just checking the box

Harold Jarche

Were the two recent crashes of Boeing 737 Max 8 aircraft a result of inadequate training, or design and safety flaws resulting from a lack of regulator oversight? Our training experts were too busy designing courses. Performance Improvement Technology

working smarter case study

Harold Jarche

In 2010/2011 Jay Cross and I worked worked with a corporate university of a large US company with the objective to cultivate a fully engaged, high performing workforce through rapid, collaborative, informal, self-directed learning. Our target is performance.

From Courses to Campaigns : using the 70:20:10 approach

Charles Jennings

One of the major strategic objectives for many HR and L&D departments in 2016 and beyond will be to extend their focus and services beyond courses and out into the workplace. Courses may help with the basics, or to refresh our knowledge, but courses alone won’t deliver high performance.

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the bridge from education to experience

Harold Jarche

While cognitive apprenticeship was originally designed for teachers working with students in a formal setting, it can be used in the workplace as well. This is not course production or delivery. Learning Performance Improvement

the missing half of training

Harold Jarche

The Systems Approach to Training includes the ADDIE [analysis, design, development, implementation, evaluation] model, with variations used throughout industry. Robert Gagne’s Nine Events of Instruction inform much of instructional design. Performance Improvement SocialLearning

gaining insight through social and informal learning

Harold Jarche

Organizational performance improvement is comprised of reducing errors and increasing insights, according to Gary Klein. To improve insights on an organizational level, all work should be focused on learning. Innovation Learning Performance Improvement

training > performance > social

Harold Jarche

This post looks at resources related to my training-performance-social workshop. We forget to minimize forgetting and improve remembering. We measure so poorly that we don’t get good feedback to enable improvement.” ” Performance Improvement.

imagining open collaboration

Harold Jarche

My colleague Charles Jennings wrote a related post on the nature of training courses and programmes. “Typical offerings to prepare our future professionals reflect the dominance of the course as virtually the only the mechanism to get any attention.

Ask not for whom the Reaper comes

Harold Jarche

Workplace learning means much more than courses and management systems. I have said many times that courses are artifacts of a time when information was scarce and connections were few. InternetTime Performance Improvement

Training Evaluation: a mug’s game

Harold Jarche

Traditional training analyses, such as Kirkpatrick’s four levels of evaluation, were designed to assess solutions that are delivered in a linear manner. Event-based instructional interventions, or the course as learning vehicle, is an outdated and useless way to look at workplace learning.

Understanding behaviour

Harold Jarche

Extrinsic rewards only work for simple physical tasks and increased monetary rewards can actually be detrimental to performance, especially with knowledge work. Rewards are still an important aspect to consider in workplace performance. A nalyzing Performance Problems.

Training, Performance, Social Workshop Notes

Harold Jarche

We launched a new online workshop today called, From Training, to Performance, to Social. We will move to performance improvement tomorrow and then focus on social learning all of next week. InternetTime Performance Improvement SocialLearning

The Future of the Training Department

Harold Jarche

For example, instructional designers no longer have time to develop formal courses. Workers will also have to be their own instructional designers, selecting the best methods of learning. Tags: Informal Learning Performance Improvement

You need the right lever to move an organization

Harold Jarche

Tweet Klaus Wittkuhn wrote an excellent article on the systemic approach required in human performance analysis in the March 2004 edition of Performance Improvement published by ISPI. A key concept in the article is that you cannot engineer human performance. Human performance is an emergent property of an organization, and is affected by multiple variables. I had this realization many years ago, which is why I focus on organizational models and systems design.

Group-centric work and training

Harold Jarche

In the +20 years I spent in the military, much of it was as a student on course. A lot of resources are put into preparing individuals for duty and the system is designed for large numbers. Military Instructional Systems Design (ISD) has greatly informed and inspired civilian training.

