Friday, March 27, 2009

Blended Learning - It's time has FINALLY arrived with PS

How PS Can "Save" Blended Learning!!

Con and I have been working this instructional approach for over 15 years now!! I remember having my first "blended learning" meeting back when I was with Element K in the early 90's. I was even on a special "taskforce" for it! :) The original premise was that since we finally had all these learning assets at our disposal, from classroom to e-learning, how could we not start blending them together into a beautifully orchestrated learning experience???

We have since talked to literally 1,000's of training colleagues regarding more failed attempts at this design model then successful. I thought I'd share a few lessons learned, as well as how PS finally tipped the scale for me!

  1. Blended Learning is at its BEST when you're designing to meet all 5 moments of need - Have Conrad and I ever shared with you the 5 moments of need?? (that was a POOR attempt at humor by the way) I know we bring mention this principle in almost ALL of our postings, but it has become so fundamental to our work. If you need a refresher please click on this link to visit one of our original posts for more details.

    When it comes to blended learning, the 5 moments helped me understand how different learning assets work throughout the process. Many of my earlier blended efforts failed because I was only supporting the first two moments (when someone learns something for the first time, and when learning more - or better know as FORMAL instruction) and NOT supporting the last 3 (when someone is trying to remember or apply, when things change, or when thing go wrong - or better known as INFORMAL instruction). Simply swamping one formal asset for another does NOT create a total solution. Blended learning is more then simply saying, "Rather then come to class for this lesson, why don't you take it on-line?". It's also about blending the learning experience so that a learner gets the right amount and type of information at the right time throughout the learning process. Formal assets have a hard time fitting into the informal domain, and visa versa.
  2. PS needs to become a critical part of the FORMAL learning process - This was one of the harder jumps for me in earlier efforts. When experienced Instructional Designers (IDs) run a task analysis and design for a train event, they typically include most every skill and task a learner will perform in the training outline and what becomes the learning event (be it live or on-line). How could we not? If we skip something, how would a learner ever "get it"? This also tends to make our training events WAY too long, thus hurting retention and transfer. Adding PS will shift the emphasis from just mastering information to its application. If you've designed your strategy for a total solution, you can swap out much of the content which was only seen in class to the PS framework and tools which is accessed after class. Certain critical processes, concepts, and skill still need to be taught in the formal experience, BUT way less than ever before. More of class time can now be spent learning the PS tools and building the learner's confidence in their ability to find and apply skills after training. Blending your design involves allowing learning assets to blend throughout the journey and to be experienced in multiple ways.
  3. The blended strategy and tools need to be supported throughout the learning ecosystem - Con and I have recently discovered the power of what we're calling the learning ecosystem. Support comes in all shapes and sizes. Our learning industry tends to emphasis the physical tools such as electronic performance support systems (EPSS), or paper based job aids because they are often seen as the most effective approaches both in time and cost. The danger of being overly focused in these areas is that we can loose sight of some of the other critical components of a learning ecosystem. For example, assets such as help desks, trainers, and line managers are often overlooked in a blended learning strategy. Because the learning group doesn't see these assets as being under their control, they are often overlooked for the vital role they play in allowing a blended approach to work. Since this new approach intentionally puts more emphasis on the informal side of learning, tools and assets such as the ones mentioned above need to understand their part in using and supporting them. Their support and understanding can not be assumed. They need to be included in the early design discussions and taught their role in the overall process and application of these tools. For instance, many help desks are not taught or incented to direct a learner to an on-line support tool first. They want to get learners off the phone and back on the job! An important, but often shortsighted, objective. The ultimate goal is to create an independent learner who doesn't call the help desk for ever task or problem. This approach will not be adopted if they, and other assets in the ecosystem, are not considered and guided.
  4. Blended Learning is NOT exclusively about saving money - I don't know how many times I have to learn this lesson!! My experience has been that when "making training cheaper" becomes the principle driver for blending you get just that "cheap training"! Now, I'm NOT saying that I haven't saved a good deal of money with the correct blend, especially with PS in the mix, but we need to be careful in these difficult times to not loose sight of our prime directive.

