Posts Tagged ‘responsibility’

Kids in the movie theater

Monday, July 21st, 2008

What is wrong with parents?

Today, my wife and I went to see two vastly different films, Wall-E and The Dark Knight (reviews to follow). In both films, there were families in the audience that made me want to go up to the parents and say “What are you thinking?! You have an important role to play as a parent, and you’re screwing it up!”

For the family in Wall-E, that would have been a bit of overkill, I grant you. The father was there with his two boys, probably around 5-7 years old. I don’t have any problem with kids being in that theater - in fact, I expected kids to be in attendance for that one. The problem was that the younger boy was repeatedly, and loudly, talking during the movie. I don’t blame the kid (much). He was just excited and wanted to show his dad that he understood what was going on (it’s possible that he’d seen the movie before, judging from some of what he said). The problem is that the father didn’t take the opportunity to teach the child to be quiet, and courteous to others. Eventually the brother said something to him, and then his dad chimed in, somewhat ineffectively, in telling the boy to quiet down. That’s just backwards. Why was the brother taking the lead there?

There were also a pair of older kids - teens - loudly bounding up and down the stairs and across the front of the seats, so that may have made me a bit more irritable toward the talker. But still… if the father doesn’t teach their kid to be courteous now, he’s just setting the kid up to become that bounder in a few years.

But the one that really bothered me was the family in The Dark Knight. They didn’t bother me because they were disruptive, mostly, but because they were there. These parents brought a 2 or 3 year old girl to an extremely loud, very violent movie. The second the movie started, she began to cry. And who can blame her? The noise alone was an assault to her senses! The parents didn’t take her out of the theater. They did comfort her in her seat, but come on… for the first 10 minutes of the movie, every time the audio quieted down a bit (which was not often), I could hear her crying. Eventually, that stopped, but I am still really disappointed that these people would subject their young daughter to sitting still that long (3 hours, from the time they first sat down) without relief, let alone for a film that is so clearly not something she should be seeing. It’s just wrong.

Parents have the responsibility for teaching their kids, and for protecting them - in big ways, and small ways. These examples are two of the small ways. Sometimes the small ways bother me more, because they’re easy to overlook, but add up to more problems later.

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Limits of Responsibility - ASTD’s Big Question for March

Tuesday, March 18th, 2008

The Learning Circuits Blog: Scope of Learning Responsibility

What is the Scope of our Responsibility as Learning Professionals?

That’s the question of the month, and it’s clarified a bit in the above linked post:

  • Do educational institutions and corporate learning & development departments have responsibility for supporting Long Tail Learning? Do they have responsibility for learning beyond what can be delivered through instruction? If so, what is their responsibility? Where is the edge of responsibility?
  • Similarly, does the instructor have a responsibility to help students make sense of or deal with content he or she did not teach the students? In other words, if a student finds information on the Internet or some other place, how much time and attention should the instructor allow for the discussion of such content? Should it be discussed at all if it is non-conventional or generally thought of as not credible or contradicts the instructor? Who determines credible research? Is all non-referred research questionable?

I’m taking “Long Tail Learning” as meeting the ever expanding niche development needs of ever smaller populations in an organization. For most organizations, the training department is stretched pretty thin and has to concentrate on those development needs that either meet the needs of the largest populations or have the biggest impact on either costs or sales (that’s currently where the line of responsibility is set for most organizations). That means some departments are on their own for development needs - sometimes even their most important needs - because the training department doesn’t have the bandwidth to help. Then you’ve got the training topics that fit into that large group, but have variations for each sub-group within the larger population. Where does the training department’s responsibility fall for these groups? How do you design (and should you design) training that covers those needs?

Ideally, obviously, the answer is that in a perfect world the training department would be able to support the learning needs of everyone in the organization at all times. So I’m taking that as my starting point. Ideally, everything an employee needs to know in an organization, from literacy to how to run a business unit, would be the responsibility of the training department.

Realistically, that’s not going to happen, but that would be my ideal goal.

Now, we need to consider what “responsible” means. To some that might mean the training department directly owns and delivers all the content. That’s not what I mean. I mean that the training department is responsible for enabling the acquisition of knowledge, skills, and abilities through any and all means necessary. That could be as simple as making sure an authoritative source for a given topic is available to someone - a book, a website, a mentor, a trainer, a vendor, etc. - to as complex as training a person or persons to be that authoritative source or creating a new course. If someone has a question about where to get training on something, the training department should be able point to a source for that training, whether they created it or not.

