Designing E-Learning 3.0 in gRSShopper - 13

Stephen Downes: Half an Hour

Workflow The next step in the use of badges is to develop a mechanism for awarding them. This is something that can generate a lot of labour in a hurry (9 modules times 10 people means 90 badges issued.). Right now all I have to do is type in the module and then click 'Publish'.

Design 172

Designing E-Learning 3.0 in gRSShopper - 12

Stephen Downes: Half an Hour

TL:DR here's the badging workflow: Create a Badgr account. The Badge Workflow One of the tricky parts about working with badges is that the badge infrastructure has its own vocabulary and a workflow that might not be obvious.

Design 158

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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.”

The Knowledge and Learning Transfer Problem

Charles Jennings

from our 702010 towards 100% performance book) If learning is embedded in the daily flow of work, rather than away from the workflow, the idea that we need to develop ways to ‘transfer’ that learning into practical use disappears.

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). The results of yet another 70:20:10 survey were published recently.

Survey 236

Start with the 70. Plan for the 100.

Charles Jennings

Extending Learning into the Workflow Many Learning & Development leaders are using the 70:20:10 model to help them re-position their focus for building and supporting performance across their organisations. They are finding it helps them extend the focus on learning out into the workflow.

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

Charles Jennings

If we put all our effort and resource into designing, developing and delivering courses we may be helping people, but we’re only supporting one aspect of organisational learning and performance improvement. In the course mindset we then carry out course design.

Course 219

Managing Learning?

Charles Jennings

Donald Taylor recently published an article titled ‘ What does ‘LMS’ mean today ?’. In it Donald posited something I’ve been advocating for years. It is this. Learning can only be managed by the individual in whose head the learning is occurring.

PKM 225

The Need to Adapt to the Speed of Change or Die: lessons for L&D from the retail industry

Charles Jennings

Especially if they can gain that knowledge and expertise more easily and without leaving their desk or workflow. This may, or may not, involve designing, developing and delivering physical or virtual training, eLearning or some other intervention.

The Only Person Who Behaves Sensibly Is My Tailor

Charles Jennings

We measure how many people have attended a class or completed an eLearning module, or read a document or engaged in a job swap or in a coaching relationship. Attending a course or completing an eLearning module tells us little apart from the fact that some activity occurred.

training > performance > social

Harold Jarche

“At its core, the concept of the flipped classroom is that the design of the instruction is reversed (or flipped), so that instructional content is provided outside of the classroom (e.g, Thank Goodness It’s Monday! This is my second TGIM post.

Real learning – let’s not confuse it with completing templated exercises

Charles Jennings

Learning professionals spend a significant amount of their time (maybe even the majority) designing and delivering content and then evaluating completions and short-term memory outputs from structured mandatory and compliance training modules and courses.

Listening

Clark Quinn

As one of the premier promoters of evidence-based design, he responded to my question about what to post on with: Any “How Tos” using methods, tools and techniques that you’ve found to work in L&D and Performance Improvement. In making the Workplace of the Future project with Learnnovators, we were barreling along full tilt, working on the second module, and I was getting increasingly worried about the fact that we hadn’t tested the first.

Learning and Performance Support Systems

Stephen Downes: Half an Hour

Program Design and Scope The LPSS is designed along three technology thrusts. The purpose of the platform is to create LPSS services to interact with existing third-party services, including advanced algorithms and modules developed in other NRC programs.

System 272