In a press release to promote their upcoming Content and Collaboration Summit 2010 (London, UK, September 15-16) Gartner Research forecast 10 key changes in the nature of work through to 2020:  “Work will become less routine, characterized by increased volatility, hyperconnectedness, ’swarming’ and more,” said Tom Austin, vice president and Gartner fellow. By 2015, 40 percent or more of an organization’s work will be ‘non-routine’, up from 25 percent in 2010. “People will swarm more often and work solo less. They’ll work with others with whom they have few links, and teams will include people outside the control of the organization,” he added. “In addition, simulation, visualisation and unification technologies, working across yottabytes of data per second, will demand an emphasis on new perceptual skills.”

We agree with the predictions, and see it as a continuation of change we are already seeing in organisations; and with it will come some major challenges for L&D/OD departments. Here are the ten key changes Gartner forecast, and where we think L&D professionals should be considering a response.

1. De-routinization of Work – the obvious response here is the de-routinization and individual personalisation of training. We look forward to when “Here is the list of available training courses” is accepted as an outdated and wasteful use of trainer and delegate time & resources. I suspect the public sector in the UK has some way to go on this …
2. Work Swarms – workers need more insight into how they might work effectively with others who think differently or have different problem-solving approaches etc. Tools like HBDI or Effective Life-long Learning Inventory will be useful in being able to quickly work effectively in ’swarms’ of people you don’t know well.
3. Weak Links – formal and informal networking will become an even more important skill in the future, and not just for salespeople! Consider how and where social and business networking sites can and should be used during worktime. Is time spent networking on Facebook helping to build weak links, or just chatting with friends? Will updating my blog be considered as vanity or essential to developing these weak links?
4. Working With the Collective – Perhaps ‘influencing’ will become the most desirable skill of any business leader as we move to a position where ‘the collective’ replaces any internal hierarchy? This suggests more  prefered ‘right-side’ thinking style in the HBDI model than the traditonal ‘left-side’ found in many management positions today.
5. Work Sketch-Ups – ‘Designing-in-flight’ or ‘managing in ambiguity’ requires a very different set of skills and behaviours than that typically suggested by teaching through a ‘case-study’ method. How will our Business Schools and academics respond? Will we move to more activity-based learning facilitation than ‘teaching’?
6. Spontaneous Work – This suggests creating the type of corporate culture where this is not only desired but encouraged. How do you build this culture? Contrast this with today where most ‘leaders’ set the work agenda – how do you lead/manage people who develop their own work activities and priorities?
7. Simulation and Experimentation – of course we believe that activity-based learning provides the ideal ’synthetic’ environment to experiment and simulate behaviours. That’s why we create tools to help organisations build their learning environments!
8. Pattern Sensitivity – See Ann’s forthcoming book:  Pattern Making,  Pattern Breaking
9. Hyperconnected – in a hyperconnected world there is probably no time for formal contracts and agreements. Does this suggest an increase in the importance of ‘Trust’ and a requirement to better understand how to build and maintain it? Is it hopefully the end of long-winded tender processes?
10. My Place – how do we deliver training at ‘My Place’  (the workplace may be virtual, may physically be at home, or indeed may change on a daily basis)? Will it be more ‘edutainment apps’, delivered outside of the normal working hours, paid for by discerning individuals (who want to build their learning power) out of their own pocket (or personal learning account)?

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Everyone here at RSVP Design and our clients, partners and suppliers would like to congratulate our colleague Geoff Cox on his recent Doctoral award and his new title of Dr. Cox! Outlined below is some further information on Geoff’s Thesis, and you can contact him for more information on geoff@rsvpdesign.co.uk

Back in 2003,  RSVP Design was created with a real sense of mission around utilising, and developing best practice in the design of learning environments. It was recognised at a very early stage that if this mission was to be achieved there was an urgent need to define exactly what “best practice” looked like. It was at that time that Geoff began his research, aimed at making available to designers, practitioners and buyers of learning events a set of guidelines that would help them to discern the best from the rest!