This is where the power of community software (or Web 2.0) comes into play. The training department obviously can’t keep track of all those training needs for themselves. Once you reach a critical mass ratio of training professionals to employees, the job just becomes too much to track for the training department by itself to meet the ideal goal. But if the training department can work with the IT department to create and structure community/networking software to enable those connections to be made with input from other departments, with oversight by the training team, then you’re suddenly much closer to the ideal. It’s important that the individual departments feel empowered to make contributions to this site, otherwise you’re back to the training team needing to come up with everything. If someone has a question, you look it up on the community-driven “solutions” site and either point to the right resource, if it exists, or begin to create the plan for getting it.

Now, how do you make sure the sources/solutions derived from the site are authoritative? To some extent you can probably rely on the community to police that itself, but that’s why the training department has oversight of the community site. They should validate the sources, or have the sources validated by a Subject Matter Expert.

To get to the second bullet of the original questions, how much time do you spend discussing information found on non-approved locations? That’s a pretty hard question, because it could be perfectly valid, and possibly even superior, information. I would say that if you’re in a course, you’re generally on a schedule and are teaching a “standard” practice of some kind that has been vetted and agreed upon. Challenges to that standard should be welcomed, but shouldn’t interfere with class time. If a short discussion isn’t enough to smooth over any discrepancies, I’d drop it into a “parking lot” or into the discussion forum or community software for evaluation and validation. If a change to the standard is warranted based on the new information, it should be implemented with thanks.

The really short version of what I’m saying here is that it’s the training department’s responsibility to enable learning, but it’s the individual departments and employees who truly have the responsibility for learning. The training team should make avenues available, but it’s up to the individuals to use the tools and opportunities provided to take responsibility for their own learning.

I think there’s one other thing implied in the original question: how do you prove that you’re meeting your “responsibility” to provide quality sources? What’s the measurement? It’s certainly not “butts in seats,” which is what many executives ask for. I honestly don’t have a quick answer for this part, though. I’m more in the camp of, “if it’s working, you’ll know” but that’s not generally enough for most executives.

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I’m a casualty of war

Friday, February 15th, 2008

My company has recently shut down all access to YouTube. I get that. I completely believe that many people are using company time and bandwidth to watch all sorts of inappropriate — or just plain time wasting — content. From a certain perspective, I can support the decision to prevent that from happening.

There is a war between those who would waste company time and resources, and those who are tasked with keeping that from happening.

I am collateral damage.

Part of my job within the training department is to research new content creation and distribution technology, and to integrate that into our training delivery. YouTube is, for better or worse, an important part of that responsibility for two main reasons:

  1. It is itself one of the most popular examples of that new technology.
  2. Due to it’s popularity, it is used by many other people to showcase their own discoveries and new uses for content and distribution technology - thereby making it a valuable resource for me to do my job.

Information sharing is critical to my job. The ability to see what other people are doing/have done in converging technology and training is a significant way for me to not keep reinventing the wheel. The ability to create and deliver training products that appeal to a culture steeped in these new technologies requires me to have access to these technologies to begin with.

Is YouTube the only way for me to keep up with these advancements and new ideas? Not at all — far from it, actually. For example, blogs are actually a great source for these ideas as well (in fact, here are two that I keep a sharp eye on: e-Learning Technology, and Corporate e-Learning Strategies and Development). The interesting thing about these blogs, though, is that they frequently use embedded movies from YouTube as examples of what they are talking about! I can’t see these things when I’m inside the Corporate firewall, so I’m missing a significant portion of the point!

I’ve also used YouTube videos to help me explain the concepts and technology that I am trying to ’sell’ internally. For example, I used this video to help me showcase the concept of a wiki - and even embedded it in my wiki for the pilot group to see. Now it’s just an unexplained blank space on the page because the video is blocked.

That same video, and others like it, are also good examples I can use with our training team to help think about other ways to create training that may appeal more to a large portion of our employee base. Now I can’t share those examples anymore.

