From the Coleface

OCTOBER 29, 2015

A few predictions for change in compliance e-learning that could generate some extra ideas for you. ” p26: Channel 4 case study of an award winning campaign based approach – far more effective than the ‘inoculation’ approach to compliance e-learning. p30 has a quick checklist of actions that will achieve more alignment.

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From the Coleface

DECEMBER 24, 2014

If that’s something you’re serious about changing, don’t rely on Santa Claus, talk to me in the New Year. I would be shocked if not did not apply across more sectors than professional services. There is a clear sense that firms could be doing more to develop, retain and inspire their e-learning people.

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From the Coleface

OCTOBER 3, 2012

Cognitive Load Theory gives us some insights, but it’s not really answering the questions at the level of granularity that is really useful to an instructional designer e.g. if I add W type of audio to X type of screen with Y type of audience learning Z type of content, what should I expect the impact on recall/ behaviour change to be?

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From the Coleface

SEPTEMBER 19, 2012

At #learning live last week Don Taylor invited us to think about what’s the biggest change that we’ve seen in our experience of L&D.

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From the Coleface

JANUARY 22, 2014

So what should L&D be doing to drive this step-change in Enterprise search rather than react to other departments’ agendas? But it doesn’t change the fact that something needs doing to make search work better within organisations. The search function on most portals/ intranets is not great.

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From the Coleface

JULY 16, 2008

Can we deliver the technology change? Can we deliver the cultural change required to make it successful? And if we currently have a highly profitable face to face business, why would we want to go through the risk and pain of changing it?

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From the Coleface

MAY 28, 2012

How do you change the learning culture to treat VCT as seriously as ILT? What factors influence the success or failure of virtual classrooms in terms of effectiveness? How effective is virtual classrooms training in comparison with traditional classroom training? What tips do you have for bringing a buzz to online learning?

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From the Coleface

NOVEMBER 4, 2014

To make a positive difference you need a great understanding of what you’re changing. If you’re fearful about how your stakeholders will react, that indicates you’ve not spent enough time understanding them (by doing a learning needs analysis using some of the methods above or perhaps a Learner Audit ) and influencing them.

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From the Coleface

NOVEMBER 12, 2007

As there is no detailed implementation guidance yet, it is difficult to assess the full likely impact of these changes, but forewarned is foreramed. However, it will require a change in emphasis for the clients where firms have relied on a largely substantive (or “tick and bash”) audit approach.

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From the Coleface

AUGUST 3, 2009

Whilst organisational culture is a nebulous thing, there are three key factors that are changing it to embrace e-learning more. The risk averse nature of people in professional firms is a brake on cultural change. It’s the recession, stupid.

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Virtual Classroom Compliance Training Services Survey 100

From the Coleface

NOVEMBER 24, 2008

In professional services L&D, you are always likely to be amongst the early adopters of change wishing that the rest of the firm would catch up. I sympathise with Vaughan’s dilemma – as an L&D professional, do you provide the best you can? or compromise by going with what the target audience is used to?

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From the Coleface

SEPTEMBER 26, 2007

You set about changing whatever thing it was that attracted you to accepting the role in the first place. Having changed what you can, you get frustrated by what you can’t change. Consolidating power. You sell your vision to your colleagues and set about making a difference. Disillusionment. Abandonment.

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From the Coleface

APRIL 14, 2009

However, this is not to underestimate the cultural change of getting people schooled in the world of “knowledge is power” to share when they feel their jobs are at risk e.g. would a partner be happy to offer up his ten top tips for negotiating fees?

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From the Coleface

JULY 21, 2008

In the meantime, most other e-learning providers will go out of business, meaning that organisations once more will have to turn to us trusty face to facers for all their learning interventions…and we all get to live happily ever after, without having to pay attention to any of those scary technological changes that others keep banging on about.

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From the Coleface

SEPTEMBER 18, 2007

In marketing and change management courses, I have found the tipping point concept (Gladwell) really useful to illustrate how small changes can cause a big effect. Gladwell’s book is unashamedly US focused. but now we have just lived through a great UK example – Northern Rock.

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From the Coleface

JULY 16, 2009

It’s next easiest if the on-line community integrates into another business process: e.g. use an on-line community as part of the pre-work for a course to help establish what participants would like from it.

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From the Coleface

NOVEMBER 21, 2016

Having ‘understand’ in a learning objective is a false time economy as it takes far longer to change a topic once it’s been written than if the right objectives got agreed first time. If you don’t really understand the business problem enough, why admit to this? Why volunteer to leave yourself politically exposed?

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From the Coleface

JANUARY 29, 2012

Although Marketing and L&D departments tend to attract different types of people, in essence both roles involve communicating in a way that is designed to change people’s behaviour. And where two fields of expertise overlap there’s learning to be had… here’s 5 points to start with: . Brand is all important.

