Archive for category Michelle Works Out Loud

My Learning Plan for #LT17Asia

I’m attending Learning Technologies Asia conference in Singapore 7-8 November 2017.  Part of mypreparation for any conference is to set goals and make  some lists to help me get the most out of the conference.

This is my first conference in Asia, and I will be speaking as well as chairing two sessions. These factors open up some additional opportunities for me at #LT17Asia to meet and learn from people I would not normally be in contact with, as well as deepening existing relationships. When I prepared my lists I noticed that my goals and opportunities are influenced by my recent work, especially the Learning Technologies Review I conducted for a client, as well as projects I’d like to tackle in my own business.

Goals

  • Deepen my knowledge of learning technologies, building on the recent Learning Technologies Review I completed for a client
  • Get ideas for content curation strategy for my business
  • Discover new case studies and examples of good practice
  • Find something helpful to share with each client I have worked with in 2017
  • Share session notes via Twitter backchannel and my blog
  • Make a video about the conference
  • Trial conference action plan template from Arun Pradhan’s Learn2Learn app

People

  • Build my network in Asian region
  • Connect effectively with 20 new people on LinkedIn
  • Get to know other speakers, especially panellists
  • Learn about being a digital nomad from Ant Pugh
  • Discover something new about other attendees that I already know
  • Informally mentor someone who is attending from a client organisation

Sessions

  • Be of service as chair for Helen Blunden’s session on curation and host of panel discussion on enterprise learning
  • Provide participants in my Working Out Loud (WOL) session with a clear understanding of the benefits of WOL, practical examples of what it looks like and approaches to getting started with WOL in their organisations. Help them to identify at least 3 specific actiins they will take on WOL after the session
  • Attend sessions I’ve selected, make great notes and share them via Twitter and blog

Exhibitors

  • Talk to any VR and AR exhibitors about learning solutions they’ve developed
  • Find out which exhibitors are using xAPI and how
  • Find platforms that use adaptive learning and understand the underlying mechanics
  • Enter all competitions and pick up giveaways for my daughter

Oh, I also want to swim in the infinity pool at Marina Bay Sands, and eat chilli crab.

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Learning To Learn – Easier than Ever with Learn2Learn

Arun Pradhan has recently released the Learn2Learn app.  I was excited when I trialled a development version of this app a couple of months ago, and felt this same excitement today when I downloaded the released version to my phone.  Please note that I have no commercial interest in this product. I am encouraging people to use it because sound learning skills are vital to thriving and I believe this app is a high value tool to help people to be more powerful learners.  I’ll be using it to improve my learning skills and habits – and expect to blog about what I’m learning when ‘nudged’ by the app.

 

Here’s a testimonial I’ve sent to Arun:

Continuous learning holds the key to staying abreast of change, identifying opportunities, adapting, and taking control of our careers.  Most of us could be more powerful learners.  Perhaps you need to improve your mindset, learning skills and techniques, take specific actions or develop better habits to boost your personal learning. The Learn2Learn app addresses all these aspects in a crisp, clear, concise and actionable way.  The beautiful visual design and easy-to-use interface make this app a joy to use. There is considerable flexibility in how you explore the content and lots of options for practical application.  With the additional references for deeper learning, and encouragement to share your learning with others via social media and an online community this app will fuel your learning on an ongoing basis, regardless of your domain.  The Learn2Learn website describes it perfectly as “a course, coach and cheat sheet in your pocket.”  Get this app, use it, stretch yourself and see yourself grow.  This is an awesome investment in yourself and your career.

Would love to know what others thing of this app.

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Use Data to Start Conversations

I attended a vibrant webinar today where Laura Overton presented a high level overview of the first Towards Maturity regional benchmark study of Learning and Development (L&D) in Australasia.  The webinar was hosted by the Australian Institute of Training and Development (AITD).  I’ve compiled the tweets from the webinar (via Storify) if you want to get a flavour for key points.  Keep an eye out for the webinar recording to be posted by AITD.  Even better – download the report from the Towards Maturity site.

Early in the webinar Laura made the statement “Use data to start conversations.”  I’m not sure if she was trying to encourage the webinar participants to get active in the chat box – I don’t think she needed to as the group were already exchanging views, and the conversation picked up even more as the webinar progressed.  In the coming week as I read and think about the data in the report I’ll post about the findings and invite others to join in discussion about the data.  I expect that LinkedIn will be a good place to do this.