    I have never worked with a more cost effective learning approach then PS. I have been challenged with the ROI issue for over 20 years, and it is only in the past 2 that I have made significant strides in finally proving it! BUT the danger of overly emphasizing the "spend" side of this equation can cause the overall strategy to blur and possibly hurt the end product. Many of us were burnt by taking this myopic approach back when e-Learning first hit the landscape. It was viewed first and foremost as a cost savings tool and its effectiveness and adoption has suffered since in many organizations. Let's not do the same with the powerful world of PS.

We hope these help!! Blended learning can be an incredible solution for our learners and organizations on so many levels. PS can help take your programs to a level never seen before, if not be the key to helping blended take-off!

Please let Con and I know if you have any other questions, if you would like to talk through your current efforts, or if you'd like to see some working examples...

Friday, March 20, 2009

Conducting a Sucessful Rapid Task Analysis

Rapid Task Analysis Checklist

Thirty years ago I took my first instructional design course. At some point during that class I learned about task analysis. Since then, I have grown to realize that it is a most vital skill. If you get this wrong, learning and performance support spirals out of control. It becomes unwieldy and murky. Of all the skills, in our profession that we need to get right, we certainly need to get this one. Yet, my sense is we need to do better in this area. As a start, we need to figure out how to be more consistent and efficient in our approach. The practice of performance support especially cries out for a Rapid Task Analysis process. After all, how can we ever expect to develop an effective performance support solution, if we haven’t determined what those performances are. Fundamental to any Performance Support strategy is the identification of the performance tasks the strategy needs to support. In addition, since tasks don't stand alone but actually orchestrate into higher work-flow processes, a solid strategy also requires the determination of those processes.
In an earlier blog, I provided a detailed written description of Rapid Task Analysis. Below is a job aid “Checklist” for this process. We’ve also embedded several links to video clips within the checklist to provide added elaboration on critical parts of the process.


1. Prepare for the Task Analysis

Note: For your first few task analysis sessions, you should invite someone to help you during your session. You will find it helpful to have this person help make sure you are successful in conducting your session. You may also benefit by having your helper take notes on a computer while you facilitate the discussion from the whiteboard.


- Develop and validate the preliminary Scope Objective

- Identify primary SMEs (those who should attend the task analysis.)

- Identify backup and secondary SMEs
This can be helpful in case the response is less than 100% with your primary SMEs.

- Schedule date and place for task analysis.
When you reserve the meeting room:

  • Make sure it has at least one large whiteboard.
  • Include at least 30 minutes before and after your task analysis session for setup and cleanup time.
  • Make sure an easel and easel paper (flip chart paper) will be available for the date and time of the session
  • If you are using the voice conferencing, try to choose a room with extra microphones so that people on the phone can hear all the people in the room more clearly.
  • Be sure to send “Meeting Details” email to your coach and other writers who will be observing or helping with your task analysis.

    Note: You might find it helpful to create posters of your agenda and scope, and the definitions of a task, step, process, and concept to post on the walls of the meeting room for participants to reference during the task analysis session.

- Invite SMEs

  • Has a sufficient representation of SMEs confirmed they will attend?
  • Send “Meeting Invitation” email to SMEs: Include the general purpose of your task analysis session and what is expected of them.
  • Send “Meeting Details” email to SMEs: Include meeting date, time, location, and web meeting information (if necessary). Also include the scope and agenda for the task analysis session.

- Review Existing Performance Support Content

  • Review any existing performance support tools relating to your task analysis scope objective. Notice the length of the section or chapter. Were the tasks based on the user’s job performance?
  • Try to create your own list of concepts and tasks for this topic to help guide you through your task analysis session.
  • Generate an outline of tasks and related concepts if possible.
  • Create a handout containing this list. Use this list during your task analysis session to prompt SMEs about tasks they might be forgetting.
  • Email handout(s) to remote participants.
  • Photocopy handout(s) for participants attending the meeting in person.
  • View: http://trclark.acrobat.com/rta7/

2. Conduct the Task Analysis

The following are things you should consider bringing to the task analysis session.
(Note: All bullets might not apply to your particular task analysis session depending on whether you have participants that are all remote, all attending in person, or a mixture of both.)

