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Microlearning for Transformation, Not Information Transfer
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What is Microlearning?
A question to reflect on before we get started:
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What is microlearning?
● 5 minutes of learning a day● Digestible, point-of-need learning experiences● Learning, and applying what you have learned, in small, focused steps● Learning done within the limits of working memory● The shortest path between aha moments● *Not* a weapon of mass instruction● etc.
Problem: organizations struggle to get the most from their peopleDeloitte interviewed over 7,000 executives for their Human Capital Trends 2016 report. They found that:
84%
View learning as important or very important to the business
$140 billion
Is spent annually on L&D, up 10% from last year
37%
Of companies believe their learning programs are effective
Yet only...
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Three misconceptions block L&D from success
Misconception #1People can learn a lot at once
Misconception #2People will learn “just in case”
Misconception #3Learning is information transfer
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The truth about learning
Correction #1People learn best in short, spaced-out bursts
Correction #2People will learn “just in time”
Correction #3Learning is transformation
By correcting misconceptions, organizations can create a foundation for effective programs
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Solution: change the learning equationHow and when you learn is just as important as what you learn
HOW WHATWHEN
Mass instruction
Sporadic, far from the point of need
Information Stagnation
MicrolearningDaily and spaced, at
point of needBehaviorNEW Transformation
STATUS QUO + +
+ +
=
=
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Transformation vs. the Status Quo
INSPIRATION
Aha moment, motivation, get inspired, want to do it, get the right attitude
ASPIRATION
See it in action, great examples and counterexamples, see how to do it; learning organized into programs
PERSPIRATION
Try it out for yourself, get feedback, get better. Practice with progressively less guidance (scaffolding); delivered in moment of need
TRANSFORMATION
Follow-up, reminders, refinement, automaticity and autonomy
INFORMATION TRANSFER ………………..……………………………………………………………………...…...ASSESSMENT
NEW
STATUS QUO
How do we get to transformation?
The Grovo Method
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MicrolearningA method for changing behaviors in an organization through short, spaced out learning experiences timed to points of need
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The Grovo Method
1. Set yourself up for success2. Capture attention3. Motivate action4. Make learning stick5. Improve results over time
Set yourself up for success
Clear vision for creating excellent learning that drives behavioral change
Set yourself up for success
1 rather than act immediately to fulfill a training request
Investigate the business problem before agreeing to design a learning solution
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The 5 Why’s?Them: I need you to build a course on collaboration for the product team.You: Why?Them: Well, they’re not really collaborating well.You: Why?Them: People aren’t really satisfied with the end product and they’re blaming one another.You: Why?Them: Because they don’t really give each other feedback in the early going.You: Why?Them: Because we have team feedback sessions and some people feel uncomfortable criticizing others in public.You: Ok, maybe the learning objective is: “Product team members should be able to give one another critical feedback in team meetings.”
Clear vision for creating excellent learning that drives behavioral change
rather than set learning objectives that drive knowledge acquisition
Define specific behaviors you are targeting and how you will measure behavior change
Set yourself up for success
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Define management standards for your organization
Clear vision for creating excellent learning that drives behavioral change
rather than design around the points you find important
Interview your audience to learn why they succeed or fail at the target behaviors
Set yourself up for success
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Knowledge
Environment
Skills
Habits
Attitudes
Clear vision for creating excellent learning that drives behavioral change
rather than assume learning will address every blocker
Identify environmental factors, outside the scope of learning, that would help people change
Set yourself up for success
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Capture attention
Clear vision for creating excellent learning that drives behavioral change
Capture attention
5 rather than make it available with minimal communication
Launch your solution with fanfare across multiple channels
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Promote, promote, promote...
Clear vision for creating excellent learning that drives behavioral change
rather than list off facts, principles, and best practices
Relate stories, examples, and counterexamples that show (rather than tell) key ideas
Capture attention
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Counterexamples are powerful anti-models
“Don’t Be Daryl”
Clear vision for creating excellent learning that drives behavioral change
rather than make ad hoc design choices meant to look good
Apply a simple, consistent visual design that adds meaning to your materials
Capture attention
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rather than make ad hoc design choices meant to look good
Apply a simple, consistent visual design that adds meaning to your materials
Capture attention
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Clear vision for creating excellent learning that drives behavioral change
rather than provide learners with safer, more elementary content
Pose thought-provoking questions and scenarios that inspire “aha moments”
Capture attention
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Motivate action
Clear vision for creating excellent learning that drives behavioral change
rather than push learning out to people weeks or months before or after they may need it
Time the learning solution to an upcoming performance, project, or other point of need
Motivateaction
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Get ready for the point of needMotivation is highest and training time needed/available
is lowest approaching the point of need.
Point of Need
Time
Amount of training needed
Motivation to learn
Point of Need
Time
Amount of training needed
Sweet Spot
Motivation to learn
Get ready for the point of needMotivation is highest and training time needed/available
is lowest approaching the point of need.
Clear vision for creating excellent learning that drives behavioral change
rather than tell learners the behavior is important
Feature role models who provide social proof for the target behavior
Motivateaction
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Clear vision for creating excellent learning that drives behavioral change
rather than expect people to figure out how to apply what they’ve learned in the moment
Provide performance support (e.g. checklists) to make new behaviors easier and less intimidating
Motivateaction
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Clear vision for creating excellent learning that drives behavioral change
Motivateaction
12 rather than commend them for learning or completing materials
Recognize individuals for changing their behaviors
Make learning stick
Clear vision for creating excellent learning that drives behavioral change
Make learning stick
13 rather than overload learners with more detail than is necessary to get started
Create digestible materials that respect the limitations of cognitive load
Illustrating Cognitive Load
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Clear vision for creating excellent learning that drives behavioral change
rather than rely on knowledge assessments to build skills
Guide practice through realistic challenges that have realistic consequences
Make learning stick
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Challenges are realistic if they have...
● Authentic goals● Authentic physical context● Authentic roles● Authentic emotions
Clear vision for creating excellent learning that drives behavioral change
rather than assume learners will learn the right lessons from their performance
Provide detailed feedback to correct mistakes and help learners reflect on their performance
Make learning stick
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Clear vision for creating excellent learning that drives behavioral change
rather than restrict learning to a single event
Follow up on previous learning with spaced out review and reinforcement
Make learning stick
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Improve outcomesover time
Clear vision for creating excellent learning that drives behavioral change
rather than wait to get feedback until you’ve completed everything
Test a prototype with your audience before developing polished materials
Improve outcomes over time
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Clear vision for creating excellent learning that drives behavioral change
Improve outcomes over time
18rather than report on learning metrics such as lesson completions and knowledge increases
Assess and report to the business how much behaviors have changed
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Example outcomes
30% → 95%Managers doing
weekly 1:1s
20% → 85%Salespeople doing consultative selling
10% → 75%Engineers deploying 10 lines of code daily
Clear vision for creating excellent learning that drives behavioral change
rather than launch once and trust in the continued effectiveness of the solution
Update your learning solution post-launch based on outcomes and feedback
Improve outcomes over time
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Clear vision for creating excellent learning that drives behavioral change
rather than manually assign the learning solution whenever someone needs it
Automate deployment of your learning solution and scale it to a larger audience
Improve outcomes over time
20Automate
Building the future
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Transformation Technology
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Daily Learning
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Learning in the Lifecycle
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Learning in VR
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Build, shape, and maintain culture through learning
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Learning to Learn
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212- 924-2579
www.grovo.com
Facebook.com/Grovo
@Grovo
https://plus.google.com/+Grovo
Learn more
Alex Khurgin
Director of Learning, Grovo
@LearninKhurgin
