day. That is all there is to it.
Covers of the books I read
Innovation
Doorley’s book showed me how simple changes in the physical space can change people’s behavior and Dyer showed how being innovative is just a set of behaviour. I will put those two together in the next year. Checklist have stopped me forgetting things after reading Gawande’s book.
Make Space: How To Set The Stage For Creative Collaboration – Scott Doorley (Goodreads/Amazon)
The Innovator’s DNA: Mastering the Five Skills of Disruptive Innovators – Jeff Dyer (Goodreads/Amazon)
Sustainism Is The New Modernism – Michiel Schwarz (Goodreads/Amazon)
Abundance: The Future Is Better Than You Think – Peter H. Diamandis (Goodreads/Amazon)
The Checklist Manifesto: How to Get Things Right – Atul Gawande (Goodreads/Amazon)
The Rainforest: The Secret to Building the Next Silicon Valley – Victor W. Hwang (Goodreads/Amazon)
Philosophy
French has showed me that corporations are the best positioned lifeforms to show sustained moral behaviour. Illich was truly enlightening, I expect to read more of him in 2013 (Deschooling Society!). I will continue to explore McLuhan’s thinking with a reading group on Understanding Media. Sandel’s book on the moral limits of market is chockfull of incredible examples of things that can be gotten with money nowadays (e.g. prison cell upgrades). The three weirdest books I’ve read this year are also in this category: Stone, Burrell and Goertzel, all thanks to Daniel Erasmus. The book which made me think the most per page must have been Eagleman’s.
Sum: Forty Tales from the Afterlives – David Eagleman (Goodreads/Amazon)
You Kant Make It Up!: Strange Ideas from History’s Great Philosophers – Gary Hayden (Goodreads/Amazon)
Technology
The anthology edited by Zerzan was probably my favourite book of the year and I was amazed to see how relevant the Cluetrain Manifesto is, 12 years after it has been written.
Questioning Technology: A Critical Anthology – John Zerzan (Goodreads/Amazon)
The Cluetrain Manifesto: The End of Business as Usual – Rick Levine (Goodreads/Amazon)
WikiLeaks and the Age of Transparency – Micah Sifry (Goodreads/Amazon)
Dreaming in Code: Two Dozen Programmers, Three Years, 4,732 Bugs, and One Quest for Transcendent Software – Scott Rosenberg (Goodreads/Amazon)
Total Recall: How the E-Memory Revolution Will Change Everything – C. Gordon Bell (Goodreads/Amazon)
Consent of the Networked: The Worldwide Struggle For Internet Freedom – Rebecca MacKinnon (Goodreads/Amazon)
Alone Together: Why We Expect More from Technology and Less from Each Other – Sherry Turkle (Goodreads/Amazon)
Delete: The Virtue of Forgetting in the Digital Age – Viktor Mayer-Schönberger (Goodreads/Amazon)
Learning
Postman’s book was full of provocative thinking. It made me wonder why we don’t seem to have this kind of insight into education nowadays (and are being put up with Ken Robinson).
Teaching As a Subversive Activity – Neil Postman (Goodreads/Amazon)
Beyond the Hole in the Wall: Discover the Power of Self-Organized Learning – Sugata Mitra (Goodreads/Amazon)
Business/Management
I will use Osterwalder’s canvas in an upcoming workshop on business models for learning. Rodgers defies management orthodoxy by showing how we need (mostly informal) conversation to do sensemaking in this complex world.
Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers – Alexander Osterwalder (Goodreads/Amazon)
The Shareholder Value Myth: How Putting Shareholders First Harms Investors, Corporations, and the Public – Lynn Stout (Goodreads/Amazon)
Informal Coalitions: Mastering the Hidden Dynamics of Organizational Change – Chris Rodgers (Goodreads/Amazon)
Lifehacking/Self-Improvement
Berkun’s book on speaking is probably the most useful on the topic that I’ve come across. Zinsser is a well deserved classic. The Pomodoro technique has increased my productivity tremendously and has given me an idea of being in control of the work that I do.
On Writing Well: The Classic Guide to Writing Non-Fiction – William Knowlton Zinsser (Goodreads/Amazon)
Pomodoro Technique Illustrated: Can You Focus – Really Focus – for 25 Minutes? – Staffan Noteberg (Goodreads/Amazon)
The Pomodoro Technique – Francesco Cirillo (Goodreads/Amazon)
Confessions of a Public Speaker – Scott Berkun (Goodreads/Amazon)
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Together with four other nerds I started a book club where we will read technology related books. Holiday’s book was irritating as hell but did lead to a great discusion. Expect ten books or so in this category next year.
