When discussing training, the debate rages. How long is short enough and how short is long enough?
On the one hand, how do we optimize the limited time employees can spend on learning and keep their attention in our fast paced world? On the other, how do we actually impact behavior in a complex, diverse global environment?
As with many critical questions, the answer is dependent on the specific situation. One size does not fit all. It’s about building the solution to fit the objective rather than force fitting one’s preferred approach as the answer to all of an organization’s (or an individual’s) goals.
If we look at a range of interactions in our lives from a doctor’s visit to preparing dinner, the context and desired outcome of the event often drive the time spent.
Similarly, circumstances and goals should drive our selection of training tools. When is microlearning effective? When are robust immersive simulations the answer? Do we start with a learning nugget and then provide opportunity for further exploration? Or do we present an overview to frame and maximize the impact of the quick learning experience?
Here are three guidelines to consider depending on the learning goal:
The goal is to complete a procedural task. Examples here would be to log onto a system, make the necessary keystrokes to generate a spreadsheet, create a presentation or alter a photo. In these cases there are a series of steps that, if correctly executed, will produce the desired result. The steps are completely under the individual learner’s control and there is no emotional element to any action. This is an excellent opportunity for microlearning.
The goal is to inculcate an organizational culture, set of leadership principles, ethical standards, diversity and inclusion values, or strategic direction.
The objective here is to institutionalize “big picture” overarching messages that play out in the daily decisions that employees make on the job. In order to execute the “what”, employees must truly understand and buy into the “why.”
Providing background and context is critical here. So is delivering a learning experience in which employees can experiment with making difficult decisions and playing out the near and long-term consequences of their choices. Immersive learning simulations are generally the best solution. They allow for the depiction of gray areas, and the complexity of multi-faceted circumstances. They also engage the powerful effective side of our brains and provide practice in managing the crucial people skills necessary for success.
These simulations can be designed to allow for immediate reference and reinforcement. You can play them through from the beginning, or use “topic mode” to access key scenes that address a specific learning point. In this way they serve as just-in-time job aids as situations arise in the workplace.
The goal is to respond to an immediate situation that involves another person, has an emotional component and potential long-term consequences.
In this case there is both a current issue to be addressed and the realization that ones actions may trigger second and third order effects.
Examples here would be how to deliver constructive criticism to a subordinate, respond to a co-worker’s offensive remark, bring a meeting back to the stated agenda, or request an increased project budget.
In these instances there is not only a just in time objective to influence another person, but also a potential impact on important relationships. Might the subordinate respond defensively and perceive the feedback as heavy handed? Will the meeting participants resent your taking control? Might your budget request be seen as a failure to properly manage resources?
Rather than introducing broad concepts and then elaborating through application, here we focus on addressing the issue at hand and then providing opportunities to zoom out and learn more. How do I deal with the pot boiling over on the stove today while becoming a better leader/manager/communicator tomorrow?
There is an old adage that if the only tool you have is a hammer, every problem looks like a nail. Today’s talent development professionals need a quiver full of arrows and the flexibility to choose the right one at the appropriate time.
