“I am on a mission,” he tells us on the first page of the preface to the book. “The stuff I had railed against a decade ago was still in place. I was, quite frankly, pissed off. I decided that I simply had to make a stab at trying to address the problem….I am not temperate in this [first] section, I confess; on the contrary, I may be tarring with too broad a brush. I am not apologetic, believing it better to be too harsh and raise hackles than to have no impact. Reader beware.”
The issues he tackles are numerous—not the least of them being the inadequacy of the jargon we use. As Lori Reed and I noted in our own book (Workplace Learning & Leadership; ALA Editions, 2011), there are numerous terms used to describe the training-teaching-learning field and those playing in that field; each term, furthermore, overtly as well as subliminally affects the way we approach and engage in our work—which, of course, is why it’s important that we eventually find the right vocabulary: terms that not only accurately and concisely describe what we do, but also guide us toward successful efforts supporting our workplace colleagues and those they ultimately serve. One of the most visible and well-orchestrated recent attempts to update our vocabulary came a year ago when the American Society for Training & Development rebranded itself as the Association for Talent Development for many reasons—not the least of which was a desire to emphasize the result (developing the workplace “talent” of employees) rather than the process (i.e., training/learning). Quinn, whose book was co-published by Wiley and ASTD one month before the ASTD-to-ATD transformation was announced, suggests that we move from our industry jargon of “learning and development (L&D)” to “performance and development (P&D)” for the same reason: to place a focus on the results of our efforts (employee performance in the workplace) rather than the process leading to those results. Neither approach strikes me as completely satisfactory, for “talent development” as an industry descriptor then suggests the less-than-perfect and far-from-inspiring term “talent developer” (instead of “trainer” or “learning facilitator” or any other equally-inadequate term we might also incorporate into our lexicon to guide us in our work). I continue, in my own work, to use the less-than-perfect hyphenate “trainer-teacher-learner” to capture what I believe is a trinity of terms summarizing important facets of our work—but I quickly acknowledge that it misses one of the key attributes Quinn calls to our attention: a focus on what learners do with what they are learning. If workplace learning and performance is—as so many of us believe—a transformative process that should lead to positive action, then the words we use to describe it should also reflect and acknowledge the inherent goals driving the process.
When we move beyond the nomenclature and into the real focus of the first section of the book (“Status Quo”), we find that the author has taken a playful yet devastating approach to describing the state of our industry. The subheadings to Chapter 3 (“Our Industry”) seem to be the result of an effective game of free-association—one that helps make the case for joining the revolution: “inadequate”; “event-ful” (in the negative sense that learning opportunities are treated as isolated events rather than part of a larger learning process that produces positive results for learners, their organizations, and the customers/clients/patrons they ultimately serve); “disengaging”; “antisocial” (in the sense that they underutilize the social media tools that are so important a part of our workplace efforts); “rigid”; “mismeasured” (in the sense that evaluations don’t measure meaningful results from training-teaching-learning efforts); and “no credibility,” among others. If that isn’t enough to make us grab our pitchforks and burning brooms so we can storm and burn the antiquated castles of training/L&D/P&D, perhaps we need to check to see if any of us still has a pulse.
The book (and Quinn), of course, offer us far more than a pessimistic document that would leave us wanting to slit our training-teaching-learning wrists. His second section explores research-based evidence on how our brains react to and absorb learning opportunities—in contrast to what many of our current efforts actually provide—and reminds us that informal learning opportunities, the use of communities of learning, the use of existing resources rather than always seeking to design new workshops and courses, and recognition of the benefits of mobile learning as part of our learning landscape stand to produce far better results than we currently produce.
His section on aligning learning with workplace needs provides a great example of what he is attempting to foster: by incorporating case studies and reflections by several of his colleagues (including Jane Bozarth, Allison Rossett, and Marc Rosenberg—people familiar to us through our involvement with ATD, #lrnchat, the eLearning Guild, and other first-rate learning communities), he reminds us that even a book like Revolutionize Learning & Development can serve as a gathering place for colleagues to meet, talk, learn, reflect, and develop effective plans of action.