  • Easel, Easel pad, Office supplies (scissors, tape, several colors of dry erase pens, ballpoint pens, pad of
    paper), Posters (Scope, Agenda, Definitions of Terms), Your meeting notes and reference material, Copies of appropriate existing TOCs, Handouts (if applicable), Conferencing dial-in and ID numbers,
    List of participants, Web Meeting instructions (if applicable), Snacks for meeting participants, Computer w/mouse, mouse pad, power cord, and Ethernet cable or appropriate wireless equipment), Recording equipment (optional)
  • The following are set-up requirements for the session:
    - Set up computer
    - Tape posters (agenda, definitions of task, concept, etc.)to wall
    - Set up easel & easel pad
    - Rearrange furniture
    - Set up NetMeeting (if applicable)
    - Call into audio conferencing center (if applicable)

- Make introductions and review the agenda

  • Introduce all participants. Thank them for coming.
  • Review the agenda for the meeting (posted for easy viewing during the session).
  • Make sure that remote participants have joined the session and that they can view the whiteboard.


- Introduce and refine, if necessary, the scope objective.

  • Is there consensus?
  • Is the scope objective posted for participants to view at any time?
  • Ask if there are any questions about why you are conducting the task analysis or the goals of the session (both presented by email prior to the meeting).

- Identify Tasks

  • Do SMEs understand what concepts are and that concepts will be identified later?
  • - Chunk and Label Tasks

    • Do SMEs understand the principle of chunking and the benefits of applying this principle?
    • Have participants received a listing of any tasks identified during the activity, Has each participant had an opportunity to add, modify, or delete tasks from the list?
    • Have the tasks been adequately grouped?
    • Have each of the groupings (chunks) been labeled?
    • Is there consensus regarding the labels for the tasks and the processes (chunks or groupings)?
    • Task groups ideally have 7 (plus or minus 2) tasks.
    • Each group of tasks is a business process (similar in scope to a chapter).
    • Keep business and “real world” situations in mind. Help attendees distinguish between describing the product/technology and providing information required to achieve a business goal.
    • The label needs to provide enough detail to convey the relationship used to establish the grouping.
      View:
      http://trclark.acrobat.com/rta4b/
      View: http://trclark.acrobat.com/rta4/
      View: http://trclark.acrobat.com/rta5b/

    - Establish Ordered Relationships

    • Is there consensus regarding the order for the processes (chunksor groupings)?
    • Is there consensus regarding the order for the tasks within the processes (chunks or groupings)?
    • Have the unique order requirements for all audiences been addressed?
    • Usually the initial tasks have a typical order in which the customer performs them.
    • The order of some tasks may not matter, but assign them an order anyway.
    • You may have only one group if there are 10 or fewer tasks.
      View:
      http://trclark.acrobat.com/rta5a/

    - Identify Concepts

    • Are the concepts labeled with nonperformance labels?
    • Are the concepts chunked appropriately and assigned to a specific task group?
      View:
      http://trclark.acrobat.com/rta6/

    3. Follow-up on the Task Analysis Results
    - Review results of the Task Analysis and discuss “next steps.”

    • Are participants leaving with positive feelings about their contribution to the results of the task analysis?
    • Do participants know when to expect a written summary of the results of the task analysis?
    • Do participants understand the amount of time they have to provide their feedback regarding the task analysis results?
    • Tell participants when to expect to receive a written outline of the results of your task analysis session.
    • Explain that you will be contacting them to help you identify the steps in each task and the purpose of that step. You will also be asking for comments about each step.

    Encourage participants to send you their feedback on what went well and what they feel could be improved during your task analysis session, and any suggestions on how to make future task analysis sessions more useful.

    Note: Consider the following tips while you are conducting your task analysis session:
    - You may want to consider having another person take the notes for your first RTA, since you will be writing on the whiteboard for “in person” attendees to view.
    - Monitor the TOC of the related documentation, if any existed, during your task analysis session. If the group gets stuck, use the TOC to prompt SMEs about tasks. You can also check to be sure SMEs cover all the tasks already documented. Be careful about leading the
    SMEs to duplicate the existing TOC.
    - If you get through your entire agenda of identifying, grouping, and labeling tasks and identifying concepts, you can use any time remaining to start filling in the actual steps of each task.


