allison anderson and bob 2 of 3
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Brave New Bob(a review and look forward)
November 1, 2006
11/20/2008 Intel University Design Services Team - Biz Ops2
Current Situation Analysis – Two Months Ago
• We have said learning is a process, not an event, but do little to support that model.• We know that it takes action, practice and feedback to solidify most types of
learning, and yet we do not offer many venues for practice/feedback.• We have not incorporated the explosion of self-publishing and collaborative
learning in to our methodology and recommendations• We have historically relied primarily on formal learning
• We have historically produced large, “inflexible” courses (which biz groups and instructors have adapted anyway)
• IU does not currently capitalize on the increasing internal use of new resources (e.g.; blog.intel.com / intelpedia.intel.com)
• IU is strategically moving from Classroom to E-learning, but we have no stated model or criteria for recommending interventions within this strategy
• Our design/development model is not fast or flexible enough to meet the urgent demands of our changing environment
• Efficiency and cost-effectiveness continue to drive change• Add conversation here
Our partners WANT us to evolve, our learners NEED us to evolve, the corporation DEMANDS that we evolve. This is a unique opportunity to
change.
11/20/2008 Intel University Design Services Team - Biz Ops3
Current Situation Analysis - Today
We don’t know – what can we piece together? It’s a process, it’ll take time.
What types of content are we supporting?
What businesses are we supporting?
What is Intel’s overall strategy for learning & development?
How does our work fit in with other groups?– ILD Program Management– Intel U Product Line Management– Intel U Governance– Intel U Performance Consultants– BGHR
11/20/2008 Intel University Design Services Team - Biz Ops4
Why Bob?
Because Bob is about innovation
Bob isn’t the same as what we’ve done before
Bob needed a name besides a strategy
Bob is an evolution
Bob could cause a revolution
And really… it’s all about Bob anyway.
11/20/2008 Intel University Design Services Team - Biz Ops5
Bob – an Intel employee
11/20/2008 Intel University Design Services Team - Biz Ops6
Acquire(breadth & depth)
Practice/Feedback(depth)
Apply(depth)
Identify the need for information,
acquire informationor skills
Test the applicationof the skill, test
whether informationhas been absorbed,refresh if necessary
Apply it on the job, dig deeper,
fill the gaps, refreshwhen needed
How does Bob learn?(and WHY does Bob Learn?)
11/20/2008 Intel University Design Services Team - Biz Ops7
Acquire
Practice/Feedback
Apply
Foundational Intermediate Advanced
Acquire
Practice/Feedback
Apply
Acquire
Practice/Feedback
Apply
Static, web(wiki, html)
Classroom Univ. Program
*These are examples only – not specific, binding recommendations
The model applies to all levels of competency But the approach may vary*
11/20/2008 Intel University Design Services Team - Biz Ops8
Bob searches for information electronically
Bob communicates with people in person, on the phone, electronically
Subject Matter Experts
Peers and Co-workers
Bob tries things out on his own
Bob takes e-courses
Bob goes to classes
Bob participates
Bob learns with others
Bob experiences things on the job
Bob role models for others
J
PS
B
B
C
B
CL
WBTS
B
W WW
W
How does Bob learn (Part 2)?
Bob
11/20/2008 Intel University Design Services Team - Biz Ops9
Ecosystems
J
PS
B
B
C
B
CL
WBT
S
B
W WW
W
Are sometimes facilitated, sometimes self-directed
Might center around:– Topics– Competencies– Geographies– Job skills– Business Groups– Specific Learning Focus
Involve many types of learning
May be long or short term
May be formal or informal
May grow spontaneously or be developed centrally
Have always been there, whether we acknowledged them them or not
11/20/2008 Intel University Design Services Team - Biz Ops10
Ecosystems include many elements*
W
J
A
PS
BW
B
W
BC
J Job Aid
PS Performance Support
CL
WBTE
E
BS
S Simulation
C 1:1 Coaching
B
Skill Assessment
W Wiki page
P
P
WBT
ILT
Podcast
WBT Course
Instructor LedCourse
Ecosystems
PP
PP
P
0
00
0
J
Sk
0
B
E
E
EW
W
P
Formal
Informal
Sk
O
A
Blog
Object
SkillSoft
People
*These are examples only
11/20/2008 Intel University Design Services Team - Biz Ops11
Repositories
C C C C C C C C
O O O O
D&D
Bring Order to the Chaos(search/tag, validation)
Chaos!?!?