The final section (focusing on a “path forward”) works well with a short set of appendices to help us reflect on core competencies and practices that better position us to be part of a process of change within our workplace training-teaching-learning (and doing) efforts.
“This book is not a final answer,” Quinn says up front (p. xxiv). “There are answers in many of the component areas, but the integration is new, and a book is a limited endeavor.”
By the time we finish reading the report, we’re glad we did, for Munzenmaier not only provides a first-rate refresher course in the original taxonomy itself, but takes us through a concise discussion of Andrew Churches’ 2009 publication, “Bloom’s Digital Taxonomy,” so we can see how relevant the taxonomy remains to anyone involved in training-teaching-learning.
Munzenmaier begins the report with a reminder that Bloom didn’t originally set out to “invent educational dogma”; the Taxonomy “emerged from a series of informal discussions with colleagues that began at the American Psychological Association in 1948,” and eventually led to publication, in 1956, of the book that was “based on the work of hundreds of collaborators.” The cognitive hierarchy at the heart of the Taxonomy includes a set of stepping stones including the knowledge, comprehension, application, analysis, synthesis, and evaluation levels; the result, Munzenmaier writes, was to help “make an important shift in educators’ focus: from teaching to learning”—a transition that is still very much underway as we continue moving from a teacher-centric model to a learner-centric model of learning at all stages of learners’ lives.
When she moves into the second half of the report with a section focusing on “Adapting the Hierarchy to the Digital Revolution,” we’re well into the work Andrew Churches has done “to ‘marry’ Bloom’s cognitive levels to 21st-century digital skills.” Munzenmaier notes that the National Education Technology Standards (NETS)—creativity and innovation, communication and collaboration, research and information fluency, critical thinking/problem solving/decision making, digital citizenship, and technology operations and concepts—developed by the International Society for Technology in Education (ISTE) “define the foundations of digital literacy for K-12 education.” Since she is writing for adult trainer-teacher-learners involved in e-learning, she can’t help but plant a question in our minds: how many of us have mastered those same foundations that have been adopted for the younger students who are not all that far away from entering the workplaces where we are responsible for meeting learners’ lifelong learning needs? And if we have mastered those foundational elements expected of our youngest learners, how many of us have gone even further and mastered the NETS for teachers?
The eLearning Guild report serves not only as a wake-up call for many of us, but is wonderfully inspirational when it provides a copy of Churches’ concept map of Bloom’s Digital Taxonomy and a follow-up chart of activities for digital learning within each level of the digital taxonomy (remembering, understanding, applying, analyzing, evaluating, and creating). Suggestions range from summarizing the content of a learning experience in a blog post (an exercise many of us have enjoyed in the #etmoocmassive open online course that is currently in progress) to developing scripts for videos, constructing an e-book, or developing a podcast. There is even a wonderful chart (pp. 29-30) offering criteria for selecting applications according to Bloom’s Taxonomy, with plenty of references to digital tools that can be used in this context (e.g., TED talks to help learners understand a topic if they are engaged in the growing movement toward a flipped classroom model; mind maps to help learners as they move through the “Analyze” level; and Prezi as a creation tool when learners move to the top of the learning hierarchy within the Taxonomy).
The most rewarding part of reading the report, however, is the reminder that trainer-teacher-learners still find the Taxonomy to be useful; that “Bloom’s work has also stood the test of time as a model for writing questions that require higher-order thinking”; and that “Bloom’s work continues to provoke thought, as he had hoped” it would.
And if you’re not completely satiated by the time you finish absorbing what Munzenmaier has provided, you’ll find plenty of links, at the end of the report, to online resources that will help you continue your exploration of the subject.