    - Summarize the results and distribute to primary and secondary level SMEs for review and feedback.
    The following is a list of what you should do as soon as possible after your task analysis session:

    • Write your outline of the process(es), tasks, and concepts that the participants identified.
    • Distribute the outline to primary and secondary level SMEs for review.

    - Integrate feedback from the SMEs and distribute for buyoff.
    Once you have obtained buyoff, you are ready to begin documenting the processes as well as producing your performance support solutions. You may find that as you continue this process that your listing of tasks and their groupings will continue to evolve as you uncover additional concepts and tasks. If you have done a thorough task analysis, however, these changes should be few unless there are implementation or business changes (which there likely will be.)

    Friday, February 13, 2009

    Has Single-Source Publishing FINALLY Come of Age?

    I remember attending my first session on “Reusable Learning Objects” back in the early 1990’s. A dear colleague and friend of mine Wayne Hodgins, the individual whom many credit with starting the learning object movement, was attempting to help us grasp the concept. To oversimplify, we were talking about a world where an Instructional Designer authored a single chunk of content, for example a set of steps to complete a task, and then reused that object, or a version of it, in multiple outputs or learning solutions. The idea was stunning, but came with many complex issues at the time. Strange terms and acronyms began to immerge such as SCORM (Sharable Content Object Reference Model), XML (Extensible Markup Language), and Schemas. Standards boards and industry groups such as CEDMA (Computer Education Managers Association) and IEEE (Institute of Electrical and Electronics Engineers) did their best to begin wrestling with the management of this emerging world and help us integrate the potential into our daily work. For some it was the beginning of an incredible journey, for others it was the beginning of years of frustration and failed projects. I don’t blame the premise or the pioneers. The complexity of the tools, design methodologies, and even the concept was what often got in the way. In the real world the skill set, resources, and bandwidth needed to be successful just wasn’t there.

    Well, those days are gone! Single-Source (SS) publishing, as we call it today, has finally come of age. The new tools available today, combined with the design models and standards which have emerged, has made the dream of “authoring once, publishing too many” a reality for any learning professional. And it couldn’t have come at a better time. With the economic challenges we face today there’s never been a stronger business case for reusing the limited resources we have, in the most efficient way possible, while delivering learning in as many formats as needed. If you’ve been hesitant to migrate to this type of approach and tool, there are three fairly compelling benefits which may help to convince you otherwise:

    • If you can author in Microsoft Word™ you can author in XML: This was always one of the most mystifying part of this discipline for me. Frankly, I struggled with the early XML editors and related tools. Classifying, tagging, reusing, and relating one object to another was just too complicated. The recent SS authoring tools have incorporated editing environments which require little more than a word processing background. They also take advantage of many of the standard features used across today’s desktop applications such as embedding a graphic, applying a style sheet, and hyper linking to a website or related resource. Toolbars, wizards, and common content manipulation procedures such as “drag and drop” are now incorporated to make creating and reusing learning objects easy and efficient. All this is accomplished while the XML coding and tagging goes on in the background. The designer RARELY has to deal with this layer of complexity. The systems manage all that for them.
    • Your existing content created in other authoring tools can still be incorporated: The last thing some learning organizations need is another tool. Although SS authoring tools will let you author content from scratch, they also allow you to incorporate existing content types into your new learning publications. The following are just a sample of some of the formats which can now either be hosted by or linked to an object: AVI, WMV, SWF, PDF, HTML, Microsoft Office documents, and even lessons or topics within an e-Learning library. SS authoring should not be seen as yet another tool to be added to an already overloaded and complex set of tools, but rather it can be used to actually decrease the tools needed. This also solves the problem of giving the learner access to the right learning asset at the right time. Even though we have been publishing to the formats listed above, many of our users simply can’t find them or utilize them at the right moment of need. With SS authoring you can output one publication which can host all objects in an instructionally sound and consistent way.
    • TRUE blended learning is finally a reality! In my travels, two of my favorite questions to ask learning professionals are:

      1. How many of you have attempted to create a blended learning offering?
      2. How many of those have been successful?

