Your working memory is the receptionist of the brain’s very busy lobby, taking in all the information and directing it to hopefully the right place. And it’s chaos. Our sense of overwhelm starts here. Yes, it can juggle 4-7 things. That does not mean we should continue to test the limits of something that actually can’t change. Our brain does marvelous things, including growing and building new neural pathways, yet humans are frequently dead set to try and change the … [Read More]
Call it a transformation. Call it a cultural shift. Call it reset. Choose your industry buzzword for organisation-level changes that impact people, process, and technology. The bottom line is that a task force, whether internal or external, is faced with implementing huge change with complex impact to cross-functional and geographically dispersed teams. There are many processes, methods, and strategies to implement large-scale change, yet there is often missing a key ingredient. The inspiration of the people. Step 1 of any … [Read More]
The start-up world celebrates experiments and failures as the fastest way to discover what actually works. It’s high energy, collaborative, disruptive … and fun. Up to this point, we are in a high state of learning. But THEN you find something that seems to really work for you. Things are falling into place! However, we can easily get fixated on what’s working. Whether we like it or not, the habits of high-speed learning fall away … and we lock onto … [Read More]
Senge shows us that true learning organisations must have the systems thinking necessary to see the big picture and the dynamics between, the mental models that help shape our behaviour, the personal mastery for individuals’ own vision, the shared vision that gives individuals voice and purpose, and finally, the team learning that is the result of focused development. To become a learning organisation, we cannot have learning occurring in a way purely reacting to organisational needs. So how do we … [Read More]
Those who do not study the past are condemned to repeat it. ~Santayana Envision the situation: A team is contracted to build a new statistics course for a bachelor’s degree program. This is exciting because it’s the first offering, and building is always more fun than editing. The scope is set to help students understand statistics enough to better analyze scholarly studies and develop healthy skepticism practices towards research. There is always a rush of pleasure for a writing team … [Read More]
While speaking with my husband (@erwilleke), we realized that we were going through a very similar journey of understanding in our careers despite working in very different areas: Eric striving to align thousands of people against a common purpose in the corporate world, Marian developing learning experiences to expose individuals to opportunities of personal transformation in the educational world (for now). Based on our combined interest and application in this topic concerning organizational behavior and human learning behaviors, we co-wrote … [Read More]
There’s nothing quite worse than creating a course that doesn’t quite fit the bill, and you can’t figure out why not. Let’s hypothetically forget about all the essential components of course development that if done wrong, make instructional designers twitch. Pretending that there are no important practices (I refuse to say “best” practices), let’s focus on what you need to develop a course that has clear feedback loops when you teach it … so you can teach it again, better.
In my experience as an operations director at small, private university, I have found myself amused with some of the training snafus that I discovered. My favourite was when my Program Manager skyped me with this question.
Personal Kanban. It’s that thing that changed my life from being productive to being super productive. Then I realized something, and uber productivity started kicking into place. I remember when I thought the ticket was visualization. Granted, that was absurdly awesome, especially since it allowed me to balance education, career, and family in one view. Then prioritization crept in …. slowly but surely. Control freak behavior started dissipating into confidence that everything would be fine. Emergencies transitioned into simply re-prioritizing. … [Read More]
Bloom’s (1956) cognitive taxonomy are widely accepted and used in both academics and T&D areas of corporate learning. In the spike of learning responsibility across the globe, though, that is a limited number of people with knowledge of its value. Even then, there are few within those groups that apply the affective taxonomy developed twenty years later by Bloom, Krathwohl, and Masia (1973). Despite the challenge, the combined application of these taxonomies is worth the effort to provide a holistic … [Read More]