The early stages of the research were plagued with problems. Different terminology on different sides of the Atlantic, a shocking lack of published material relating to the design dimension of learning, and in particular the extent to which RSVP Design needed to demonstrate the unique value of experiential learning: each an impediment to progress. By 2004 a comprehensive examination of published material brought the conclusions:
a) There were no existing guidelines for the design of experiential learning environments
and
b) We were going to have to write our own
and
c) Any thoughts of this being a quick exercise were now out of the window!

That began six years of action research that started with some initial, tentative guidelines that Geoff put forward and asked our facilitation team to report back on. The guidelines were revised, based on their feedback, and he moved to the next piece of design using the new guidelines. This cycle was repeated on multiple occasions, with groups from business school executives to factory supervisors, each time adding to our knowledge of how the emerging guidelines needed to be revised and applied. The research journey was punctuated by some interesting insights, for instance when it was determined that the guidelines were equally applicable to learning environments that were designed to address the needs of young people, and when the guidelines were used successfully for the first time with electronic simulations as the experiential activity.

So finally, (in 2010!) Geoff has defended his Thesis and is now Dr. Cox. We will shortly be publishing an Executive Monograph of his research on the RSVP Design website and we believe that this will be a key contribution to what we believe to be current best practice in the field of learning design.

·It is an open and transparent statement of how RSVP Design creates experiential learning environments.
·It offers clients who are commissioning experiential learning events a language to define their requirements.
·It offers clients who are buying experiential learning events a way of discerning / interrogating the quality of the designs that they are being offered.

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Effective Lifelong Learning Inventory (ELLI)

One of the most exciting pieces of applied research we’ve come across recently has come from The University of Bristol.  We think it adds huge value to our understanding of how people learn – and how we can support them in individual and organisational learning. We have been working with the research team for more than a year and we’re delighted that we are amongst the first people in the UK to be accredited to use ELLI in our learning design, coaching and trainer training. We are working closely with ViTaL Partnerships and the University of Bristol to help them to develop applications of ELLI beyond schools-based learning and into learning and development in business, and we’re really excited about our plans to launch a variety of applications soon for use in commercial (non-academic) organisations.

ELLI is:

1. A well-researched set of ideas about how people learn most effectively
2. A self-assessment instrument to aid self-analysis, diagnosis and strategy
3. A tool to empower people to bring about change, individually and together

The ELLI research team at Bristol investigated what it is about some people that makes them effective lifelong learners.  Seven dimensions of ‘learning power’ emerged, via factor analysis, each with elements of  ‘thinking, feeling and doing’.  The seven dimensions are:

changing and learning – a sense of myself as someone who learns and changes over time;
critical curiosity – an orientation to want to ‘get beneath the surface’;
meaning making – making connections and seeing that learning ‘matters to me’;
creativity – risk-taking, playfulness, imagination and intuition;
learning relationships – learning with and from others and also able to manage without them;
strategic awareness – being aware of my thoughts, feelings and actions as a learner and able to use that awareness to manage learning processes;
resilience – the readiness to persevere in the development of my own learning power.

The ELLI profile gives powerful insights into individual and organisational learning patterns. It creates opportunities for in-depth coaching and mentoring conversations that focus not just on what people need to learn, but how they can build their learning power. It allows learning designers to consider their chosen delivery methods and match them against the needs of their learners. It allows an exploration of available learning tools and technologies and helps individuals to develop personal learning strategies that will support them in achieving their learning goals.

If you are interested in learning more about ELLI, we will shortly be delivering both an introductory one-day workshop and an extended (additional 2 days) accreditation workshop that would allow licensed trainers/coaches to then use ELLI within their own organisations & clients. For more information please contact us on +44 141 561 0387.

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I read the recent Chartered Management Institute Review which stated some interesting and disturbing statistics for UK managers:

CMI recently questioned UK managers to find out which aspects of management they thought they were best at. Of the 2,158 managers polled, almost half (44 per cent) said they excelled at managing people. Twenty-one per cent were target-busters, 19 per cent believed they were strongest at managing themselves and just 14 per cent felt they were born to lead.

