Skip to main content

On learning by clicking

The connection between learning activities and actual learning is an interesting one especially in elearnings.

In a lot of elearnings, you will find such embedded activities in the guise of engaging the learner. What you get is for learning by doing is mostly flash gimmickry, which may range from dragging a box to the right position to clicking the correct answer (usually a quiz) or even (my favorite-sarcasm alert) jeopardy.

How much does this animation help? Today, in powerpoint presentations, animations are largely discredited - and to be used only sparingly - and that too when powerpoint presentations itself are being used.

So, while building an elearning, how to make the learning faster, better, stickier? There are no easy answers (and we haven't found one yet).

The conflicting demands are as follows, some of them:

On the hand there is an impatient audience that wants everything quick and on the other hand there is a learning team that demands time to teach material that is complex.
On the one hand there is a need for people to own their learning and on the other there is a need to figure out if people have 'got' it.
On the one hand we need training to be a pull and on the other hand it is so much easier to push learning and tick boxes.
On the one hand, everybody thinks more courses are the way forward and on the other hand investments in them aren't always justified.
On the one hand the learning has to be engaging and on the other hand there is a plethora of information to be covered (everything here is mandatory tell the subject matter experts).

And these are just some of the contradictions.

It is easy for learning by doing when it is a simulation of a tool, process or something else. That is easy. But what if we are trying to teach something that is abstract?

PS: Here are my thoughts from an earlier instructor led session design.  Some years ago, I attended a session by Dr. Simon Priest and he had brought this out very beautifully in front of a live audience. But these are about instructor led sessions.

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