Today I’m thinking more about the use of data to start conversations and some of the ways I’ve seen this done recently.  Those who follow my Working Out Loud page and Twitter account will know that I have used the Towards Maturity benchmarking process and tool in my work at both Coca-Cola Amatil and Qantas.  I have also encouraged other L&D practitioners to complete the benchmarking in order to reflect on their goals, strategy, results and practices and inform action.  Of course, to turn data into action requires conversation in order to gain insight from the data.  One of the interesting conversations we had at Qantas as a result of benchmarking was to compare maturity of tactics used by different L&D teams and ask ‘what are the teams doing differently from each other, why, and how could we improve our practices’ (i.e. what can we learn from each other).  If you’re curious you can read more about what Qantas learned from benchmarking.

We also used the Learning Landscape Audit at Qantas – a ‘learner voice’ survey that provided insights into things like what and how people were learning, how they wanted to learn, use of technology in work and learning.  One piece of data that has started many conversations was that over 65% of the 1,400 Qantas employees who completed the survey use their own devices to access resources for work and learning.  This greatly exceeded expectations, particularly for workforce segments such as baggage handlers.  It opened up conversations exploring what this means for the delivery of performance support and learning solutions.

Of course, if you have an LMS you have lots of data you could probe into and look at from different angles.  For instance, what’s the average attendance at your face to face learning sessions?  What if you were to find that you had courses being delivered face to face where the average class size was less than two people (yes, this is a real example).  This sparked some discussions about why this is the case and what could be done differently.

Two weeks ago, during the conduct of a learning technologies review for a client, I familiarised myself with xAPI. The real value in using xAPI is the opportunity to transform data about work and learning into a common language and analyse it to gain a wide range of insights including what top performing people in a role do differently in both their work and learning, and what learning interventions actually make a different to workplace performance. I have become very excited about xAPI and they potential insights we can gain using it and the opportunity to embed more learning into the workflow.  Imagine if you could gather evidence of compliant behaviours through analysis of people’s work instead of pushing lots of people through mandatory recurrent training and assessment to demonstrate compliance.  Of course, a lot of conversations would be required with stakeholders around the data in order to get to this point.  So, I’ve digressed a little here -> this is my ‘half-baked’ Working Out Loud space after all.

If I’ve aroused your curiosity about xAPI, here are a couple of introductory resources that I found helpful:

Is it time to move from SCORM to xAPI – from Workstar (download their White Paper on xAPI while you are on their site)

Change your life with data: an introduction to xAPI – from Kineo

Would love to hear from others about how they are using data to start conversations (not restricted to the domain of Learning and Development).

 

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Five Moments of Need and Learning Technologies

I’ve just started work on a review of technologies for learning design and delivery for a large corporate organisation.  The output of this review is a high level 3-year technologies implementation plan.

One of my first steps is to prepare a set of requirements that the selected technologies should meet.  I also wanted to frame some generic use cases that could be used to help select and screen a suite of technologies.  The 70:20:10 framework may have been adequate for this purpose.  However I was concerned that it may limit the range of technologies considered.  Instead I’ve used the “Five Moments of Need” model described by Bob Mosher and Contrad Gottfredson, in their 2011 book, Innovative Performance Support.  The authors summarise these moments in an eLearning Industry article as:

1.  New: Learning something for the first time

2. More: Expanding knowledge of what has been learned.

3. Apply: Acting upon what has been learned. This can include planning, remembering, or adapting.

4. Solve: Using knowledge to solve a problem in a situation when something didn’t work out as expected.

5. Change: Needing to learn a new way of doing something. This requires giving up practices that are comfortable for practices that are new and unknown.

Image Source: http://oustlabs.com/microlearning/micro-learning-for-workplace-training/

Mapping Technologies to the Five Moments

Below is my initial mapping a range of learning technologies against the five moments.  I’m sure that this mapping will be refined as I work through the review and consider more specific use cases and delve further into technologies that I’m less familiar with.

Notes on mapping:

  1. The technologies are not mutually exclusive e.g. video may be used as part of eLearning, virtual online sessions or social learning.
  2. Artificial Intelligence (AI) is a label that seems to be applied to a range of functionality from basic automation of processes to more sophisticated adaptive and personalised learning.  I need to clarify what forms of AI are in scope.

Initial observations on mapping

The map points out the relative inflexibility of eLearning and Learning Management Systems across the range of moments of need.

