The L&D Disruption Playbook Part 2: Digital Learning Basics


Traditional L&D is based around principles and principles that provide the learner with no significance. As we discussed in part 1 of the show –it easier, quicker, cheaper and better to run experiments rather than programs. This starts with 4 key principles that underpin any electronic learning approach.

The L&D Disruption Playbook
The guide on can quit pushing programs and start using digital to fix problems.

The 4 Key Principles That Underpin A Digital Learning Strategy


Where conventional L&D goes wrong is the fact that it is believed that novel “solutions” are adequate. Whether it’s revived, has crass “interactivity” (with drag or “show boxes”), or even a facile “edutainment” game (that is more a distraction than a helpful instrument), it is not sufficient.
We offer guidance and support concerning their job have to bust the myth that all we need to provide is content and, instead, to engage workers.
This starts with being where they are and providing access to resources when they are needed by them and discussions when it is important and convenient to them. But we have to speak to them and understand their journeys, where they are finding any other points of friction and challenges rather than making assumptions in their scenario. Without involvement, you’ve got nothing. Of their own free will you can’t sustainably and meaningfully affect their job — if your clients can’t interesting enough in what you offer.

Agile By Design

Agile isn’t just about speed and flexibility, it means solving actual problems with and for the customer. Agile also means providing the customer something to assist in the short term (a minimum viable product) and making it better based on opinions and iterations.
Any decisions on platforms, content, and other technologies can also be made in the context of tasks, functions, teams, responsibilities, and outcomes, testing that they solve problems, within an Agile sense. Experimentation is crucial at this point to make sure that what is scaled is currently working for a set that is smaller and can be iterated on when it is no longer delivering the value and replaced.

Resources assist that benefits the organization and groups of employees to do the work they are tasked with — in a means that’s expected –and prepare them for the job they wish to be doing in their company. Resources do so by packaging up what inner Subject Matter Experts understands and do that others can quickly digest and then perform with competence and confidence.
It might appear hugely time tested or fanciful to make resources that appeal to distinct employee groups, rather than eLearning for the masses. Nevertheless, it’s not. Technology now makes this very easy and this “resources-first” approach additionally changes the dialogue in the organization from “What training do we want?” To “How do we encourage our people to provide the most important priorities for this company?”
Digital resources have the potential to influence others and direct workers daily, since they assimilate to functions resolve common challenges, and to encourage, build pertinent, and gain the insights that have served their colleagues. The continuous digital experience is supplemented by face-to-face events, when this is the situation.

Data And Analytics

Last but not least of the learning principles, this can be misunderstood. Using the correct information and analytics ensures that investment in solutions is the one that is going to create the difference that is essential and that the most valuable things are worked.
Data in the beginning is elicited in the stage that was engaging, layout is informed by it, it is accumulated through testing and experiments, so before any decisions are made, data is notifying progress and direction. Data is the friend of any professional–and its usage in L&D will help scale only alternatives, limit risk, reduce cost, and demonstrate value.
Josh Bersin describes the value of these principles. He states:
Digital learning requires a set of abilities, capabilities, and thought processes in HR and L&D. It’s not enough to think about yourself a coach or Instructional Designer by livelihood. While Instructional Design continues to play a part, we need L&D to concentrate on the development of employee travel maps, layout thinking, experience design, plus far more experimental solutions in the stream of work.
Download your copy of this “L&D Disruption Playbook” to find out more!
Clearly, the opportunity to influence increase capability and daily performance with the digital processes that are ideal is huge.


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