Collaboration, sharing, and openness - that’s where we should be going. That’s what would help us work more efficiently, smarter, and more effectively, in many cases. But the barriers to doing this at a large organization (like mine) are hard to overcome. There are times it feels like I’m fighting an uphill battle. This is just the latest setback.

Blah.

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Media and technology issues for learning and persuasion

Thursday, September 6th, 2007

The Tech Effect | LeadershipJournal.net

The issues of how - and whether - to integrate technology into training go beyond the borders of corporate training or academia. The same issues confront other professions as well, such as pastoring a church, as covered in the article linked above. I was struck, as I read through the article, at how similar the issues are, in fact. How do you reach the balance of visual vs. auditory vs. written messages for maximum effect? When is one mode more effective than another? When does one interfere with another? Read some of the excerpts below and see if the issues sound familiar.

Has using visual technology ever backfired on you?

Stevens: I was speaking about worry and Jesus’ words about the flowers of the field and how God cares for even the birds. During my message video clips of flowers and fields were appearing on the giant screen behind me, and there was a clip of a bird that we’d taken from stock video. It was a blackbird that looked like it was peering into your soul. It was really creeping people out. So every five minutes when the bird clip appeared, in the middle of teaching, I’d hear this reaction of fear and laughter. It was an Edgar Allan Poe moment. That creepy bird totally distracted people from the message.

The effect your visuals have on different people can be difficult to predict. I heard of a situation in our company where there was a picture of a person in handcuffs to underscore the potential legal troubles that could arise from ignoring the guidelines in a harassment awareness course. One woman called in genuinely distraught because the image triggered memories of the rather unsettling treatment her son had recently received from police. She asked us to consider the effect the images we chose could have on students. There is no way we could have predicted that that image, which was appropriate for 99% of our population, would be perceived in this case, but the point is valid. That woman was so distraught that she had difficulty completing the course, and it certainly was not an effective communication for her. Likewise, in the example above, the bird’s image made it more difficult for the congregation to pay attention to the message being presented.

I occasionally use visual media and technology as a crutch to help keep what I’m saying interesting. But when an 80-year-old woman who lived through the Great Depression stood up in my congregation and told a story, she didn’t use any technology, and everyone was on the edge of their seats listening to her suffering and what she lived through.

As the medium, she was infinitely more powerful than any technology I could bring.

But it is our responsibility to be resourceful and creative. If some technology is effective for communication, like a movie clip, great—use it. But if there’s a story from a person within the community, a testimony, use that instead.

We use imagery. We use technology, but only to the extent that it enhances the message. If used too often, it can become more of a distraction.

Don’t use technology just because you can. Look for the most effective method for your subject. A lot of people (particularly trainers) used to be afraid of e-learning because they thought it would replace classroom training and lower effectiveness. For the most part, we’ve now come to the understanding that both delivery methods have their pros and cons, and the proper application is both methods is frequently the most effective path.

Another thought to take from this quote is the idea of using a story for engaging the audience. A personal story is frequently most engaging, but anything with a narrative thread is typically better than the standard fact/concept, quiz, fact/concept, quiz presentation that permeates much of the learning/training field.

Is that why visuals are so popular—people now expect multiple forms of communication to happen at once?

Hipps: Whether attentions spans are wider or shorter, one thing is clear: the way we think has changed. In the 1980s the average cut in a TV program was about seven seconds. There was seven seconds of uninterrupted footage followed by a camera cut. By the mid-1990s it had dropped to two seconds. Images now change rapidly. Whether you know it or not, that actually re-forms neural pathways in your brain. For my generation in particular, the way we engage things has been fundamentally altered.

That’s just scary information. Are we really so short on attention span that we can’t concentrate on something for more than two seconds? While I have no doubt that the facts presented here are true, I don’t think it means we need to follow suit. Some messages require more concentration from our audiences and I think we have the right to expect that they provide that attention without having something eye-catching thrown at them every few seconds. Yes, avoid being boring, but don’t get caught in the trap of throwing in some ‘bling’ or drastically shortening your presentation (and compromising completion/effectiveness) just because statistics tell us we all have attention-deficit disorder.

A story or image is powerful, and it’s going to do its own thing. It might take on a life of its own. So it must clearly fit the point I’m trying to communicate. If I use multiple images to illustrate multiple points, it’s going to overwhelm people. So I try to have one idea and one image to illustrate it. Anything more is just going to get lost.