As we’ve already seen in a series of articles here in Building Creative Bridges, our learning spaces and the way we foster learning are continuing to evolve—which doesn’t necessarily mean, as Thomas and Brown note in their own work, that we’re completely abandoning classrooms and the best of the training-teaching-learning techniques we’ve developed over a long period of time. But the fact that plenty of effective learning that produces positive results “takes place without books, without teachers, and without classrooms, and it requires environments that are bounded yet provide complete freedom of action within those boundaries” (p. 18) offers us plenty of possibilities to rethink what we and the people and organizations we serve are doing.
Their summary of how Thomas’ “Massively Multiplayer Online Games” course at the University of Southern California seemed to be spinning wildly out of control as students more or less restructured the class from lots of lecture and a bit of demo to lots of exploration followed by short summary lectures at the end of each session leads us to the obvious and wonderful conclusion that, by taking over the class, the learners were also taking over control of their own learning and producing magnificent results—a story similar to a situation also documented by Cathy Davidson in Now You See It.
And it doesn’t stop there. As they lead us through a brief summary of instructor-centric and learner-centric endeavors, we see a theme that crops up in much of what is being written now about m-learning (mobile learning, i.e., learning through the use of mobile devices): that the new culture of learning “will augment—rather than replace—traditional educational venues” and techniques (p. 35).
What flows through much of Thomas and Brown’s work—and what we observe in our own training-teaching-learning environments—is what they address explicitly near the end of their book after having discussed the importance of learning environments: the need to foster playfulness in learning and the parallel need to work toward a framework of learning that builds upon the Maker movement and that acknowledges three essential facets for survival in contemporary times: “They are homo sapiens, homo faber, and homo ludens—or humans who know, humans who make (things), and humans who play” (p. 90).
Another theme that Thomas and Brown bring to our attention is the way communities—those vibrant foundations of our society that are so wonderfully explored by John McKnight and Peter Block in their book The Abundant Community and continue to be fostered on The Abundant Community website—are developing into collectives—less-than-rigid gatherings of learners and others who are drawn by immediate needs and then disperse if/when those needs are met.
“A collective is very different from an ordinary community,” Thomas and Brown write. “Where communities can be passive (though not all of them are by any means), collectives cannot. In communities, people learn in order to belong. In a collective, people belong in order to learn. Communities derive their strength from creating a sense of belonging, while collectives derive theirs from participation.” (p. 52).
All of which leads us to an obvious conclusion: if we are inspired to do the things within our communities, collectives, and organizations that Thomas and Brown describe and advocate, we will be engaged in building the new culture of learning they describe—while learning how to build it.
In his concluding remarks within the 36-page document (available free of charge to paying members of the Guild), he reminds us that social learning “usually means a learner being more active in the [learning] experience, connecting, creating, and curating ideas.” He also suggests that our “role as learning professionals” may be undergoing a shift from “creating simple and accessible learning resources” to “curating content that already exists.”
It’s a theme that was discussed among colleagues a couple of years ago at an American Society for Training & Development (ASTD) conference—we were acknowledging the fact that we had created so much content that users were having trouble locating and accessing it. The theme is also an essential element in the shifting responsibilities colleagues are assuming in libraries all over the country. Which leads me to think that if members of library staff continue to more fully embrace lifelong learning as part of their natural responsibilities and services—it’s a commitment that already exists in the American Library Association (ALA)2015 Strategic Plan, where the need “to enhance learning and ensure access to information for all” is part of the organization’s mission statement, and in ASTD, where the mission is to “empower professionals to develop knowledge and skills successfully”—we could be looking at very effective partnerships between library staff and members of ASTD itself since we’re all working toward the same goal: meeting an overwhelming need for effective learning opportunities in an onsite-online world where those who stop learning will be left behind.
Betts, in Social Learning, does a fantastic job of helping us frame the discussion as to how we can better meet a tremendous need. The questions he asks focus on needs and results and set a positive context by beginning with the question “What Is Social Learning?”; continuing with questions about the benefits of social learning and business risks of leveraging social learning; and moving through a review of existing frameworks, ways to generate value from social learning, tools of social learning, measuring success in social learning, and our own roles in the field.