CC
Stabilized Content
Discarded/edited content
Add to formal solution content
Designated SME Saadia Vikas
Bob
Bob is notified when new formal content is posted
C C C C C
OC C
Formal content begets new
user-generated
content
Objects are developed/updated to include user-
generated content
Everybody is an SME at something
11/20/2008 Intel University Design Services Team - Biz Ops12
What does it take to create Bob’s world?
Engagement – – Getting people involved in the ecosystems – entry points– Getting subject matter experts involved
Technology – – Finding the technologies that will support the pla
11/20/2008 Intel University Design Services Team - Biz Ops13
Making the shift - Immediate Tactical Goals
• Understand Bob’s role moving forward. Where do we add value, and where do we shift the learning design strategy.
• Get ILD excited and engaged – introduce Bob to a wider audience• Take another look – how can/does it apply for Management and
Leadership development strategies? Does it need to?
• Identify where we do and do not control content (sage on the stage vs. guide on the side)
• Criteria for recommending learning interventions – Done 9/2006
• Evaluation recommendations/Success Criteria (What makes us successful, what do we evaluate, when and how)
• Build one: Building the DM Competency Ecosystem – Next steps for competencies TBD
• Tie Bob to eLSW work – identify the technical implications/plan for elements
11/20/2008 Intel University Design Services Team - Biz Ops14
Making the shift - Long Term Strategic Goals
• Create a culture of learning, engage the masses• How do we connect people to people, content, expertise, etc.?
Tools? Communication? • Comprehend our role in creating the learning environment &
developing ecosystems• Create and nurture Change Agents to speed user adoption• Capitalize on instructors, subject matter experts, managers,
create the mega learning ecosystem
11/20/2008 Intel University Design Services Team - Biz Ops15
Next Steps
• Identify the buy-in plan – use it or lose it?
• Meet with Design/Development team members – spin people up on technologies, background, gather input and ideas.
• Meet with Bruce and Brad to discuss how Bob can fit into Learning Framework discussions
• Find strategic opportunities - Meet with Ann Davis and Debra Whitaker regarding Manager Transitions Program and whether Bob can make an appearance.
• Identify intersection with eLSW work
• Create a technical plan
• Review intervention matrix – Validate structure/approach – Validate feasibility of interventions
11/20/2008 Intel University Design Services Team - Biz Ops16
Making the shift – New Approaches
New approach to content:
• Identify cognitive learning (eg; info only) vs. behavior change/attitudes and move info acquisition to informal, asynch. forms (wiki, blog, podcast, etc.)
• Harvest expertise from SME’s, harvest new SME’s and topics from New approach to design & development
• Shift away from the “learning as event” model and toward a “learning as a process” model – add the development part of “Intel Learning and Development”
• Create/expand facilitated learning workgroups• Shorter modules, smaller, more flexible chunks• Focus ILT on higher competency, deeper skills• Engage subject matter experts in more of the process (developing
content, leading workgroups, etc.)