I’m sure that there are some boxes that could be marked with a cross in the table, even if a little creativity would be required to use them to meet a specific moment. Even so, there are a lot of crosses entered, suggesting that some of the technologies are very versatile.   To ensure that the mapping assists in discriminating between technologies I may update it to highlight the moments that each technology is particularly strong in meeting.

Your thoughts?

I’m curious about whether others have a different view from that shown below as to whether / how a technology can be used for different moments of need.

I’m also open to questions you may have that I could potentially answer as I undertake this review.

I look forward to your thoughts in comments against this post.

 

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The Sacred Duty of Recording how our (L&D) Strategy has Evolved

It’s been almost 12 months since I returned to working independently.  Very shortly after leaving my last role as an employee I started a two month assignment at Qantas to undertake a strategic review of the current state Learning and Development (L&D).  It was a pilot focussed on three L&D teams which developed into a Group-wide review, and then into a transformation program.  Twelve months later the program is well underway and several internal people have been appointed to Project Lead roles.  It’s time for me to handover to the new Project Leads, complete some specific deliverables (including a learning technology road map and an L&D Capability framework) and to step back from day-to-day project involvement.

My primary task this week has been to prepare “handover packs” and start on boarding one of the new Project Leads.  I’ve spent most of my time this week using OneNote to compile the handover information.  It’s the same tool I used in September 2016 to finalise handover to my team at Coca-Cola Amatil.  Again, I’m finding it a very versatile way of compiling history, current state, and next steps for a range of strategic and tactical work items.  However, this post isn’t really about OneNote so I’ll move on.

This post is about the importance of having a documented history, something that captures the arc over time of how and why your strategy has evolved.

For example, at Coca-Cola Amatil (CCA) I recorded how the Supply Chain Technical Academy had been set up in early 2012 with a mission to develop frameworks and programs to develop technical capabilities for new platforms that the business had invested in heavily over the preceding three years in order to ensure sustainable capability development and reduce reliance on equipment manufacturers.  By early 2014 we had largely met that mission, and the business strategy had been refreshed to focus more on efficiency and business continuity.  Our maturity as a learning organisation had developed, and our strategy expanded to include continuous workplace learning, with a particular focus on improving business continuity through knowledge sharing.  As I approached the end of my time at CCA the business strategy was shifting again and it was unclear at that point how the capability strategy should adapt to best support this shift.  The team member who was stepping into my role had spent a significant amount of time in Indonesia setting up a new Academy to support CCA’s local operations so there was a gap in his experience of how our strategy had evolved in the Australian operations, what had worked well, and the lessons we’d learned.  I felt significant responsibility to bridge that gap as best as I could, and spent time telling him stories about what had happened in addition to writing up this history and preparing presentations that would help him to link the future strategy to the past.

When I started preparing handover notes for the Qantas project I was aware that there had been several key shifts in insight and direction over the 12 months we had been grappling with the question of how to set up a higher impact L&D operating model.  And this was where I started – the arc of how and why the operating model had evolved.  The past seven months in particular on this project have been a period of intense activity with well over 25 workshops conducted, a LOT of stakeholders engaged, and  range of surveys and analysis of existing data sets undertaken.  We’ve spent too little unstructured time just ‘thinking out loud’ and making sense of all of these discussions and analyses.  Rather, we’ve been thinking on the run with a shifting cast of stakeholders.  It felt like a sacred duty as the one person who has been involved in this program from the start to retrace the path and document it to inform the thinking of others.

We have such a bias to action, an emphasis on delivery, in today’s organisations that we make too little time to think – to look back and look forward, connecting the two, making sense of where have come from in order to inform where we are heading.  This is as true of me as most people.  I make too little time to pause, reflect, and record how I got to a particular point and how this links to where I am headed next.  It’s time to reinstate and improve upon the personal quarterly reviews I used to undertake as part of my personal routine.  Don’t wait until a ‘handover’ or transition point to capture where you’ve been – it’s a good argument to both work out loud on a continuous basis and also to periodically reflect on and record whatever is important to the ‘big picture’ in your world.

 

 

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Michelle Works Out Loud – Crown College L&D Case Study

Today I attended the Forward Government Learning Conference (#govlearn) held in Melbourne, Australia.  It was an intimate event, with fewer than 30 participants.  This meant we had more opportunity for interaction and discussion than at larger conferences.