      Typically I get a resounding yes to the first question and an equally resounding no to the second. The difficulty in effectively creating a blended learning solution has typically been a combination of the design and the learning assets available. Until SS came along most learning solutions created to be stand alone learning assets built in disparate tools (Captivate, Lectora, PowerPoint, MS Word, Flash, Toolbook…). The developers may have created one outline for one type of content and a different one for the next. Sometimes we purchased learning assets which wouldn’t have considered our outlines in the first place. SS authoring tools allows you reuse your learning objects across multiple outlines and outputs. This lets you tailor and format the object for the appropriate output while still maintaining a high degree of consistency across that content. It allows you to decide how much content appears in which output. This way you can create a classroom manual, a desktop electronic performance support platform, and a mobile learning tool all from the same content while only using the elements which best fit that environment. This allows you to guide a learner through a consistent blended experience based on the moment of need, not on the sometime disconnected tools which are available.

    Single-source publishing has always held enormous promise, not only for performance support, but across the learning journey. But until recently, it was an option which was only available to a select few. Today that is no longer the case and it is clearly something we all need to consider as we attempt to offer cost effective, efficient, and highly impactful learning solutions for the organizations and learners we serve.

    Friday, February 6, 2009

    M-Learning vs. M-Support

    Mobile “Support”: Is it the next generation of M-Learning?


    Con and I have been watching the buzz around what our industry is calling “Mobile Learning”, or M-Learning, for quite some time with some very interesting trends emerging! I thought I’d share a few in this week’s Blog entry. Any and ALL comments are welcome!!



    • M-Learning vs. M-Support: There appears to be two disciplines emerging within this space – M-Learning, which is analogous to e-Learning on a mobile device, and M-Support which is more in line with PS. This is an important distinction to make because it has implications in both design and outcome. It also parallels many of our discussions around the 5 moments of need.M-learning is designed to meet the first two moments of need; when someone is learning for the first time or attempting to learn more. When it comes to handheld devices (more on this later) the jury is still out as to how much content a learner will tolerate on a 2.5 inch screen, BUT the early returns are promising. Many are fairly tolerant and even excited that learning can be distributed in this way. What’s yet be determined is whether or not their tolerance level will decrease once the novelty wears off. Some things to watch on the learning side are:

    • How many of our e-Learning design principles can and should transfer to the handheld environment?

    • How will the smaller footprint of a 2.5 inch screen impact the type and level of content we put on these devices?

    • How will compatibility issues in both software and mobile platform play out?

      M-Support seems best suited for the last three moments of need; when one is trying to remember or apply something, when things change, and when something goes wrong. The itch being scratched here is not one of learning new information, but rather a situation where having ACCESS to the most immediate, helpful, and current information is paramount. This is a perfect application of a mobile device. Often the learner is physically immersed in the problem they are trying to solve or about to enter into. This would be especially helpful for those in sales, field level support, or technicians where the immediate access to information is critical. The “mobile workforce” also seems predisposed to looking to these devices for this type of information, so the adoption and learning curve is reduced. For example, most of these individuals use their Blackberry to read email, to look up a contact, to check their appointments, or to surf the web for information. Extending that experience to include performance support is a natural next step. We have already had some experience in creating content around sales, tech support, and even disaster assistance and the early returns are very powerful. For many of you, this could be the entre into performance support you’ve been looking for!



    • Mobile ain’t just for phones anymore!!: Many of the early efforts around M-Learning/support have been limited to devices such as phones and mp3 players, but with the recent advances in wireless technology and broadband, laptops have become a key player in this discipline as well. We have recently seen solutions where organizations are delivering immediate web-based PS to their technicians and sales team via this level of connectivity. For many, gone are the days of needing to wait until they were back in your hotel room or near a “hot spot” to be on-line. I’m actually posting this week’s blog using my laptop while on the road and browsing via my Verizon broadband account. I know that the laptop has been touted as a mobile computing platform since its inception, BUT never has it had more potential as a performance support device then today. We now have as much access to dynamic and streaming content as we do on our phones, but with MORE screen real estate and processing power! Don’t limit your thinking to a 2.5” screen and multi-platform incompatible devices. The laptop is entering an entirely new era of connectivity and PS functionality.