Trust Me, I’m Lying: Confessions of a Media Manipulator – Ryan Holiday (Goodreads/Amazon)
Fiction
I didn’t read a lot of fiction this year. Thompson was long overdue (and didn’t disappoint). Stephenson was a bit disappointing (although also mindblowing at times). I thought Scott Card was morally despicable.
Ender’s Game (Ender’s Saga, #1) – Orson Scott Card (Goodreads/Amazon)
Other
Some great books don’t fit in the above categories. DeKoven wrote down how I intuitively taught physical education a few years back. I had a wonderful few days with MacGregor. The picture in MacArthur’s book are the opposite of Doorley’s book in the innovation category. Laties made me want to quit my job and start a book store.
The Well-Played Game: A Playful Path to Wholeness – Bernie DeKoven (Goodreads/Amazon)
A History of the World in 100 Objects – Neil MacGregor (Goodreads/Amazon)
The Psychopath Test: A Journey Through the Madness Industry – Jon Ronson (Goodreads/Amazon)
Rebel Bookseller: Why Indie Businesses Represent Everything You Want To Fight For From Free Speech To Buying Local To Building Communities – Andrew Laties (Goodreads/Amazon)
In late October I attended Elliot Masie’s Learning Conference. I’ve blogged extensively about each individual session, but want to use this post to lift out the larger themes that I saw at the event and to ask the corporate learning departments a few challenging questions that relate to these themes.
Personalized Learning
A few years back Wayne Hodgins and Eric Duval started talking about the Snowflake Effect. They gave examples of media channels providing personalized offerings (think Last.fm) and could see this coming for learning too. Every learner is different (just like a snowflake) and has individual needs. Richard Culatta did a talk on personalized learning that resonated with his audience. He had a simple definition of what it means to personalize: you need to adjust the pace, you need to adjust the learning approach and you need to leverage the learner’s experiences and interests.
I would like to pose the following challenge to the corporate learning department: For every learning experience that you design, do you ask yourself: How would I design this if I had an audience of one?
Mobile and Video
The two hottest technologies at the conference clearly were mobile and video. Mobile learning technology is still in the early stages. There was a lot of debunking and few excellent or even interesting examples. I guess you could say that mobile learning is in the “through of disillusionment” from the perspective of Gartner’s Hype Cycle.
Video seemed to be further along the curve as there were many more concrete examples of video being used for learning (my personal favorite was how Masie kept connecting “over video” to people who were standing in the room next door). I was disappointed to see that most debates were very practical (e.g. about what equipment to use and how to create good quality audio) and often did not discuss how best to use video in learning. The practical debates occasionally lacked a bit of depth too. I didn’t hear anybody talk about searching, annotating and indexing video for example.
A few challenging questions for the corporate learning department: Have you invested in a platform to deliver video? Can this platform deliver to mobile devices? How do the videos get (socially) contextualized? Is there a way to Bring Your Own Device (BYOD) into the company, are you connected with the team that works on this?
Many companies are turning into information companies with knowledge workers doing complex tasks. These knowledge workers are the only people who can understand their job (barely!). This makes programmatic (i.e. curriculum based) learning offerings designed by others largely ineffective.
The world is incredibly connected and the tools for collaboration can, for all practical purposes, be considered to be free. People can organize their own learning groups.
My challenge to the learning department is the following: Which of the five DIY imperatives (devolve responsibility, be open, create experiences rather than content, provide scaffolding and stimulate reflection) are you practicing?
IT Development Methodologies for Learning Content Development
I attended two sessions that explicitly talked about IT development methodologies applied to learning content development. One was about using hackathons and the other about Agile. There is a lot of inspiration to be found in how people write software that can be applied to how people develop learning (yes, I do understand the irony of this if you compare this to the previous point: but I still think designed experiences are useful for many occasions). If you look closely at the principles behind the Agile manifesto, then you see how easy these can be translated to learning: learner satisfaction by rapid delivery of useful learning experiences, welcome changing requirements (even late in development), learning experiences are delivered frequently (weeks rather than months), sustainable development (able to maintain a constant pace), close and daily co-operation between business people and developers, face-to-face conversation is the best form of communication (co-location), projects are built around motivated individuals (who should be trusted), continuous attention to technical excellence and good design, simplicity (the art of maximizing the amount of work not done) is essential, self-organizing teams, and regular adaptation to changing circumstances.
