What the article I’m referencing and comments I read made clear illustrate the gyrations we are heading into now with this “new” micro-learning approach. It will be easy to become distracted, so don’t get all raked up in a pile over what we call it…or how long it should be. It’s about what it can facilitate at the moment of need to get the DO done.
Tag: moments of need
Maybe it’s just me, but I’m seeing the use of 70:20:10 being used as a design framework that promotes that we pack the “70” and the “20” into the “10”. Now before anyone blows a gasket, I will admit that this practice greatly enhances the “10”, no question about it. But here’s the thing…it’s still freaking Training.
A colleague of mine described adopting a Performance Paradigm where Performance Support is fully integrated as “the project that never dies” and that’s not a bad thing, because if the paradigm dies, so do the performance benefits…and those benefits are tied directly to tangible, measurable business results.
Is there a difference between your onboarding process and the process of waterboarding? One uses water…and the other holds the new hire down and administers enough information at a continuous pace so they get the overwhelming sensation of drowning. Which one do you put your new hires through?
Why build training content as a priority if there is an asset you could build that closes an existing performance gap? I’m not saying “forget training”; rather, I’m suggesting that closing the performance gap should be FIRST PRIORITY. Designing and building an asset to support performance at the Point-of-Work is actually one of the first […]
Critical demands for ensuring workforce agility and resilience manifest beyond the current scope of the best training programs; the best training design, best development and delivery practices that many L&D organizations rely upon as standard methodology. For a workforce to consistently function at optimal agility and resiliency, we must evolve beyond the current linear paradigm that is only scoped to transfer knowledge and skills through training no matter how compelling and engaging we try to make it.
Training tactics are slowly changing. Events are shrinking in size. MOOCs are unhooking linearity as a design concept. Learning is being “bursted” and “microed” in more granular chunks. More video is being embedded. Things are getting more social and collaborative, but the “T” word still seems to be central to the mission. We are still Training. Knowledge retention is still the enemy.
We all experience hair on fire moments every single day and our ability to execute a quick action like Stop, Drop & Roll effectively and efficiently translates into effective loss prevention; saved accounts; business liability averted; employee churn prevented; redundant effort and rework minimized, competitive sales closed, material waste minimized…and…and…and. None of these tangible business impacts manifest during Training, and yet we continue to posture Training as the primary driver behind the business outcomes we seek.