    • We still need to consider the entire learning eco-system: Con and I have been throwing around a new term – the Learning ecosystem. It implies that learning is a dynamic, interdependent, living thing, and it is! You have heard us talk many times about the fact that our industry needs to see learning from every angle and as an ongoing process. The 5 moments of need reinforces this approach. The danger we see in M-Learning/support is a potential return to a myopic view of the ways in which we support our learners. It’s seen as a “vertical” or just another “add-on” to an already crowded bag of tricks. For mobile to work it needs to be seen as an integral part of the entire learning journey, or ecosystem. If it’s not brought back into the classroom, supported by the helpdesk, reinforced by line managers, and maintained to some degree by the learners themselves, its chances of reaching its full potential are in jeopardy. When considering introducing a mobile strategy (NOT just a device) please take into consideration some of the following issues:



    • How can adding M-Learning/support complement and enhance your existing learning approaches and assets?

    • Is there a single-source strategy or tool you can adopt which will make the reusability and consistency across your learning assets, from classroom to mobile, more of a reality?

    • Are you teaching the most effective use of mobile learning in the context of your other offerings?

    • How does the learner see this new learning option? Do they see it as an “add-on” or as part of a larger learning ecosystem supported and complimented by other assets?

    • What DOESN’T mobile learning provide? Are you overlooking other options, or some of the shortcomings of this modality?

    • Have you involved other stakeholders in the ecosystem in your strategy such as trainers, content developers, helpdesk professionals, and even the line managers of the learners themselves? These individuals play a critical role in the successful adoption and sustained use of these tools.


    Mobile learning/Support is becoming a powerful new learning asset, but it will only reach its full potential if we each, as the learning professionals within our organizations, carefully embrace all the areas it can impact.

    Tuesday, February 3, 2009

    New Media Elements on PS Blog

    Con and I will be adding a few media elements throughout 2009 to help spread the word round PS.


    Podcasts: We will be recording at least one podcast a month. This month's podcast is on "The Five Moments of Need". One of our classics:) You can download the audio file for playing either on your PC itself or an MP3 player of your choice. To download the podcast to your PC:
    1. Right-click on link below you will get a pop-up menus
    2. Select "Save Target As..." from the menu to save the file
    3. Select a destination on your PC from the "Save As..." dialogue box

      Podcast Link: http://labpilot.learningguideonline.com/media/ps_podcast_1-09.mp3


    We hope this helps!! Let us know if you have any questions, AND if the podcasts are working!


    Recorded Webinars: Now that we're using voice over IP (VOIP) for the audio portion of our webinars we are finally able to record them and post them here! Click on the following link to listen to this month's webinar on "Selling PS into your Organization": http://labpilot.learningguideonline.com/media/ps_livemeeting.wmv Hopefully the webinar will automatically start playing in the media player on your PC. If you have problems let us know!

    We hope you enjoy these new addition to the Blog!


    Yours in Service,

    Con and Bob

    Friday, January 9, 2009

    Four Recommendations for Learning Professionals

    Flourishing During Rough Economic Times

    Alma Morgan was a dairy farmer in my home town of Circleville Utah. He had the wonderful gift of optimism – which is a remarkable attribute for any dairy farmer. Once, after experiencing significant losses within his dairy herd, my dad asked Alma how he remained so positive. Alma's response was, “I just tell myself that this too shall pass and it does.”

    Anyone who has been in the learning business very long has already weathered previous economic storms like the one we’re facing. But times are such that we ought to do more than just bunker down and wait it out. It won’t serve our industry well, especially the people with whom we work, those we serve, and the organizations that employ us.