This point speaks for itself. Be efficient. Don’t overstimulate.

Studies show that people learn best when they are actively engaged. With worship in many churches now focused on a screen, how do you avoid creating passive observers?

Stevens: Something we do that’s insanely easy is just having people talk to each other. Typically the first five or ten minutes of a sermon I’ll introduce an idea and then tell everyone, “Hey, turn to the person next to you and talk about the best Christmas gift you ever got.” How simple is that? To actually turn 90 degrees and look at someone next to you in church is shocking to some people, and all the introverts freak out. But to engage and acknowledge that you are not anonymous is important.

This is such an important point. Again, it’s engagement. At a conference I attended earlier this year, Elliott Masie had his audience turn and talk to each other about the topic he was going to discuss for 2 minutes out of his keynote speech. It totally changed the dynamics of the presentation from passive to active. We were engaged in the conversation, not just listening to him impart his wisdom from on high. It also made the room of a few hundred people seem a little more personable. We need to find ways to engage participants, regardless of whether we’re all in the same room, or in a virtual classroom, or a discussion list, or even a self-study course. There has to be some way for the student to feel like a participant, not an observer.

If I need to do analytical exegetical work, words are absolutely the most effect medium. If I need to evoke an emotional visceral response, images work better. But you have to realize that once you use an image, you risk becoming manipulative.

An image pins the logical side of your brain to the back of your skull, and it doesn’t matter how smart or analytical you are, an image will always penetrate behind your logic.

For example, if I put text on a screen that reads “naked woman,” it will have one impact. If I showed an image of a naked woman, it would have a dramatically different impact. That’s what we need to understand. Words and pictures are not interchangeable media.

Interestingly, the church I attend uses zero visual technology in its services: not a single piece of technology beyond audio amplification. I usually manage to get a lot out of the sermons (unless I stayed up too late the night before). It’s also one of the larger and faster growing churches in my area, so it must not just be me. When I visit another church that does use multimedia presentations, I’m frequently turned off. I often feel manipulated, as if they don’t want to allow me to rationally consider the message, but instead want to evoke a purely emotional reaction. In those cases it seems to me that the message is getting lost in the medium. Too much is concentrated on how to “get through to the new generation” and not enough on the message. (Yes, I recognize that this same phenomenon can occur in purely spoken delivery as well, but this article is about the use of technology so that’s where I’m focusing.)

It’s important to understand the usefulness of different media and engagement techniques, but don’t forget: sometimes simpler is better.

In the end, balance the needs of your audience with the needs of your message - and in my opinion, the needs of the message gets more weight. If it’s something that should be delivered visually, or as part of an immersive experience, by all means do it that way. If it’s not, then don’t. There’s no shame in presenting a paragraph or even a page of text if that’s the best way to impart your topic.

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CEOs - taking more than their share?

Saturday, August 26th, 2006

Corporate Training & e-Learning Blog: BIG for 2006: LCMSs, Podcasting, and Outsourcing
I ran across this quote while looking for something totally unrelated - examples of podcasts as currently in use for internal corporate training - but it blew me away. I knew the split had grown, but holy cow…

The ratio of average CEO pay to average production worker pay:
1982 - 42:1
1990 - 107:1
2001 - 525:1
2004 - 431:1
At least the gap may have started to close the last few years.

I don’t know. Something seems wrong about that kind of disparity. I do recognize the stress and difficulty that the higher level executive positions entail, and I accept that their pay rate should be higher because of the responsibility they carry. But this kind of a gap just seems wrong. It would be interesting to see that number from longer than just 24 years ago. Have there been jumps and resets like this before?

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Review: Crash

Saturday, August 5th, 2006

I finally got around to seeing Crash tonight. As you have probably heard, this is an excellent movie. A little hard to follow at times, but well worth the effort.

There is really no way to summarize this movie. There is no bad guy, no good guy (well… I’ll come back to that), no happy ending in the traditional sense, but neither is it a sad ending: life just continues with all of its problems. That isn’t to say that nothing happens - far from it: characters grow by leaps and bounds due to events in the two days depicted in the film. Just about every character’s life has a significant shift by the end. Many questions are presented, and there are no answers provided. But when the credits roll you feel like everything was wrapped up, while at the same time realizing that nothing came to a close. It’s as if you just got to watch important pieces of these characters’ real lives, and that they are still out there somewhere, dealing with the repercussions and living on.