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A personal learning journey

Harold Jarche

I became interested in knowledge management (KM) as I was introduced to it in the mid 1990’s while practising instructional systems design (ISD) and human performance technology (HPT) in the military. The Centre for Learning Technologies is an applied research, consulting and resource centre for the use of new media in learning, knowledge management, and workplace performance support. Tags: Informal Learning Performance Improvement PKM

HPT and ISD

Harold Jarche

Clark Quinn discussed the Great ADDIE Debate and summarized the alternatives to exclusively using ADDIE (analysis, design, development, implementation, evaluation): The obvious question came up about what would be used in place of ADDIE. For the former, I showed the HPT model as a representation of a design approach considering courses as part of a larger picture. For the latter, I suggested that a focus on learning experience design would be appropriate.

PKM Workshop – Toronto 13 November 2010

Harold Jarche

I’m offering a one-day course at the iSchool Institute (University of Toronto). “In the period ahead of us, more important than advances in computer design will be the advances we can make in our understanding of human information processing – of thinking, problem solving, and decision making…&#. Learning Objectives: At the end of the course, students will be able to: * Understand the concepts and models underlying PKM. Tweet.

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Integrating Learning and Work

Harold Jarche

Build a performance support system. Of Tom’s 10 suggestions, not one is related to creating a course. The result in the latter case is increasingly smaller units of training, which merges training into performance support, making training in the traditional sense less relevant. Implement a continuous improvement framework. Design Jobs for natural learning. Tags: Performance Improvement Work

Perpetual Beta

Harold Jarche

Of course the ‘iterate and refine’ concept can be implemented in other ways, but I think it’s fair to say that organizations absolutely need to get good at running pilots, if they’re not already there. It is a key facet of the path that leads to improved organizational performance. So says Ross Dawson in pilots as a key instrument for improving organizational performance in a complex world. Tags: Communities Performance Improvement

Proficiency-based training

Harold Jarche

According to Clark Quinn in this eLearn Article : There is one role for pre-tests, and that is in the realm of allowing students to test out of a course. And don’t give in to de facto standards that dictate every course start with a pre-test. Additional time in the aircraft could be provided, with counseling, but after a certain number of hours students were expected to achieve the performance requirement.

9 ways to improve workplace learning

Harold Jarche

But good training and education can have a huge impact on behaviour and performance. Did you ever have a coach who got you to a higher level of performance? This is how far too many courses are designed and delivered. “As From Training, to Performance, to Social.

Re-thinking Workplace Learning: extracting rather than adding

Charles Jennings

One clear finding presented was that: “t hose activities that are integrated into manager and employee workflow have the largest impact on employee performance, while those that are distinct events separate from the day-to-day job have less impact.”

Reshaping L&D

Clark Quinn

” So Jane posits 3 services: Content production: designing and delivering courses and resources. Learning Concierge: address ad hoc or ongoing learning or performance problems. Connected Workplace: supporting continuous learning and performance improvement through knowledge sharing and collaboration. And the focus really is on courses, though sometimes resources are developed. design social strategy

Embedding Learning in Work: The Benefits and Challenges

Charles Jennings

If people learn as part of the workflow then this learning is more likely to impact performance in a positive way. ADDIE (or some other instructional design approach) ruled. The learning needed to be designed, managed and measured.

Scaling Learning in an Exponential World

John Hagel

In the course of conversations, I’ve discovered a lot of misunderstandings regarding what I really mean by scalable learning, so let me take this opportunity to clarify my perspective. In the Big Shift , we’re rapidly moving from a more stable environment to a global landscape that is shaped by exponentially improving digital technology infrastructures. We are under increasing performance pressure and we can’t afford to silo our learning in certain parts of our institutions.

Data From The Edge

Andy McAfee

Deloitte’s Center for the Edge has just published a report titled “Social Software for Business Performance.&# Keep measuring performance in all of them over time. “I am confident this technology’s going to improve things, so I want it in all my units, pronto.&#.

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It’s Only 65% !

Charles Jennings

Training describes a structured set of events that when designed and assembled carefully can provide an effective way to help people accelerate learning (learning = behaviour change). How we support learning and building high performance should reflect these differences.

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Start with the 70. Plan for the 100.

Charles Jennings

702010 towards 100% performance by Jos Arets, Charles Jennings & Vivian Heijnen Copyright: Sutler Media Language: English Pages: 313 Size: 30.5cm x 23.5 The 70, 20 and 10 categories refer to different ways people learn and acquire the habits of high performance. ‘70’

Exploring passion – what kind of passion do you have?

