E-Learning Provocateur

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Not a cat

E-Learning Provocateur

I reminded myself of the skit as I ruminated over the ever-louder call in Organisational Development circles for a “skills-based learning” strategy. In other words, knowledge is to skill as mindset is to behaviour ; ergo, knowledge-based learning is effective when it’s in the service of skill development.

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Not our job

E-Learning Provocateur

Despite the prevailing rhetoric for the Learning & Development function to be “data driven”, data for the purposes of evaluating what we do is notoriously hard to come by. At this juncture I wish to caution against conflating learning & development with performance consulting.

Job 357
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Learning vs Development

E-Learning Provocateur

Is there a difference between learning and development? I ruminated over this question for a number of years as a Learning & Development professional, but without much progress. Cook-Greuter distinguishes between two directions of human development: horizontal growth and vertical transformation. Bidirectional POV.

Develop 189
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A slight misnomer

E-Learning Provocateur

According to yours truly, a true learning experience designer applies User Experience (UX) design methodology to their role. Sure, instructional design and solution development remain critical skills, but arguably more important is ensuring the solution meets the needs of the learner in the first place.

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The right stuff

E-Learning Provocateur

I like to think I called a spade a spade: we’re responsible for learning & development; our colleagues are responsible for performance; and if they’re willing to collaborate, we have value to add. (A former colleague did politely pose a comment as a disagreement, but I happened to agree with everything she stated.).

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Soft landing

E-Learning Provocateur

Muhammad Tahir Rabbani risked poking the bear on LinkedIn when he asked the Learning & Development Professionals Club: How can we differentiate between hard and soft skills? And that’s OK, because whatever you call them, what really matters is that we develop them to improve our performance.

Metrics 130
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Roses are red

E-Learning Provocateur

Since capabilities represent a higher level of abstraction, they are scalable across the whole organisation and are transferable from role to role and gig to gig. They’re bespoke creations specific to particular roles, which makes them laborious to build and demanding to maintain. The value they offer is a no-brainer.

Agile 363