CMI has since put those perceptions to the test by inviting UK workers to use a specially-developed self-diagnostic tool to work out where their strengths and weaknesses lie. The results strongly contradict managers’ perceptions, revealing that, in practice, UK managers are best at getting results (41 per cent) and strong leadership (37 per cent). Just 14 per cent of the 6,056 people who used the tool excelled at people management and a paltry eight per cent proved to be best at managing themselves.

See http://www.hrreview.co.uk/articles/hrreview-articles/hr-strategy-practice/half-of-managers-misjudge-their-workplace-performance/10058

I wondered when I read that where do:

1. Most managers go to find out more about their own learning strengths/preferences and personality/thinking preferences? As little of this is taught to most undergraduates where else can ‘ managers’ get this insight, except through their organisation’s L&D team-building or other activities? Should this be mandatory on all undergraduate courses?

and

2. Managers (new or experienced) go to ‘practise’ their management skills? So much of what we see in corporate/organisational L&D is about presenting theories, models, competency frameworks, performance monitoring etc and less about offering these delegates the chance to practise new skills or behaviours. Group learning through experiential activities is a great way to offer people a non-contentious and safe ‘practice field’ for a wide rnage of management and ’soft skills’ rehearsal – but how do we get employers to provide more of it?

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I’ve been reading and watching a lot of interesting stuff recently. For example there is a wonderful piece of an animated, annotated presentation from Dan Pink on motivation here: http://www.youtube.com/watch?v=u6XAPnuFjJc

There’s also a really interesting new leadership study from IBM here: http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html

However while both give some examples of why what we’ve previously thought about motivation and leadership might be wrong, and tell us what we ought to be doing, neither give the L&D community much insight into HOW we help people get there. As an engineer by training I’m more interested in how to apply theories than the basic research of how they came to be ‘agreed’. While I reckon that some great individuals will be able to demonstrate the behaviours and skills described as ‘ideal’ ,  I also reckon that most of us need to learn new skills, unlearn old behaviours, and practise to get better. So how do we do that? What practise fields do people use to make sure these theories and concepts move from just being an understanding at an intellectual level to a level where they they are understood by heart as well as head, and demonstrably improve performance?

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RSVP Design is fortunate to have built-up an extremely strong portfolio of learning tools, learning design capability and learning experiences that we can now provide to a wider range of clients. With our strong global associate network we have a fantastic capability to deliver anything from a single workshop to a global leadership programme. If you are an independent business development professional and wish to add our IP to your sales portfolio, please contact graham@rsvpdesign.co.uk

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One of the key things I look for when I’m delivering learning events is whether the people around me appear to be having fun. It’s the same with designing new learning environments. Part of my “Is this good design?” checklist is whether it offers both facilitator and learner the opportunity to enjoy the learning process.

I don’t know where this “fun’s important” approach came from but perhaps it’s a reaction to the long, mind-numbingly boring classroom hours that characterise much of my own education. I never wanted a repeat of those experiences so why should I inflict them on anybody else? Wherever it came from, I can’t remember a time when “ People learn best when they’re having fun” wasn’t a part of my professional vocabulary.

Today I was browsing the subject of the Personalisation of Learning when I came across a fascinating chapter by Manfred Spitzer. The chapter is part of the OECD book Personalising Education (2006) and is called Brain Research and Learning Over the Life Cycle. As the title suggests the subject area is what we know about the function of the brain and how this should translate into educational practice aimed at different age groups.

There’s a lot of good stuff in this chapter, but the real “Eureka!” moment for me came when I read the part that deals with the way we attach emotions to what we learn, and how this affects our ability to remember it (always a pretty important feature of any learning design!).

In short, when something is learned in an environment that allows us to attach positive emotions to it, we store the memory in one part of our brain, the hippocampus: where the associated emotion is negative we store the memory in a different part of the brain, the amygdala. The learning in our hippocampus then transfers over time to the brain cortex where long-term memory happens. Conversely the amygdala is the part of our brain where fast learning and future avoidance of unpleasant events is controlled – learning what not to do. Thus our reaction to the associated memory is not about creatively applying it to our future lives – it’s about never getting into the situation of ever having to apply it!

