Skip to main content

On Training Content

Over the last few months, I have been busy creating learning courses, attending some courses and watching people teach - this will continue to be a big part of my own learing and I strongly suspect that what I have seen so far is just the tip of the proverbial iceberg. And this has led to some interesting thoughts in my head.

One is that, I dont think we emphasize enough on getting content right. Content has to fine tuned every now and then to
a) meet the needs of the audience
b) to reflect contemporary reality and research
c) updated with relevant pedagogy.

I have found trainers sheltering under the argument that goes that fundamental stuff does not change, hence our course does not need to be updated. But that is a fallacious argument. The underlying content may not change, but the language has to reflect the reality. For example, if you are showing a video in which the conversation and look and feel is distinctly 1990, the language used and the settings are a distraction from getting a thorough learning experience. On the other hand, if your content is up to date, the learners definitely have a better experience than the case mentioned before that. So, as a trainer choose what you want the audience to experience. A feel that you have not updated the content since Halley last visited or if they feel that you have respected their time/industry/work profile and made changes to the content.

Second, I saw a trainer using an old powerpoint slide with some atrocious formatting. Sure, he was facilitating a technical course, but even a technical course can be taught with so much passion  - and surely that passion can be reflected in the way your material appears? And surely you have read those 'Headfirst' that are a far cry away from those old text books?

Your training content reflects the passion with which you have put it together. It is not about slapping a few slides together. It is way more than that. If you see it from another perspective, it is all about curating content - getting stuff that excites your learners. Anything less than that is an injustice to those who spend their time in your class.

Comments

Popular posts from this blog

The man who saved Pumpelsdrop

This was a story we had in college if I am not mistaken. Perhaps it was in school, but a delightful story it was. The story goes somewhat like this ( reproduced from here ), but the college version we had was slightly different from this.  I t was a dull, gloomy and a depressing morning in a town named Pumpelsdrop in northern England. The Great Depression had brought all the businesses to a standstill. The bored automobile dealer was spending time alone, as usual. But, this seems to be an unusual morning as an odd entity (customer) appeared on the horizon. A man in a bright suit walks up to the dealer and says, "I need to buy a Rolls Royce Phantom II. We have a business conference coming up and I need to impress my customers". Then proceeds to pay 10% of the deal with a single check for 2000 pounds. The rest he says will pay when he takes the delivery.   The auto dealer was stunned. He was delighted to hear that someone is holding a business conference of some kind and

The Mintzberg triangle

At a recent training, someone spoke about the Mintzberg triangle. I located it here . Image from that page reproduced here. The page linked above has a better explanation of diagram above, but what intrigued me was that the triangle exists for practically anything. The facilitator referred to this in the context of facilitation. Of how facilitation has science, craft and art to it. That is so true,  I thought. Worth a thought! Need to read of Mintzberg though...

Waigaya and Sangen Shugi - Honda

Two big takeaways from Driving Honda were Waigaya and Sangen Shugi. A few days ago, we were working on a strategy module for a company. As we leafed through old and new theories and books around the same - one comment which caught my eye was Henry Mintzbergs comment where he says "Strategy is like weeds, it has to grow all around your company" A lot of times organisations dip into their pool of employees (and sometimes customers) and solicit ideas from them. This happens either at an offsite or a meeting or some quarterly review and the ideas pile up. Most companies today have an innovation program that encourages bottom up ideation. Many of these ideas are future strategy - provided someone is listening. Sometimes these ideas are not immediately implementable - but if one keeps looking, there might be valuable stuff in there. And if (post such programs) ideas die very often, the motivation of someone to keep doing it will also diminish. Waigaya is what Honda call