By the time we have completed this wonderfully inspiring and straightforward journey with him, we’re in a position to see that the instructional/learning and information-management skills required of workplace learning and performance (staff training) practitioners and library staff have never been more overlapping. It’s as if this need to combine learning, information sharing/literacy, and content curation is priming us for a merger of ASTD and ALA into an International Society for Training, Learning, Information Literacy, and Content Creation/Curation (although I have to admit that the acronym doesn’t exactly roll off the tongue—ASTLILCCC?—and may need a bit of work even as a Twitterhashtag).
Betts is very effective in helping us understand what already is in place—social learning (learning that is not entirely dependent on formal teacher-trainer-instructors) is hardly a new concept or practice—and what is changing (social learning, he suggests, has been co-opted by members of the e-learning industry to be about “how we learn from one another via digital devices”). But there’s no denying the positive role social learning plays whether we are discussing online, face-to-face, or blended learning. Collaborative/social learning clearly produces positive results for the learners and those they ultimately serve, as he consistently documents throughout his report, and social learning augments formal learning in addition to supporting professional learning and individual’s self-organized learning endeavors.
He reminds his readers that effective social learning, like any form of effective learning, starts with efforts to assure that “your approach makes sense” within the context in which we are designing and implementing it. He suggest that we pay equal attention to the people we are serving, the objectives we are establishing, the strategies we will use, and whatever technology will help us foster the social-learning endeavors we are implementing.
In attempting to generate value, we are encouraged by Betts to engage in instructional scaffolding—“creating a supporting framework for learners to gradually grow in confidence in a new area until they are fully able to support themselves.” And he reminds us that we are building toward success if we use social media tools our learners already use and like rather than trying to develop new tools that learners will only reluctantly embrace, if at all.
“Perhaps it should come as no surprise that workplace uptake of social technologies has been slow when most of us can’t use the tools we’d prefer,” he says near the end of the report, offering a learning nugget that ought to be plastered all over the physical and virtual walls of every trainer-teacher-learners’ workspace to help keep us on track toward fostering effective learning.
He brings us to a strong conclusion by suggesting that we engage in a collaborative learning cycle: design for performance improvement; support existing communities; create, source, and curate resources; leverage appropriate technologies; champion effective social learning; and measure and prove impact.
If those of us who are not already seamlessly moving between libraries and other learning organizations are inspired to reach across the aisle by what Betts writes, we may help bring to fruition the wonderful goal ASTD has so consistently proposed: “creating a world that works better.”
To understand what it means to many of us that Terrence succumbed to a heart attack last week, you just have to hear a little about all that he was doing or about to do. He was on ASTD’s TechKnowledge12 Program Advisory Committee (PAC), which substantially shapes the face of this influential learning conference. He was in touch with the editor of the eLearning Guild’sLearning Solutions Magazine to discuss the content of his next column. He was continuing to write engagingly, concisely, and inspirationally for the Liquid Learn blog at the cutting-edge learning company he founded and helped to run (far too infrequently Terrence, far too infrequently; I’d give a lot of have more of your thoughts archived online at this point). He was a month away from beginning his year-long term as president of the ASTD Los Angeles Chapter. He was actively exploring Google+ with many of us and providing glimpses of those wonderful ephemeral moments of life that so often pass unnoticed.
And, knowing how Terrence operated, I suspect he was probably in the middle of planning or bringing dozens of other activities to fruition in ways that would have made a positive difference in the face of workplace learning and performance across the country and in other parts of the world.
One of the most stunningly positive aspects of Terrence’s presence is how quickly he became a part of so many lives—including mine. After mentioning a wonderful article Terrence had written about Twitter as a learning tool, I was delighted to see a comment he posted March 1, 2011, in response to the article I wrote about Skype as a learning tool in the same publication. A few email exchanges quickly made us aware of our ASTD connections as well as our overlapping circles of colleagues via LinkedIn and Twitter, and I was gratified that he participated, as an online audience member, in a session (“Blend Me”) a few of us did for the Sacramento ASTD Chapter in May. (He joined us via Twitter during a segment dealing with Twitter in workplace learning and performance.)