The movie shines a light on, and is primarily driven by, the stereotypes that direct our actions and reactions — those that define us, whether we like it or not. It shows how stereotypes can force us to live by their rules by defining the world around us, even when we rebel against them. Obviously they are magnified and dramatized, and the intersections of the various characters lives are at times a little too convenient, but the entire movie felt very plausible - just as if life had been condensed to fit in the time allotted.

Every character’s arc was compelling, but the one that hit me the most was the locksmith’s story. If anyone in this movie could be called “the good guy” it was him. With everything that happened to him, he treated everyone kindly and just tried to live his life. It would also be accurate (as my wife pointed out) to call him “the victim” (though, really, that title could apply to most characters). He’d obviously worked to get out of a bad neighborhood, but problems just seemed to follow him. When he gave his little girl his invisible cloak of invulnerability (trust me, it works in the movie), my wife saw the foreshadowing and dreaded the outcome of his story. I won’t tell you whether she was right or not, but the climax of that arc was easily the most affecting moment for me.

The goal of this movie was obviously to make the audience consider its prejudices and it met its goal. In fact, I’d say this is probably the most intelligent and “real” story I’ve ever seen on the subject.

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America’s schools ineffective? Challenges for corporate learning

Monday, January 23rd, 2006

Parkin’s Lot: Stupid in America

Godfrey Parkin takes the notion (supported by a study) that America’s public schools, on average, produce substandard education, and applies it to corporate environments.

As he says, the condemnation of America’s school system is nothing new. I’ve heard it all my life. In fact, my friends even joke about understanding things “despite our public school education.” The study lists the usual reasons: lack of funding, teacher-student ratios, lack of teacher effectiveness measurement, etc.

One interesting point he makes about funding that I hadn’t heard before:

. . . there is evidence to show that more money often leads to poorer performance – schools tend to spend budget increases on offices, sports facilities, computers, security systems and so on, rather than on better teachers and better educational processes. By contrast, smaller low-budget schools led by passionate educators who have no computers, gyms, or even janitors are producing exceptional results.

Though sad, that makes sense to me. When you don’t have money for the bells and whistles, you focus on the essentials.

Here’s the best part of his post, though:

I don’t buy the argument that the blame for the dumbing-down of America’s youth falls exclusively on the educational system. It seems clear to me that culture, particularly the culture in the family, has failed to instill a strong enough veneration for learning and corresponding intellectual curiosity. Parents abdicate responsibility for educating their kids, particularly when they get a little difficult in their early teens. It is easier to concoct a host of external reasons for a child’s learning problems than to acknowledge personal failure. But learning takes place within an evolving ecosystem, not in isolated instances.

Companies make the same mistake – they think that performance problems should be solved by training, and if that doesn’t work, training gets the blame. How many times do we hear trainers bemoan the fact that the environment to which trainees return almost guarantees that what was learned will never be reinforced or applied? It was only after I left school that I understood the real purpose of homework was not to keep me from going fishing, but to get my parents engaged in the education process. We should do more to integrate learning with the workplace and engage managers and the immediate “work family” in supporting the ongoing development of new skills. Blended learning should blend what happens in class or online with what happens back at work, and that means getting the learners’ immediate colleagues engaged as a support network.

Corporate training departments need to find ways to get more informal learning happening in their organizations. The biggest problem with that, though, is measuring it so they can justify their existence (and I firmly believe they do need to exist). Tough to pull off.

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Creating Passionate Users: REAL motivation posters

Tuesday, January 17th, 2006

Creating Passionate Users: REAL motivation posters
This is stuff I’ve talked about with co-workers years ago: the “fake-ness” of motivational posters. The examples Kathy created are hilarious and truthful.

There was also a great post in the comments that I’ll quote here:

This all relates to item 10 of Deming’s 14 points; eliminate slogans, exhortations and targets for the workforce. This didn’t seem to do Japanese industry much harm. Deming said:

“Posters that explain to everyone on the job what management is doing month by month to (for example) purchase better quality of incoming materials from fewer suppliers, better maintenance, or to provide better training, or statistical aids and better supervision to improve quality, not by working harder but by working smarter, would be a totally different story: they would boost morale. People would then understand that the management is taking some responsibility for hangups and defects and is trying to remove obstacles. I have not yet seen any such posters.”