Choosing Learning Interventions
11/20/2008 Intel University Design Services Team - Biz Ops18
Coaching/ Mentoring
Gaming
Test / Assessment
AEP (Breeze) ILT (F2F/virtual)
Case Study
Online Simulation/ Scenario
WBT Module(course, mini module or process consultant)
Brown Bag/Online Chat
Job Aid(document)
Community of Practice
Work GroupsBooks 24x7
Social Networking Tools
Wiki
BlogsPodcast
RSS Feed
Canned Structured Event(webcast, virtual)
Sample Design ElementsMore Individual More Collaborative
Discussion ForumEPSS
11/20/2008 Intel University Design Services Team - Biz Ops19
Organizational Support
(Management support, robust learning culture, tools & systems)
ApplyRefresh
Practice/Feedback
Acquire
Design Learning & Content Strategy (Ecosystem)
Feed & Seed Ecosystem
Harvest Knowledge
Invitation & Communication
EngageSME’s
Design & LearningStrategy Support
Discussion ForumsExpert Finder
Live ChatEmail
Formal Learning Work Groups
Self-Publishing
Learning Network – Formal & Informal
11/20/2008 Intel University Design Services Team - Biz Ops20
Level of Depth/Specificity# of People
Level of Competency
BroadKnowledge
Specific/Deep knowledge
Morepeople
Fewerpeople
More “E” More “I”
TIME
11/20/2008 Intel University Design Services Team - Biz Ops21
Learning EcosystemLearning & Design Strategy
Design Learning & Content Strategy Feed & Seed Ecosystem
Harvest KnowledgeInvitation & Communication
Engage SME’s
Formal & Informal Learning GroupsNetworking Opportunities
Discussion Forums, Chat, emailSelf-Publishing
Organizational Support(Management support, robust learning culture, tools & systems)
Acquire Practice/Feedback
Apply/Refresh
11/20/2008 Intel University Design Services Team - Biz Ops22
Acquire Practice/Feedback
Apply
We focus much of our energy here,though not in anintegrated way
We do littlehere and need
much more
We do some here, but focus more on
job aids thanconnecting people
or integrated support
Our Scorecard
11/20/2008 Intel University Design Services Team - Biz Ops23
Bob has a question, he looks for a relevant entry in Intelpedia. The wiki leads him to
Cara’s Blog.
W W
B
W
BOB
Acquire Information
W
As he reviews the wiki, he realizes he needs to learn a new skill. In her Blog, Cara
mentions a short Instructor Led practice simulation that she is taking. Bob decides to attend.
B Blog
W Wiki page
11/20/2008 Intel University Design Services Team - Biz Ops24
Bob and Cara attend the Instructor Led practice simulation. They decide to keep in contact to share thoughts and ideas
as they work on their projects.
W W
B
W
BOB
W
S Simulation
C 1:1 Coaching
BC
Cara
Saadia
In the virtual practice session, Bob meets Saadia. Saadia offers to be a coach.
Practice / Feedback – Access to ExpertiseB Blog
W Wiki page
S Bob starts his own blog.
B
Vikas
Vikas finds something in
Bob’s blog and they connect.
B
11/20/2008 Intel University Design Services Team - Biz Ops25
Bob starts his own blog. Vikas finds
something in Bob’s blog and they
connect.
W
J
W
PS
B
W
B
BOB
W
Through his growing network, Bob finds experts across the
company.
BC
Cara
Saadia
Apply / Refresh
J Job Aid
PS
Performance Support
E
B
VikasS
S Simulation
C 1:1 Coaching
B Blog
W Wiki page
E Expertise
P Podcast
Bob has Job Aids and performance
support tools at his disposal as he
applies the skill to his job
11/20/2008 Intel University Design Services Team - Biz Ops26
W
J
W
PS
B
W
B
BOB
W
BC
Cara
Saadia
The Ecosystem Evolves
J Job Aid
PS
Performance Support
CL WBT
EE
B
VikasS
Bob eventually finds WBT and ILT classes that will take him to an advanced level.
S Simulation
C 1:1 Coaching
B Blog
W Wiki page
E Expertise
PPWBTCL
Podcast
WBT Course
Instructor LedCourse
Bob develops a BKM and posts a podcast
to the wiki
As time goes on, Bob’s network of experts continues
to grow.
11/20/2008 Intel University Design Services Team - Biz Ops27
J
PS
B
B
C
B
Everyone is a part of the Ecosystem
CL
WBTS
B
W WW
W
Bob’s ecosystem is connected to many other
ecosystems.
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