When I heard, from colleagues, that he was at ASTD’s International Conference & Exposition in Orlando in May, I mentioned how much I would love to extend our online connections to a face-to-face chat. Terrence graciously went out of his way to stop by an informal dinner several of us were having, and he extended an invitation to join him later that evening for a chance to talk at greater length, over drinks, about what we were all doing (which, in retrospect, I’m even more glad that I accepted even though it led to a very late night after an exhausting day of commitments). Through his presence, he stimulated plenty of wonderful conversation. Through his absence, he evokes memories of those exchanges that make me realize even more poignantly what we have suddenly lost—as documented by the comments being posted on an ASTD Los Angeles Chapter site.
Many of us know a lot of people; Terrence was one of those rare gems who knew how to bring people together in a way that changes lives. I suspect the greatest tribute we can pay him is to try to be the sort of person he appeared to be. Creative. Witty. Curious. A listener. A catalyst. And a cherished colleague whose voice will be impossible to replace.
Reporting on responses from more than 500 Guild members, Shank tells us that four out of five respondents recommended the academic and certification programs they have pursued or are pursuing, and “[t]he vast majority of the respondents were happy with their programs” (p. 15).
In the larger context of her topic, Shank leads us through the needs and motivations of e-learning designers and providers; calls our attention to certification programs including ASTD’sCertified Professional in Learning and Performance (CPLP) designation and others; and looks at current and desired job responsibilities for those pursuing degrees and certifications.
“One of the major conclusions of this report is that both credentials and skills are important to respondents,” she writes (p. 21), with the additional warning that “If you’re complaining that people are talking about technologies that you think couldn’t possibly be used for learning and don’t know the lingo that others are using, you’re in the danger zone. That’s not a good place to be for eLearning professionals.”
The motivations are clear: nearly a third of the respondents work in instructional design and want to advance their careers in instructional/educational technology, while another third of the respondents listed instructional design as an area of study. A much smaller group works in instruction/teaching/training/coaching (14%), and only 10% of the respondents listed instruction/teaching/training/coaching as a desired job responsibility—less than the 15% who said they “desire to be Independent Consultants or Executive Management” (p. 8).
Shank offers the useful reminder that “you’re unlikely to learn everything in the eLearning field in one degree program. Many people attend multiple programs, such as obtaining a Master’s degree and a Certificate of Skills, for this exact reason” (p. 10). And she warns that “keeping their skills fresh is a moving target” (p. 10).
Which, of course, reinforces for so many of us the idea that we need to see ourselves as trainer-teacher-learners if we want not only to keep up with those who rely on us for continuing education, but also if we want to excel at what we do in a world where those who take a break are liable to find ourselves facing an even steeper learning curve than we would if we simply incorporated all three elements of our work into our day-to-day routines.
Two recent reports and a couple of presentations I’ve attended in the past few weeks hint that m-learning—mobile learning—may also be defined by a second name—mantra learning—since there is a mantra-like consistency to the message being delivered by mobile-learning advocates.
M-learning, we’re hearing, is all about augmenting, not replacing, the way we currently design and deliver learning opportunities. Which is a fabulously productive way to approach this growing part of workplace learning and performance as well as education in general. It takes us past the unnecessary either-or thinking that so commonly creates artificial walls in what should be a cohesive field of practice: teaching-training-learning.
Writer and learning technology strategist Clark Quinn, in his 30-page Mobile Learning: Landscape and Trends report for the eLearning Guild (available free of charge to anyone registered with the eLearning Guild online), offers an eloquent and helpful approach to m-learning. The use of a mobile device “augments our capabilities, both for formal learning, and for informal and performance-support needs,” he writes (p. 5). “The essence of mobile is, to me, augmenting our mental capabilities wherever and wherever we are.”