Most people don’t come to work to not “Do it right first time”, “Be a Quality Worker”, “Take Pride in Your Work” or “Increase Productivity”. These are signposts of the management saying they don’t take responsibility.

Job plans are a related area. Having said that, all my employees have job plans modelled on Scott Adams’ “OA5″ (Out at Five) plan in one of his Dilbert books. 2/3 the text is what I will do for the employee… and it seems to work :-)

Ian W.

Posted by: Ian Waring | Jan 15, 2006 2:22:51 PM

I don’t know who Deming is (though the name does sound familiar), but I’m going to look him up.

I also think it’s pretty funny, and great, that this guy is building a job plan from a Dilbert book suggestion.

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Training vs. Learning

Sunday, December 11th, 2005

Is it the “training industry” or the “learning industry”? (Yeah, I know there are plenty of alternates to make this even more confusing, but let’s stick to these two for now.)

I’ve seen arguments about this on discussion boards and had lengthy conversations in meetings about it. Some people can’t even figure out why the topic comes up. I grant it’s mostly a semantic issue (though not entirely, and I’ll get to that), but I think it’s an important one. Certainly not THE answer to training’s woes (not even close), but a contributor.

Here’s the main argument that I’ve heard from the “training” camp: everyone already calls it training and knows what we do, so don’t mess with it.

(Let me quickly make a pre-argument argument here: if what we do is as essential as we know it is, and yet we are at the top of the “cut” list when money gets tight, obviously there’s a perception discrepancy and we need to change the perception of what it is we do, so yeah, let’s mess with it.)

Here’s my argument for “learning”:

  • “Training” puts the emphasis on the event. It is something that you experience where information is imparted to you (i.e., you are a passive recipient of the information). It focuses on what the trainer does to you.
  • “Learning” puts the emphasis on the learner - it’s what you do (hopefully) when presented with new information. The responsibility is on the individual to be an active participant in the learning process. It focuses on what you have to do with the trainer’s help.

Some people see that shift in emphasis as a minor squabble. “Who cares what you call it? A rose by any other name, etc., etc.”

I don’t think it’s quite that simple.

It’s about setting expectations in order to influence motivation, one of the most important parts of a successful transfer of knowledge. If you aren’t motivated when you go to a session (live, online, or whatever), you’re not going to care what’s being said and could miss vital information. So anything that can help improve your motivation to learn, however subtle, is important.

Somebody’s going to say to me, “wait, you’re saying that just calling an event a learning opportunity instead of training is going to improve the event? That’s stupid.” Yes, you’re right. That is stupid. And it’s not what I’m saying.

What I am saying is that it sets the learner’s start point a little higher on the motivation continuum. That means that the trainer might not have to try quite so hard to convince the learner to be an active participant (an essential component of useful learning). Especially in an online situation, anything that helps the user engage is vital.

I’m not saying it’ll be a huge effect, but I am saying that whatever effect there is is helpful.

Now, let’s look at another aspect of the problem. I’ll restate my definitions:

  • “Training” puts the emphasis on the event. It is something that you experience where information is imparted to you (i.e., you are a passive recipient of the information). It focuses on what the trainer does to you.
  • “Learning” puts the emphasis on the learner - it’s what you do (hopefully) when presented with new information. The responsibility is on the individual to be an active participant in the learning process. It focuses on what you have to do with the trainer’s help.

Look at the terms from the perspective of the training professional. “Training” is very inward focused: what am I creating for you; what do I provide to you? (Could be that there are egos involved in continuing to use the term “training.”) “Learning” is externally focused: what do you need to do to be successful; what do you need me to do to help you get there?

Look at where the accountability is: with training, the success or failure is all on the trainer (a heavy weight to bear); with learning it’s more of a partnership, where the learner bears at least some of the responsibility for the outcome.

Within the industry, there has been a lot of talk about making training more “learner-centric.” Great! Why not start at the beginning? Set the expectation that your participants might be called on to think. Call it learning.

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