    Denis Pombriant has insightfully observed that:

    The meltdown of 2008 will be seen as the mother of all disruptions … disruption makes things new again, and what might not have been possible in the old regime suddenly is. …”

    “Change is difficult. It's hard, and people avoid it when we can, but change eventually happens when the consequences of standing still look worse than the consequences of taking a chance on change. … It's time for all of us to change -- standing still is not an option, and we can only imagine the disruptions ahead.” (http://www.crmbuyer.com/story/64878.html?wlc=1227021580 )

    Pombriant makes a stellar point here. Disruption not only “makes things new again” (e.g., creates new opportunities), but it often compels us through a door to opportunities that “might not have been possible” previously. There has never been a time when this has been truer for the learning industry than right now. As I have mentioned in previous blog articles, we face a time where continuously disrupted markets require organizations to “learn at or ahead of the speed of change.” Globally connected markets, technological disruptions, demographic churn, and political upheaval have created an atmosphere of unrelenting change. We are in that spot Pombriant describes where the consequences of standing still are “worse than the consequences of taking a chance on change.” This circumstance provides us a clarion call to action. We must step up and take on the changes that need to be made in how we go about this vital work of ours. Here’s what we need to do to flourish during rough economic times.

    1. Make learning a Strategic Imperative for Organizational Success

    These times provide real opportunities to promote learning as the strategic imperative it merits being. For example sustainable competitive advantage requires today, more than at any other time, a highly engaged workforce. Organizations who fail to engage their disengaged people will fall behind in their efforts to learn, adapt, and execute. They will simply be no match for the highly engaged enterprise. There is also in play today the “most talented Principle.” This principle holds that the most talented people in an organization are the first to leave an organization if they cannot achieve high personal engagement. Less talented people are less competitive and tend to stay in an organization even if they are disengaged. No organization can afford this happening in today’s economic environment.

    In an earlier blog article on engagement, I briefly described five of the six primary drivers of performer engagement. “Learning” is one of those drivers – and when learning resources diminish, as is often the case during rough economic times, engagement diminishes as well and the “most talented principle” takes effect. Corporate leaders can't afford to ignore engagement. And when they face it they have to look "learning" squarly in the eyes.

    Peter Senge observed:

    Real learning gets to the heart of what it means to be human. …There is within each of us a deep hunger for this type of learning.

    Certainly the principles of engagement merit our attention, and especially attention to the role of learning as a fundamental driver of that engagement.

    In addition , I continue to fervently believe that the most compelling case for positioning learning in its rightful place of strategic value is found in the pursuit of Organizational Learning Agility. If you don’t have a copy of our research report “In Search of Learning Agility,” let me know. (cgottfredson@trclarkglobal.com) I’ll provide you a copy. The risks, threats, trends, and recommendations listed at the end of the report merit consideration for anyone wishing to make learning a strategic imperative for organizational success.

    2. Cultivate Strategic Vision Within the Learning Function

    My Uncle Orion used to say, “I like anyone who likes my kids.” But his wife, Aunt Gwen, was a bit more realistic in her view of their sons. When anyone asked her if Bert and Brent "belonged to her", she would reply, prior tocommitting herself as their mother, “Why do you want to know.” She knew those boys had a few warts. And frankly, we’ve got a few flaws we need to face in the learning profession. One of them is our failure, for the most part, to maintain a current strategic vision within the learning function. We often give this lip service. But the real measure of this reality happens every time the economy suffers. To the degree that training budgets get hit harder and earlier than other areas your organization provides a proportionate measure of your success at cultivating and acting with strategic vision.

    Our profession is filled with hardworking, gifted, tactical implementers. There is so much that needs doing that we naturally get completely caught up in the learning machinery and we fail to look outward. For more than twenty-years I’ve heard continuous talk of “goal alignment” with “business objectives.” But we’ve attempted to do so without processes in place for the ongoing cultivation of strategic vision. For example, to what degree does your training function have in place an “early distant warning system” that allows you to idenify opportunities, challenges, and threats ahead of their impact upon your business? In today's age, training needs to be immediately responsive to what lies ahead. We mustn't fly blind.

    For more information about this specific vision capacity, I invite you to watch a 15 minute podcast recording by my partner, Dr. Timothy Clark.