“It is clear that mobile learning is not and should not be perceived as a replacement for anything,” the writers of ASTD’sMobile Learning: Learning in the Palm of Your Hand report (distributed free of charge as PDF download recently to members of the national ASTD organization) concur, adding that “it should be viewed as a complement to other forms of learning. It fills the gaps between formal classroom training and e-learning, formal and informal, local and remote.”
Quinn’s eLearning Guild report, drawing from “the preferences, opinions, likes, dislikes, trials, and triumphs of eLearning Guild members,” does a great job of showing how m-learning is a “nascent” and rapidly spreading presence among trainer-teacher-learners and the organizations they serve. People “are seeing real returns,” he notes (p. 1), and up to 80 percent of Fortune 100 businesses are already supporting the use of the devices that facilitate mobile learning in their workplaces (p. 5). “Mobile benefit advocates will be enthused to learn that there are almost no negative impacts seen…On the positive side, we see modest-to-large improvements for learner access and needs and at least half are finding benefits in the speed of content delivery and, importantly, improving user performance” (p. 16).
In essence, what the eLearning Guild and the ASTD reports are documenting is the small yet growing use of m-learning to expedite just-in-time learning. And, because both reports were released within a couple of weeks of each other, it’s not surprising that both contain a great deal of complementary material.
Which makes it all the more interesting that they end with tremendously different recommendations. Clark sees tremendous growth ahead and encourages his readers to “figure out how to start” (p. 26). The authors of the ASTD report also see a growing mobile market, but suggest
that “for once it really is okay to wait and see” since “standards are still being developed and consumers are still figuring out which devices/platforms work best for them.”
But if accept the broadest possible definition of m-learning and focus on the idea that it’s “any sort of learning thathappens when the learner is not at a fixed, predetermined location,” as the writers of the Wikipedia article on m-learning suggest, we realize there is no reason to hold back.
Regardless of the devices we use (laptops, iPads, smartphones, or anything else that comes our way and travels with us), we can easily take advantage of the magnificent possibilities m-learning provides for just-in-time learning. And our learners and those they help will be the real winners.
The positive elements include predictions that “total spending for training services” will increase by seven to nine percent in 2011; “the role of the learning leader” in organizations is changing for the better; “learning technologies are becoming social, collaborative, and virtual”; and “learning content will be transformed for easier consumption”—situations many of us have already been seeing or can, without too much thought, accept as likely.
One particularly interesting assertion among Harward’s predictions is that learning leaders are becoming solutions architects or learning architects—“someone who designs innovative approaches for employees to access knowledge, when they need it, in relevant chunks, no matter where they are.” This, he suggests, moves them/us closer to the role of consultant—a role which trainer-consultants including Peter Block (Flawless Consulting) and the late Gordon and Ronald Lippitt (The Consulting Process in Action—particularly Chapter 6) have abundantly described in their own work when they write of internal and external consultants (long-term employees as opposed to those hired for well defined projects with specific beginning and end points).
As was the case with Training Industry, Inc.’s report on “How to Promote the Value of Online Training Within Your Organization,” however, there is a bit of myopia among the predictions. The proposal that “metrics for learning will be based on content access, view, involvement, and downloads” rather than “how many students attended a program” doesn’t appear to provide a significant and positive change; furthermore, it ignores the larger issue to be addressed: is all this workplace learning leading to positive change for learners, organizations, and the customers and clients they serve? The unfortunate answer, as documented elsewhere, is an emphatic “no.”
There is much to admire in what Hayward writes. There is also obviously much room for seeking trends that, in his words, “will reshape the training industry” in a significant and sustainable way. All we have to do is keep our attention on the learners and those they serve. And set even more productive, measurable goals.
One of the most comprehensive and well researched annual reports on the state of the workplace learning and performance (training) industry recently offered encouraging news: executives and business leaders continue to see employee learning and development as a “key to survival, recovery, and future growth,” ASTD (American Society for Training & Development) Research Associate Laleh Patel writes in the “2010 State of the Industry Report” (p. 6).