I take notes on conference sessions using Evernote, and post a link to my notes on Twitter.  In 2017 I have replaced my old habit with a high volume of short tweets during presentations with focusing on taking better quality notes, polishing these up a bit and adding links to relevant resources, writing up my key takeaways and reflections on each session, then sharing these more comprehensive notes.

There were some excellent case studies at #govlearn today, most of which were new to me.  I’ll post all of my notes in the next few days.  Meantime, here is a taster with my notes from a case study presented by Shane Thomas from Crown.  What I especially liked about Shane’s work is how he had deepened his understanding of his business, built credibility by adding business value, and now has excellent stakeholder support.

Summary of my takeaways / analysis

  • Value of building and leveraging a brand for L&D.  In this case Crown College (as an RTO) is the brand.  Building L&D brand around strong Crown business brand has worked well given the industry turnover and need to attract Allen.  Also, having own RTO suits this business and industry (see noes below on industry).  In this case Shane used industry awards to build the brand, both internally and exernally.  you need to figure out what brand and approach to brand-building will suit your business context.
  • Importance of business buy in, especially at executive level.  This is evidenced by high involvement of leaders in programs, especially leadership programs.  Linkage has been created to business outcomes in leadership programs via workplace projects (see detailed notes for more)
  • Importance of L&D developing a deep understanding of their business.  There is a virtuous cycle in evidence where Shane has sought to understand the business, hence been able to better meet their needs, building credibility, and earning a ‘place at the table.’  Given Shane’s long tenure and deliberate efforts to understand business context, drivers and financials, and add business value, he has been able to build deep relationships with senior leaders in the business.

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Michelle Works Out Loud – A Tool to Capture & Communicate What You Know

Today’s daily dispatch is about a tool I use to help me record and communicate things I know.  It’s called a pink sheet.  I was introduced to pink sheets in a business school program that I’m currently undertaking.  After several months of using them I’ve finally gotten the hang of the template and am finding it a useful way to capture my body of knowledge in a subject area and figure out how to communicate it in a more rounded way.

The template is shown on the left.  The idea is to convey a single key point on one page in a range of ways.

Moving vertically through the template from top to bottom the point is presented from big picture through to detail as follows:

  • Context – big picture, what’s it about
  • Concept – what does it mean, explained using a brief statement followed by a short explanation of the statement
  • Content – detail and specifics that illustrate the point

Moving horizontally, left and right brain thinking are covered as follows:

  • Left  –  studies, statistics and a model
  • Right – metaphor and stories

Here is a completed template to illustrate how the elements come together.  You can take a closer look at a PDF version of this pink sheet.  Note that it’s not ‘perfect’ – it’s a working document that can be used as source content for a range of purposes.  As I use the material I can continue to refine and improve it.  When I find new research or a better metaphor for instance I can add it to a pink sheet.

I can also ‘layer’ pink sheets, going deeper into a specific element of a high level pink sheet.  For example, there are several different elements in the model on this sample pink sheet.  For each of these elements one or more further pink sheets can be created to drill down into these elements.  Over time a set of interconnected sheets is built up.

Another very elegant aspect of pink sheets is that I can combine different sets of pink sheets in a subject area as required to create a presentation, a workshop, a paper, even a mentoring program or, in time, a book.  It becomes very efficient to repackage what I know in a range of formats and communicate it.  All in all, a very useful tool.

This post is part of my daily dispatches experiment, inspired by Austin Kleon.  This is Daily Dispatch Number 4.

 

 

 

 

 

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Michelle Works Out Loud – Working with a Graphic Designer

“Good design encourages a viewer to want to learn more.”

This tweet caught my eye this afternoon.  Some Learning & Development (L&D) professionals are really good at visual design.  My forte is L&D strategy, so I’m really good at organisation design, but not so good with visual design.  Yet, I want content that I produce to look visually appealing, to encourage the viewer to want to look closer, to enhance the content rather than detract from it.

I could learn more about design and improve my skills (yep, it’s on my wish list).  However, I need the materials I’m producing now to look good, and be presented in a way that improves understanding and conveys professionalism.  And that will take some time – I’m probably still at the unconscious incompetence stage, so it’s going to get more uncomfortable and challenging for me to work on this skill set before I see improvement.