    Most traditional conceptions of strategy offer static models that are frozen in time and space. They contemplate a snapshot of organizations in the context of factors, forces, and conditions. Of course students of strategy acknowledge changing conditions and dynamic response, but we still don’t account for it very well. As the global age compresses timeframes and hastens the obsolescence of competitive advantage, we account for it even less well. As change in the world accelerates, the timing of an organization’s response to adaptive challenge becomes a more crucial factor in the equation of advantage. Indeed advantage has and always will be a function of timing, along with other critical factors.

    This podcast discusses the inherent tradeoffs that accrue based on the timing of an organization’s response to an adaptive challenge, especially including critical differences between early and late response. The very designation that an organization is responding early or late to a particular challenge implies not only a dimension of time, but also one of distance. Response time is determined by what Dr. Clark refers to as competitive distance. By this he means the distance that separates an organization from a potential, likely, or impending adaptive challenge.

    http://trclark.acrobat.com/p98224611/

    This is just one example of the kind of strategic vision capacity that needs to be cultivated within the learning function in order to render meaningful strategic benefit to the overall organization.

    3. DEVELOP YOUR CAPACITY TO LEAD CHANGE

    Carl Rogers observed that “The only person who is educated is the one who has learned how to learn and change.” Most organizations today have some sort of training in place for leading or managing change. But providing change leadership training is a far cry from actually leading change – and no group within your company should be more competent in leading change than those who stand with you and have shared responsibility for learning in the organization. Carl Rogers got this one right. Learners must not only know how to learn, they must be willing and able to change. Here’s another 15 minute podcast that introduces an approach for reducing the potential for failure in any change initiative.

    http://trclark.acrobat.com/p37891840/

    To flourish during rough economic times, this capacity to lead change is vital. Here’s what Dr. Timothy Clark wrote in his book EPIC Change, How to Lead Change in the Global Age:

    When competitive forces accelerate, it elevates the leadership challenge. It introduces new demands and skill requirements. The compression creates more cognitive complexity and emotional intensity. Without warning, forces may combine at any time to thwart existing plans and with a hard shoulder push you as a leader onto a different path. If you are not prepared to lead in the midst of turbulence, the global age will pin you against the limits of your ability to respond. If you can’t perform on the new leadership stage, you eventually will fail upward.

    The challenge is to get comfortable with uncertainty, live on the edge of chaos, and sustain competitive advantage in the face of endless dynamism. It has become a universal aspiration to figure out how. (page 4)

    4. Engage the Efficiencies of Performer Support

    Performer Support as Bob and I define it at this blog has always had the capacity to bring greater efficiency to the learning function. It allows learning solutions to become more compact and at the same time achieve greater effectiveness. The time required in formal learning can be legitimately shortened without harming outcomes. What needs to be learned can be learned at the level required – not more or less. And ongoing support costs can drop dramatically. All this and more occurs through the proper implementation of a comprehensive performance support strategy.

    This is what Bob and I have been discussing with you in this blog for the past year plus. There’s never been a better time to deliver the full promise of performer support. And you’re doing it! In the past few months, we’ve been seeing increased interest in performer support and rightly so. This performer support community is well positioned to continue to lead the way.

    A Concluding Thought

    My grandfather was the oldest in a family of 7 children. Both his parents died while he was still very young; his mother first and then his father (my great-grandfather.) While my great-grandfather was on his deathbed he gathered his young family around him and distributed them out to their aunts and uncles to be raised.

    Thirty-five years later his oldest son, who is my grandfather, was killed in a farming accident at the early age of 52. Following his funeral, my grandmother received a letter from Grandad’s brother, Uncle Dwayne (who had been an all-American basketball player, but had been crippled with rheumatoid arthritis as a young man.) In his letter, Uncle Dwayne gave my grandmother this counsel: “Look forward always, thinking of the good and the beautiful.” This attitude coupled with resolve and hard work helped that family flourish during rough times.

    Great opportunities lie ahead fior the learning industry-if we’ll act collectively to bring these things about. As you make the journey, I suggest you add to the four recommendations above Uncle Dwayne’s counsel. It’ll make the trip more enjoyable – even if the weather turns a bit rough.