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From the Coleface

MAY 31, 2017

The fact that it was L&D going around the country running the roll-out workshops, rather than the business leaders was a warning sign that we had failed to buy-in the business leaders enough to invest much political capital if the change process met resistance. Swapping those percentages would have been far wiser.

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From the Coleface

SEPTEMBER 6, 2007

The flipside is that innovations appear to be being made in smaller steps rather than radical changes occurring. …as long as it looks good and entertains learners, lets not be too fussed about measuring how it’s actually changed learner behaviour?

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From the Coleface

FEBRUARY 21, 2008

For instance iGoogle has speeded up my websurfing, because it brings me the sites that I use the most onto one page using RSS, however it has not fundamentally changed the way that I go about learning. Content is king…but I’ve already ranted about that enough on other occasions…

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From the Coleface

FEBRUARY 29, 2008

The process of establishing a baseline measurement, predicting what measures will change and then measuring them takes time to establish. Whilst the research base is small, there are some interesting themes which echo many of my experiences of implementing evaluation in a Big Four firm.

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From the Coleface

MARCH 24, 2008

This is only exacerbated by the rapid pace of change in technology and the competitive environment. There’s exciting changes in the sphere of Web 2.0 Power and budgets are centralized. However it’s unfeasible for L&D departments to know what each person’s individual need is in a top down manner.

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From the Coleface

MARCH 11, 2009

Will L&D managers and customer service trainers make the business case well enough to change things for the better? At a time of training budgets being cut further, good customer service seems like a way for companies to differentiate and therefore grab a larger slice of a shrinking pie.

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From the Coleface

MARCH 19, 2010

Aim to never go more than 3 minutes without asking a question, changing the presenter, something to re-grab the participants’s attention. How can you prevent/ mitigate them? Time – 90 minutes is the absolute maximum for a session, 30 minutes is better.

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From the Coleface

FEBRUARY 8, 2010

Again I think this is a minority view amongst learners, and one that is not likely to change if all we focus on is happy sheets. The answer is not to bin the happy sheets, but to treat them just as one part of a more holistic approach to evaluation. But you were one of the elite who knew that already…

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From the Coleface

FEBRUARY 26, 2008

It is about becoming magnificent at working with change in real time. Here’s what they’ve promised: “Life is unpredictable. So is the subset of life called ‘Business’. This session is about improving our ability to be in the present moment. And it is about connecting more deeply with people and opportunities.

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From the Coleface

DECEMBER 18, 2009

Here are a few examples of mega-productivity: The person who came up with the idea to change Lucozade from a drink you had when you were ill into a sports drink. But as I’m in festive mood lets imagine it was true. An internal auditor who uncovered a multi million pound fraud.

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From the Coleface

JULY 17, 2007

As a face to face trainer by background, I endorse Clive’s view that having a slanging match between e-learning and training is not productive; I’m far more interested in what actually works and gives learners a good experience.

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From the Coleface

OCTOBER 13, 2008

In a time of rapid change and economic uncertainty it can be more difficult to make the holistic/ process approach work, but the rewards for doing so are that L&D budgets can potentially go much further.

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From the Coleface

OCTOBER 10, 2007

is changing the way that pupils relate to teachers at schools in the form of RateMyTeachers. Will this dynamic also apply in the world of work? Ratemyteachers is a community site where pupils and parents can rate teachers on a variety of criteria from clarity to coolness.

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From the Coleface

NOVEMBER 5, 2007

Create an independent Office for Legal Complaints to investigate consumer complaints.”

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From the Coleface

MARCH 19, 2019

The rapidly changing business environment means that increasingly people need T-shaped skills profiles (deep expertise in one or more domains and a broad awareness of several areas). As change accelerates, people will need to reinvent the vertical part of their T more often. The conventional wisdom (Gladwell et al.)

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Player Games Study Expert 20

From the Coleface

JULY 10, 2007

IT’s modesty aside, Priory have invested significant internal resource to bring about the change and communication process to make this e-learning be adopted successfully. Hats off to them, as this seems like it’s been a really well conceived and managed process, connecting buy-in at Board level through to all levels of staff.

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From the Coleface

SEPTEMBER 18, 2009

So it really is a conspiracy and I think that what we need to do, looking forward, is to break that conspiracy, which is no mean task, but does require changes on both sides.” And because no-one measures it, nothing necessarily happens, but everyone’s happy.

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From the Coleface

JULY 12, 2007

Urgent projects such as change management, team building, systems training, aligning competencies and curricula. This has several implications for the L&D department in a professional firm: Reduced discretionary spend where firms are trying to make themselves look as lean as possible before a merger.

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From the Coleface

OCTOBER 24, 2008

Here I reflect on the changes that I’ve helped make to the design of e-Learning Network conferences in the form of tips that you could use to freshen up events that you design, or perhaps even demand from conferences that you attend in future.

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