For this reason, I recently started working with a graphic designer.  Actually, it was my second attempt this year to work with a designer.  I initially engaged someone overseas as I thought this would be cheaper and still produce an acceptable result.  It didn’t work for me (it might work for others, it just didn’t for me).  It seemed difficult for them to interpret my requirements, and they over-complicated the tasks I gave them.  Things looked heavy and dense rather than the fresh, bright, clear look I wanted.  I retained one or two aspects of their work, such as the updated colour palette on my logo, then got in contact with an Australian designer that I worked with over six years ago – Janine Warner of J9 Designs.  I’ve been delighted with the work that she has done for me. Based on our previous collaboration, she understands who I am and how I want my work to be presented.  In the past two weeks she has quickly created new business cards, a white paper, a workbook and a PowerPoint template.  All have used a similar palette and look coherent.  It’s been easy to work with her via email, and in all cases minor rework on initial deliverables has been turned around rapidly.

As for the output – you can see how much she’s improved upon my hand drawn diagram below to create the final model.

 

 

This post is part of my daily dispatches experiment, inspired by Austin Kleon.  This is Daily Dispatch Number 3.

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Michelle Works Out Loud – DD#2 L&D Capability Assessment

One aspect of my work is to help build capability in Learning and Development (L&D) teams in organisations.  In a classic case of the cobbler’s children not having shoes, often there is no capability framework or development pathway in place for L&D function or roles in an organisation.  A client has asked me to create an L&D capability framework and development pathway for their use.  Since starting to explore this need I am finding other organisations that have the same need.  Rather than create something bespoke I’d like to use an existing generic / industry framework, with adaptation if necessary.  Why create something from scratch if you can meet the need with an existing tool?  Taking it a step further, I wonder if I can find a generic development pathway against an L&D capability framework that uses as 70:20:10 approach, providing a range of ways that specific capabilities can be developed through a mix of experience, exposure and education.  If this was supported by a range of good quality curated resources with links to relevant, active online communities and networks it would be a powerful resource.  Who else would find such a resource valuable?

Starting with the L&D capability framework, one that I have used both individually and with teams is the Learning and Performance Institute’s (LPI) Capability Map.  The LPI developed this tool in 2012 as an online self-assessment diagnostic tool to help L&D practitioners assess and benchmark their capability against 27 skills.  It reflects the breadth of skills required in a modern L&D function. The descriptions of capability at four levels against each of the skills are clear and help flag what’s needed to move to the next level should this be your goal.  When using it with a team I’ve had each person complete the free assessment and send their personalised reports to a coordinator who collated the results to produce a diagnostic ‘map’ of capability across the whole team.  We used this an input to our annual planning session, doing a gap analysis of current L&D capability to what we needed to deliver on our annual plan, and creating a prioritised team development plan.  The LPI provides a paid team Capability Assessment service.  Today I spoke with Leon Boland at the LPI who is sending me information about the process and output from the team assessment, so I can decide whether to present this as an option to my client.

However, the piece that the LPI does not have in place currently is any form of development pathway or toolkit against their Capability Map.  I’m now exploring whether they have a desire to develop this resource, and how I may be able to help with this.

How have others tackled the need for an L&D capability framework and development pathway?  Can anyone recommend other resources that may help to meet this need?

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Michelle Works Out Loud – DD#1 WOL ‘So Much to Share’

I’m in Week 5 of a Working Out Loud Circle (must be my 4th or 5th Circle).  The title of this week’s Circle guide is ‘Make It Personal.’  The Circle Guides are available as free downloadable resources from workingoutloud.com – here’s the link to the Week 5 Guide.

I couldn’t attend my Circle meeting this week (clash with a client meeting) so am catching up on the activities in the Guide, and sharing output with my Circle members on a Slack group that we’ve set up to stay connected between weekly meetings.

One of the activities in this week’s guide is one of my very favourites from the whole 12-week Circle process.  It’s called ‘so much to offer’ and is aimed at helping Circle participants to appreciate how many aspects of their experience could potentially be of value and form the basis of a contribution to someone else.  I like how this exercise makes me look broadly at my life experience and how I could draw on this to offer support and insight to others.

The exercise instructions are to write 50 facts about yourself.  Use the link provided earlier in this post to read the full instructions for the exercise and examples given.  As I’ve done this several times before and I’m in an expansive phase right now I pushed myself to put 100 things on my list, and to think about both my professional and personal life experiences.  Here’s a link to my list (made in Evernote) as an example of the range of things that could end up forming the basis of a contribution to someone in my network.  If you have done this exercise or proceed to do it and you are comfortable sharing this list please post a link in comments or share on Twitter and mention me in your post so I see it.  I’m curious to see what others put on their list.

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