John Hagel

  The more I explore it, the more convinced I am that it’s the key to unlocking sustained extreme performance improvement, both at a personal and institutional level.  Passion, performance and potential – these three weave together into a seamless web.

Moving from Training to Performance Support

Jane Hart

Learning professionals who only know how to design training are missing out on many other opportunities to improve work performance. Employing performance support strategies opens a huge opportunity to have a bigger impact on how people get their work done.” This workshop is designed for training professionals who want to do more than design courses. Then you will examine performance support and learn about non-instructional interventions.

The Only Person Who Behaves Sensibly Is My Tailor

Charles Jennings

Attending a course or completing an eLearning module tells us little apart from the fact that some activity occurred. Of course they did – bucketsful of it. More regulatory and compliance training, of course!) “The only person who behaves sensibly is my tailor.

Reflections on ISPI 2010

Clark Quinn

Early in the year, I gave a presentation online to the Massachusetts chapter of ISPI (the international society for performance improvement), and they rewarded me with a membership. I’m quite attracted to the HPT (Human Performance Technology) framework, and I’m ever curious. There are a couple of things to like, including that they start by analyzing the performance gaps and causes, and are willing to consider approaches other than courses.

When it's just so obvious NOT to train it's painful to watch it happen

Charles Jennings

The instructional designers and SMEs feel the need to cover every possibly eventuality and load courses with scenarios, examples and other ‘just-in-case’ content. The individual walks out the door knowing more and being able to perform better than when they started the training.

What does L&D “transformation” really mean?

Jane Hart

Operational model – This involves carrying out training in a fundamentally different way, so for example, moving from (push) courses to (pull) resources – but “learning” is still considered to be an activity organized by the L&D department.

A new framework for supporting learning and performance in the social workplace

Jane Hart

What will be required is a completely new range of services – which we might call non-training services – that are focused on supporting continuous performance improvement and learning in the workflow as people do their jobs. 2 – Performance Support Services.

What it means to transform workplace learning

Jane Hart

be more cost effective) the essence of “learning” doesn’t change in the company; it is still focused on L&D designed activities as the primary way to learn. This is a re-work of a previous post. There is a lot of talk about transforming workplace learning. But what does it actually mean?

The difference between social learning and social collaboration

Jane Hart

Social learning , is of course, not a new concept or a new term; we’ve always learned socially – from our parents, siblings, friends and from our colleagues at work. Because the benefits of social collaboration for a team – and an organisation – are wide ranging and significant, and include many that are key to organisational survival, e.g. continuous learning and performance improvement. improved communication through faster access to information.

Never Under-Estimate the Immune System

John Hagel

Every large and successful institution has an immune system – a collection of individuals who are prepared to mobilize at the slightest sign of any “outside” ideas or people in order to ensure that these foreign bodies are neutralized and that the existing institution survives intact and can continue on course. In more stable times, institutional immune systems are very effective at keeping institutions focused and on course, resistant to the distractions that might lead to their downfall.

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Five Barriers to Effective Learning in Organisations

Charles Jennings

Even in organisations where L&D priorities are closely aligned with business priorities there’s plenty of head-room for improvement. Efficiency can be improved in almost every case by changing focus from ‘learning’ to ‘performance’. My team isn’t performing.

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Why your Enterprise Social Network is your most valuable social learning platform

Jane Hart

as these platforms are designed to foster collaboration, communication and knowledge sharing among employees. That is, it helps to think in terms of performance outcomes – i.e. what individuals need to be able to do as a result – rather than on learning outcomes or course completions.

Supporting the Social Workplace Learning Continuum

Jane Hart

3 – Think “activities” not “courses” It’s also time to start using different terms to refer to the “learning-focused” work that L&D does in the organisation.

Making Your L&D Department Meaningful & Relevant

Charles Jennings

Not only that, but research results from the Corporate Executive Board show that a manager’s actions such setting clear objectives and explaining how they plan to measure performance have far greater impact on employee performance than any amount of change in skill and knowledge level (19.8%