There are plenty of facts, figures, and statistics to show that “[a]lthough organizations grappled with some of the worst economic conditions in several decades, business leaders continued to dedicate substantial resources to employer learning” while the survey itself was underway (p. 5). The research also suggests that “the average percentage of learning hours available through technology…rebounded…reaching 36.5 percent, its highest level since ASTD began collecting data on the use of technology for this report 14 years ago” (p. 6).
And while it’s easy to become buried under all the information and ensuing caveats—expenditures on learning on a per-employee basis, for example, increased (p. 9), but that may partially have been the result of training budget reductions not matching the reduction in the number of employees who remained in the workplace (p. 11).
When we finally resurface from our immersion in this rich source of data, we are left with a keen awareness of some promising trends. Companies recognized by ASTD as the best in terms of providing first-rate workplace learning and performance opportunities—winners of ASTD’s annual BEST Awards—for example, “incorporate more than one week of learning activities into their schedules throughout the year” (p. 9)—a fine response to what many of us hear from administrators in organizations that still act as if encouraging learning in the workplace takes employees away from what they “should be doing,” as if learning were not part of all employers’ and employees’ work. The most lauded companies also displayed “the greatest reliance on (live) instructor-led delivery” (p. 16), which includes classroom as well as online learning opportunities.
The report, in summarizing what earns an organization a BEST Award, sets some interesting benchmarks for anyone interested in workplace learning and performance. Those BEST organizations “have visible support from senior executives and involve leaders as teachers”; “[p]rovide a broad range of internal and external, formal, and other learning opportunities, including knowledge-sharing, coaching, and mentoring”; and “[d]emonstrate effectiveness by monitoring individual and organizational performance indicators and linking changes to training and non-training activities intended to improve performance” (p. 20).
Drawing from survey responses submitted by more than 850 Guild members—professionals working in e-learning—the report provides an intriguing snapshot of how social media tools are—or aren’t—being used in online learning and, more importantly, provides information about the “top five strategies that respondents feel they need for success with e-Learning 2.0 approaches”: “good content, upper management endorsement, user assistance, piloting, and testimonials” (p. 4).
The good news for trainers, teachers, and learners is that “social media has become a very big deal” and that its use is continuing to increase rapidly (p. 8). The not-so-good news is that most respondents “don’t feel a great deal of pressure to implement these approaches” (p. 14) and “more than 25% of respondents are making only limited use of e-Learning 2.0 approaches or researching how other organizations are using it” (p. 4).
This is hardly breaking news to those of us who enjoy and are involved in onsite and online education: there are still so many poorly organized and poorly presented workplace learning and performance offerings that it’s not surprising to find skeptical rather than enthusiastic presenters and learners. It also remains true that those trying their first webinar or online course are unlikely to give the medium a second chance if what they face is poorly designed PowerPoint presentations and sessions that lack the levels of engagement that lead to effective learning and the positive change that should follow.
Shank provides concise descriptions and suggested applications for blogs, wikis, social bookmarking, and other aspects of social networking that are becoming part of our online learning toolkit. She also offers useful sections on learning benefits (the fact that learning is socially grounded, so social networking tools are a natural match for the learning process—p. 26), challenges (managers and supervisors who see social networking tools as detracting from rather than adding to the value of their training programs and overall ability to conduct business—pp. 26-30), and results (sharing ideas across departments, improving team collaboration, increasing creativity and problem-solving—p. 31).
Three pages of online references and a two-page glossary round out this useful and learning-centric report, leaving us not only with encouragement about the positive impact e-learning is having, but also with sobering thoughts about how much more there is to accomplish before we have reached our—and its—full potential.
Next: ASTD’s Most Recent “State of the Industry” Report
Celebrating Life. Making positive connections and collaborating with people from around the world. Living everyday with positive energy, possibility, passion and peace of mind. Learning from a School Counsellor lens. I'm not a Counsellor because I want to make a living. I am a Counsellor because I want to make a difference. Gratitude for ETMOOC roots.