So here is my challenge for the learning department: Do you know and understand the cutting edge IT development methodologies like Agile, Scrum, Extreme programming? Have you thought about how these could be applied to your learning development process?
Massive Open Online Courses (MOOCs)
At the beginning of the year barely anybody had heard about Massive Open Online Courses (MOOCs). Today this seems to be the hottest topic in the educational technology field. Any Masie attendee that hadn’t heard about MOOCs before they came to the conference certainly had heard about it by the time they left. I attended an interesting session by Curtis Bonk. Audrey Watters has probably done the best write-up so far on how they work and what they mean (don’t miss all her other posts on the Ed-Tech Trends of 2012). I also enjoyed this podcast with Arnold Kling which discusses some of the issues with how MOOC in their institutionalized form work.
I want to create two different challenges for the learning department around MOOCs. The first one is based on the approach by the big universities (xMoocs): Have you thought about how the principles behind MOOCs around scaling the normal educational process can be applied to your company? Could this be an efficient way to scale a 20 person classroom to a 2000 or 20000 person “classroom”? The second challenge comes from the original MOOCs (cMOOCS): Can you create a corporate course which is divergent, distributed, virtual, exploratory and scales at the same time? What would that course be about?
Neurological Research
Most learning profesionals don’t spend enough time looking at how our brains work and how that could be used in designing learning experiences. A few years ago John Medina wrote a very readable book translating the current state of brain research into actionable insights:
This year’s Masie conference had two keynote speakers that have created popular science books riding on top of the advances in neurology: Susan Cain on introversion and Charles Duhigg on forming habits. After reading my posts on these, Bert De Coutere connected me to Tiny Habits, a brain science inspired approach to changing behaviour.
Another challenge for the learning department: How many of your design heuristics are based on opinion, mimesis or history rather than on brain science? How do you keep up to date on the latest developments in brain science?
Focus on Cultural (and Organizational) Change
Even though I can’t pinpoint a session that I attended on this topic, I could feel how a shift towards organizational dynamics rather than personal dynamics was underlying many of the discussions. Learning in corporations often is about changing the behaviour or attitudes of large groups of people (I propose to rename the learning department to “the indoctrination department”). Making the organization rather than the learner the unit of change would change many things.
Even though it is early days for this, I would like to put out the following challenge: Imagine that your job is not to make an individual competent, but to change the culture inside an organization (e.g. maybe to become more innovative or to go from a “service provider to a consultative mindset”. What will you do differently?
Data as a Mystery
Learning analytics is all the rage. Also at the Masie Learning conference. Nigel Paine said the following for example:
Data is important. You should have the data from your organization and try and get some insights from it. Most people never take the trouble to go through the data.
I have serious issues with the current approaches to learning analytics:
Learning analytics is nearly always seen as a top-down initiative that can be used to steer and manage. I believe it should be used as an empowerment tool to speed up and enrich the feedback cycle for learners (also see my post on a talk by Erik Duval).
Everybody seems to be focused on capturing as much data as possible and using fancy (preferably iPad enabled) graphing and dynamic visualization technologies. Nobody seems to be asking interesting questions that can be answered by analyzing data.
My challenge to the learning department is related to that second point: What interesting (and difficult) learning related questions can you get an answer to, now that data capturing and visualization tools have become ubiquitous?
Patents and Licensing
I was shocked to hear Elliott Masie talk about a patent troll in the learning technology space. An article by Steven Levy in this month’s Wired gave me some more ridiculous examples. The law is important and if you don’t think about patents, copyright and trademarks then they might come and haunt you later on.
Very few corporations think about the license that they use for their learning content. Often the copyright of any work will just be with the company and all rights will be reserved. This might not be the best or smartest thing to do. Creative Commons licenses are one of the enablers of Open Educational Resources. Creating OERs could lead to much more flexibility around corporate content and might even create synergies in industries that can transcend individual corporations. This is a dynamic space with interesting debates (see the discussion on the non-commercial clause for example ,via Downes).
This is probably the most “advanced” challenge in this post: Have you thought about turning your learning content and courses into open educational resources (OER)? What could be the business case for OER in a corporation?
I would love to hear from you which challenges you’ve decided to pick up. Will you please share them in the comments?
