The Accidental Instructional Designer: Learning Design for the Digital Age: a thrilling tale of what happened when one young woman (that's me) woke up one day to find that she was an e-learning instructional designer. It's a book packed full of tips and ideas and inspiration for taking your eLearning design practice from an accidental path to one of purpose, passion, and intention.
The book is being published by ASTD and final proofs were sent off to the printers last week.
I'll be at ASTD's International Conference and Expo (ICE) May 5-7 where I'll be running a session called The Accidental Instructional Designer, working the Kineo booth on the expo floor, and doing an author chat/book signing session. Hope to see you there!
There's still time to sign up for our springtime community event in New York City. We'll be taking apart everybody's favorite topic: boring old compliance training.
I'm really looking forward to hearing from JC Kinnamon and his thoughts on the reluctant learner. But more than that, I'm looking forward to lively conversation and insights from the more than 50 people who have already signed up to come.
If you're in the New York area, this is a must attend event!
How does a large, global manufacturing organization up skill 1,000 front line and middle managers in core leadership skills? Through a two year program that blends approaches and partners. See how Coats worked with Kineo and The Oxford Group to create a blended solution that works.
Kineo turns 100 months old this month, with 100 newsletters under our belts and loads of client projects and industry lauds.
I developed a corporate crush on Kineo in 2006. In fact, one of my earliest blog posts was about this great company that served up lots of great resources to the e-learning and instructional design community. I fell in love and now appear as a milestone on our company journey. (See if you can find it!)
On average, the American adult worker works 9 hours a day at
their office, but only 2 hours a day doing primary child care.
Big Data -- we think it’s magic. We are so
in love with the notion that data can reveal hidden things like magic.
is like religion. It is believed without being understood.
Math anxiety causes use to believe without understanding.
We create made up numbers all the time (like that American
men are taller than women.) There are outliers in the data than can blow your
Listen to your customers, but not too carefully….“If I had asked my customers what they wanted, they’d have
asked for a faster horse.” ~Henry Ford
The downside of focus groups – you ask customers questions
and they want to please you – they want to give you answers they think you
want. They can’t envisage answers that they don’t know.
Google results – no one clicks NEXT to look at the second results page – you’re in the top
three to four results or you don’t matter.Google customers asked for 20 results on a page, so Google listened to
customers from their focus groups and went from 10 to 20 results. The problem –
the search results went from .25 milliseconds to half a second and search
completion results went down! People really wanted speed.
Crowdsourcing is a precision tool. It gives you an amazing
amount of information. He shares a story of how pilots came up with the best
routes and discovered the Jet Stream – by sharing their flight logs.
Go Do Something:
We are part of the problem…statistically, if we hire people -- we're going to hire people who are just like us. White men hire white men. White women hire white women. etc.
Force diversity into your plan. This creates a broader decision tree. When you're hiring people, hire for diversity. Diversity matters. We all think about the world in the context of the company that we live with.
You're promoting wrong. You're more likely to hire people who look like you; you're more likely to promote people who look like you. Blow up the reviewing process. At Google, all reviews are public. Every quarter was a full 360 review. All those reviews were entirely public in name - you see what I thought your strengths were; your opportunities for improvements (aka weaknesses); a field for anon feedback; list three employees who are worse than this person, three who are better. Crowdsourcing the likelihood of how well you were doing. If people who are worse than you are higher than you in rank, you should probably be promoted.
Develop people, not just apps. If people talk like you, you're more likely to understand them and then promote them, etc. Development process don't capture what people actually do.
People do what you measure. People do what we tell them to do, even if it's dumb.
We can do better. We can use data that create value for our companies.