It’s official – Christmas is well and truly over. The tinsel and decorations have been put away for another year and the wrapping paper’s in the bin. No more lazing about in pyjamas all day watching festive films. No more reaching out for one last mince pie. It’s time to look to the future and think about what you’re going to achieve in 2018. So, this January, (like every January), I’m joining millions of people around the globe who are making new year’s resolutions and promises.
You may well be one of those millions too. And even though 80% of us will have broken our resolutions by February, it’s inevitable that we’ll repeat the process when January 2019 rolls around. Why do we put ourselves through this? Well, as humans, we’re on a never-ending journey of self-improvement, constantly striving to be better.
But where most fail, some succeed. How do they do it?
It seems that for anything we can improve at, there’s an app to track it and make it quantifiable.
The expectation amongst modern employees is that work equals learning. Indeed, learning and development opportunities now rank more highly in graduate employment priorities than salary, according to EY. EY’s head of student recruitment, Julie Stanbridge, stated “we are seeing moves away from structured classroom-based seminars and Powerpoint slides to on-the-job learning in dynamic teams, and through working collaboratively on projects.”
This fits with the prevalent 70:20:10 model, as explained here by Charles Jennings, its biggest proponent, and further explored in his Insight article for us on the subject (coincidentally, I’ve just spotted Charles in our London office). Without getting too hung up on the exact ratio, the idea of the model is that learning and development takes place in three main areas. Only a small proportion (the 10) of this is through structured, prescribed learning. Of greater importance is the 20, representing the time spent learning from others, through mentoring and coaching. Finally, there is the 70, the on-the-job aspect where the learner’s everyday experiences constantly guide their learning.
Blended learning is something that we at Saffron have talked about for over a decade. In The Blended Learning Cookbook first published in 2005 by Saffron, our founder Hanif Sazen, talked about the promise of a ‘blended pill’ that would solve all the challenges faced by organisations trying to do something better, or differently.
Forty thousand years ago, Palaeolithic man started drawing pictures of bison and deer on cave walls, and no one really knows why. Some theories suggest that these were part of a shamanistic ritual to bring luck to the hunt; others posit the idea that they were recording elements important to their lives. Yet a third interpretation is that they were practicing the earliest ever form of blended learning. The blend, you see, was the mix of oral and pictorial methods for teaching new generations of hunters about what makes the tastiest dinner.
Recently, Toby and I attended the launch of AVA’s Digital Prevention Platform. The AVA Project is an online initiative aiming to keep education and social care workers informed about maintaining good practice when reporting disclosures of Violence against Women and Girls (VAWG).
In February I reflected on the Learning Technologies Exhibition 2014 with a post called ‘Design the complete experience’. Thinking about the end-to-end learner experience was a major theme of the show, and my title was inspired by the continuing relevance of The Six Disciplines of Breakthrough Learning, which was first published in 2006 and republished in 2010. The idea behind this book is to provide a toolkit for learning professionals who want to design programmes that make a genuine business impact, summarised in the six ‘Ds’.
To coincide with Ragnarok, the predicted Viking apocalypse, on 22 February 2014 (along with Viking events up and down the country) Saffron Interactive asked leading members of the learning and development community to tell us what they thought (or hoped) would be wiped out in 2014.
Recently I’ve been rereading The Six Disciplines of Breakthrough Learning, first published in 2006. It’s a fantastic toolkit for learning professionals who want to design programmes which make a genuine business impact. Pleasingly iconoclastic, the book challenges some of the bad habits and received wisdom which limit the scope of our ambitions. Most importantly, it also offers an easy-to-use framework for implementing breakthrough learning strategies. Those tools can be summarised in the six disciplines, as follows.
As the approver-in-chief of our blog is an Arsenal fan, I’m unsure that this entry will ever make it on to our website, but here it goes anyway.
What is a virtual classroom?
Many of you reading this will already have participated in some form of virtual classroom learning. In its more mortal guise, the virtual classroom is an application of web conferencing technology. So if you’ve ever participated in a webinar, perhaps hosted by one or two instructors taking you through a PowerPoint presentation, you have already been initiated into the world of virtual learning. But like the true shape shifter it is, the virtual classroom can also take on the form of a self-contained (potentially even self-sufficient) virtual environment such as that of the 3D virtual world Second Life. And indeed, Second Life is used as a platform for education by many institutions such as universities, colleges and libraries.
We at Saffron don’t like to pigeon hole ourselves as simply training providers. Yes, we design and develop e-learning, but we do a whole lot more than that too. We’re all about performance improvement and people productivity, and there are more ways to achieve those things than training alone.
A little while ago I was on the phone and the person on the other end of the line suddenly interrupted conversation to say ‘there’s a man dressed as a blackberry walking around the office.’ At least, that’s what I thought he said. What he actually said was ‘there’s a man dressed as a BlackBerry walking around the office.’ I must be one of the few people in London who still thinks of fruit before phones.
I recently had the pleasure of working with some of our clients in the USA – a trip which I remember well for two journeys that I experienced. On the way to Heathrow, a young man in his twenties picked me up and no sooner had I got in, he started to tell me how the world was soon going to come to an end. How the government had stolen every opportunity and how he had been robbed of his future. He complained that ‘they’ were all corrupt and the working man was footing the bill. When I asked him what he was doing to make the situation better, he said “I’m just a taxi driver, what can I do?” Needless to say the ‘Welcome to Heathrow’ sign couldn’t come quick enough.