Not at all what we want as learning designers.

So it seems that, intuitively, I was right all along – people do learn best when they are having fun: and I’d say that that’s a pretty big message for anyone setting out to design any kind of learning experience.

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The relationship between the designer of learning materials, and the trainer / facilitator who will deliver those materials, is one that provides a dynamic backdrop to much of my work. The core question here relates to my assumptions about the level of skill that the facilitator will bring to the exercise at the point of delivery. Do I assume a very low level of skill and design materials that maybe don’t achieve everything they could? Or do I assume a higher level of skill and risk releasing designs that mean that the facilitator will face a real challenge in delivering them?

When we created RSVP we were looking for a name for this new company, a name that emphasised the progressive, design-led nature of what we wanted the company to be. My colleague Ann Alder suggested RSVP as an acronym for the qualities we wanted to build into our products. Those qualities she defined as:
R for Responsive
S for Simple to Administer
V for Versatile
P for Practical

It’s the second of these that has an impact on this debate. Can you make learning materials Simple to Administer without compromising the learning design? If I am designing a bespoke piece of learning content I can work with the facilitator to create something that brings out the best in both the learners and the facilitator. But when the design will be offered as a product available to anybody via the RSVP website, I have no control over who will use it, or how, or where, or with whom: a much more challenging design brief.

Over my many years of designing learning tools and materials I think that I’ve got the complexity / ease of delivery balance right on the majority of occasions, but I’ve also had my share of failures. The problem with most of these designs is that I have created tools that are rich in potential learning, but ask too much of the facilitator in realising that potential without additional support. But we don’t waste the effort that goes into these designs, we recognise their value and make them available to clients as what we define as Powertools, materials which are sold as a package that includes an appropriate level of facilitator training and support.

For our Toolbox range, the tools that are designed so that they don’t need this facilitator support, we take a different approach. The exercise itself should be ‘Simple to Administer’, so even the most nervous, inexperienced facilitator should be able to successfully deliver the exercise. However, the support notes we provide will offer a great deal of scope for a more experienced facilitator to try more challenging delivery options, and to craft a review that will optimise the value of using the exercise.

Are we happy with this differentiation? Like any compromise it is essentially pragmatic – we want people to use out tools, so we have to make them as user-friendly as we can. We would like more facilitators to progress to using our Powertools, but we recognise that most who make this step have begun by using our Toolboxes. On balance we think that this is a good way to make quality, experiential learning design available to all facilitators.

Are you happy with the differentiation? Well most of the feedback we get is positive, but if you think we could make changes that would make it better for you, why not let us know?

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As a total newcomer to blogging I’ve gone through all the ‘big question’ loops that inevitably precede a step into the unknown: “What should the style be?” “What are the main messages I want to express?” “How much of this should be personal opinion? And how much should reflect mainstream thinking in Learning Design?”

Strangely I’ve never considered the difficulties of producing content for the Blog. I’ve been designing learning materials for over 30 years, I’m passionate about how design professionals serve their client learners, I hold (and express) strong opinions about what I consider to be “good learning design” and even stronger opinions about situations where I believe our profession is letting those learners down. Perhaps it would be best not to worry too much about the big questions, and just let the content just flow from what’s on my mind, and what’s on my desk, at the moment I sit down to write this Blog.

So every now and then there will be ramblings, though I’ll try to keep them relevant to the subject of Learning Design, and there will certainly be rants, though they will hopefully be coherent. Now I can’t control the quality or quantity of responses that this approach will get! And one aspect of the learning process to which I’m absolutely committed  is the place of conversation in learning environments. If this Blog is to be a place of learning it means that your responses become a vital component in the learning journey of which this is the first step. So what would you like to see or hear as this Blog develops?

We have no map for this journey, the world of learning is at our disposal, so where would you like us to go?

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Welcome to RSVP Design’s website and online shop. We are designers, authors and facilitators of a wide range of activity based learning tools, resources and programmes.

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