Posts Tagged ‘learning’

Traditional Learning vs. High Impact Learning: A Big Difference

July 18, 2008

All across the world corporations are spending billions of dollars on employee training that produces very little business impact. 

According to Training Magazine’s Industry Report, in the US alone organizations spent a total of $55.8 Billion on formal training in 2006.  

However, as Dr. Robert Brinkerhoff points out, in his book High Impact Learning, “if we define ‘training impact’ as simply transfer of knowledge and skills to on-the-job performance, research indicates the impact of training is realized only for about 15% of all training participants.”

Tragic as that percentage is, he goes on to say, “When we define the impact of training more rigorously, such as application of new knowledge and skills to enhance performance in a way that makes a worthwhile difference to the business, then our evaluation studies typically show even more dismal results.”

Why such poor business results from training?  Why are billions of dollars producing such low business impact?  The answer lies in how training is aligned with the business.

Traditional corporate training often lacks alignment to business results.  Whereas High Impact Learning is very aligned to business results.

I’ve created a mindmap that illustrates the differences between traditional corporate training and High Impact Learning.  You will quickly see why the training efforts of those who use High Impact Learning are far more successful than those who don’t.

(Click on mindmap to enlarge)

For more information on High Impact Learning read Dr. Robert Brinkerhoff’s book High Impact Learning.  

You can also contact Advantage Way Consultants who specialize in helping companies leverage the tools and techniques of High Impact Learning.  Click here to contact an Advantage Way consultant.

Advertisements

Dr. Brinkerhoff’s Instructional Model: Promoting Effective Learning

July 16, 2008

I’ve been in the Learning and Development field working in global corporations for over 10 years and I can tell you from personal experience that having a good instructional model makes a world of difference when you want learner engagement and retention.

Dr. Robert Brinkerhoff, in his book High Impact Learning, outlines an instructional model that promotes powerful learning interactions.  The model includes 4 major components: 

  1. Strategies for presenting content
  2. Opportunities for learners to practice content
  3. Approaches for soliciting feedback
  4. Promoting learner reflection

I’ve created a mindmap to highlight the components of Dr. Brinkerhoff’s model:

(Click on mindmap to enlarge)

Consider this model and share it with those responsible for learning and development at your company.

Remember, you don’t have to use every strategy noted in the model.  

However, every learning event should include the four main components highlighted in the mindmap:

  1. Present content 
  2. Provide Practice
  3. Engineer Feedback
  4. Promote Reflection

What Smart Students Know: Maximum Grades. Optimum Learning. Minimum Time.

July 3, 2008

In 1993 Adam Robinson, Co-founder of the Princeton Review, wrote a book called What Smart Students Know. The remarkable thing about this book is that it shows students (and anyone interested in learning) how to take full control of their education.  

For me, mindmapping is like that.  With mindmapping you take control of information and manipulate, reuse, and visually represent it anyway you like.

Similarly, this book is about taking control of your education.  As Adam Robinson put it, “I wrote it to show you how to improve your grades by mastering an entirely new way to learn.”  Think about that: “…an entirely new way to learn.”

Many of us believe that a teacher teaches us.  But learning is not determined by the teacher, it is determined by the student. If the student is active and engaged, the student will learn from the teacher.

But if the student is distracted and not engaged, the teacher will teach, but the student will not learn.  

What is so remarkable and “new” about Adam Robinson’s book is that he shows the student how to leverage techniques, strategies, and approaches that enable them to learn – with or without a teacher.  He shares these empowering strategies through 12 principles.

I created a mindmap to capture these 12 principles and what they mean.  If they resonate for you, pick up the book immediately and read it.  If they don’t, by all means find something that causes you to be an active learner and not a passive observer.  In the end, we have to find resources that work for us.  As someone who did well in high school, college, and graduate school, I can tell you from personal experience – these principles worked for me.

Click on the mindmap to enlarge and read the 12 principles:

If you have MindManager 7 or the MindManager Viewer 7 (which is a free download) you can view the notes that are a part of this mindmap.  I encourage you to download this mindmap and read the informative notes by Adam Robinson on each principle.

The MindManager file (.mmap) for this mindmap is available for download at biggerplate.com.  Click here to download.

Being Productive in the Workplace: Understanding a Performance System

June 11, 2008

To be productive in the workplace there are a number of factors that contribute to an employee’s performance.  Robert Brinkerhoff, author and world-renowned expert in training effectiveness and evaluation, in his book “High Impact Learning: Strategies for Leveraging Business Results from Training” , points out that the levers for effective performance depend on seven factors: 1) Direction, 2) Personal Capacity, 3) Motivators, 4) Work Design, 5) Information, 6) Performance Feedback, and 7) Resources.

The mindmap below details the key components associated with these factors.  Click on mindmap for full view:

What is helpful about this mindmap is that it gives you a clear visual to assess the weak and strong areas in your organization.  If an employee is performing poorly, it is probably directly related to one these factors.  Knowing which area and factor enables you to appropriately address it.