internet time blog the elearning museum
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THE ELEARNING MUSEUM
Goldfield, Nevada, is the site of the largest gold
strike in the 20th century. Founded in 1902,
Goldfield boasted a population of 30,000 during
its boom year of 1906. The bar at Tex Rickard's
Northern Saloon was so long it required 80 tenders
to serve its customers. My great grandfather
invested heavily in Goldfield shares; they now
trade for pennies and mighty Goldfield is a ghost
town.
When I began writing about eLearning in 1998, some of us felt the training industry had struck
gold! We were going to change the world and pick up some dot-com riches while we did it.
Irrational exuberance? We didn't think so at the time. eLearning was going to make email looklike a rounding error. It reminded me of the spirit of Woodstock. People in the business
exchanged knowing smiles. "We must be in heaven, man!"
In late 1999, Training and Development magazine interviewed me....
Says Cross, "Successful leaders inspire members of their organizations to work smarter.
Collaboration, learning portals, and skill snacks have replaced Industrial-Age training. The
Web is revitalizing personalized learning and meaningful apprenticeship. Learning is merging
with work."
Here's what lies ahead in our not-too-distant training future, according to
Cross:
personal software agents that crawl the Web to screen and feed
information to personal portals
connected gadgets and gizmos that simplify (and complicate) our livesplug-and-play training modularity
learning standards that create interchangeable, Lego-like objects that
slash costs and development time
personal files and programs that run directly from the Internet.
At least I didn't get specific on "not-too-distant," did I? Well, it looks like I did.
According to Jay Cross, information architect of Internet Time Group, "eLearning" is the target
model for corporate training in the next three to five years. It will be a key survival skill for
corporations and free agent learners and is a convergence of:
loosely organized corporate ecologies
a business climate of permanent white water
technological advances, including high-speed broadband networks
a shift of power and responsibility from organizations to individuals
emergent best practices, from performance support to training to knowledgemanagement.
What happened? We fumbled the implementation. We naively expected workers to flock to the
glowing screens. We thought we could take the instructors out of the learning process and let
workers gobble up self-paced (i.e., "don't expect help from us") lessons on their own. We were
wrong. First-generation eLearning was a flop. Companies licensed "libraries" of content no one
paid attention to. PowerPoint became the authoring language of choice. (Personally, I get
more content from a Jackson Pollock drip painting than from someone else's PowerPoint
slides.) Dropout rates were horrendous. After-the-fact finger pointing is not productive. I
don't use the term eLearning much these days.
30 Poppy Lane
Berkeley, California 94708
1.510.528.3105 (office & cell)
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use the net to augment tradiitonal means.
This FAQ addresses corporate learning. In this context, effective eLearning dramatically cuts
the time it takes for people to become and remain competent in their jobs. For context,
check out the first eLearning White Paper ever written.
eLearning is the convergence of learning and the Internet.
Howard Block
Bank of America Securities
eLearning uses the power of networks, primarily those that rely on Internet technologies butalso satellite netowrks, and digital content to enable learning.
Eilif Trondsen,
SRI Learning on Demand
eLearning is the use of network technology to design, deliver, select, administer, and extend
LEARNING.
Elliott Masie,
The Masie Center
eLearning is Internet-enabled learning. Components can include content delivery in multiple
formats, management of the learning experience, and a networked community of learners,
content developers and experts. eLearning provides faster learning at reduced costs,
increased access to learning, and clear accountability for all participants in the learning
process. In today's fast-paced culture, organizations that implement eLearning provide their
work force with the ability to turn change into an advantage.
Cisco Systems
eLearning is dynamic. Today's content, in real time, not old news or "shelfware." On-line
experts, best sources, quick-and-dirty approaches for emergencies.
eLearning operates in real time. You get what you need, when you need it.
eLearning is collaborative. Because people learn from one another, eLearning connects
learners with experts, colleagues, and professional peers, both in and outside your
organization.
eLearning is individual. Every e-learner selects activities from a personal menu of learning
opportunities most relevant to her background, job, and career at that very moment.
eLearning is comprehensive.
eLearning provides learning events from many sources, enabling the e-learner to select a
favored format or learning method or training provider.
Greg Priest,
SmartForce,
The e-Learning Company
eLearning [is] the delivery of content via all electronic media, including the Internet,
intranets, extranets, satellite broadcast, audio/video tape, interactive TV, and CD-ROM.
Connie Weggen
WR Hambrecht & Co
We define eLearning companies as those that leverage various Internet and Web technologies
to create, enable, deliver, and/or facilitate lifelong learning.
Robert Peterson,
Piper Jaffray
eLearning is using the power of the network to enable learning, anytime, anywhere.
Arista
Time Out for the FairInformal get-together in SF this Wednesday
Repetition, reverb, and echoesWho Knows?
Ur-bloggingCognitive MappingPush vs pull
The Big Picture on ROIArt Break
TDF FinaleNew Community of Practice Forming
DropoutsMore TDF04
Training Directors Forum 2004A Rare One-LinerPlaNetwork LIVE 2
PlaNetwork LIVEASTD 2004 Leftovers
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Lest ye forgetASTD International Conference & ExpositionKnowledge Tips
What is Workflow Learning?ASTD msg 1 of n
Look out, it's OutlookCollaboration at ASTD Next Week
Tell me a storyUser indifference
Interdependence
The shortest presentation on metrics you willBack to Blogger
Windows fixesThe Alchemy of Growth
Grab bagVery loosely coupled
E-Learning from Practice to ProfitRobin Good kicks off Competitive Edge
China BloggersSonoma Dreaming
Upcoming EventsEmergent Learning Forum: Simulations'Lanta
The Best Things in Life Are FreeMetrics and Web Services
OpEd: ROI vs. Metricse-Merging e-Learning
Loosely CoupledSearch me
Exercise?
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Best Practices
Accept no substitutes! Anyone with a web site can claim to provide eLearning. How does one
separate the real stuff from the bogus? Legitimate eLearning is more likely to:
Focus on the needs of the learner, not the trainer or institution
Take advantage of the net: real-time, 24/7, anywhere, anytime
Bring people together to collaborate and learn together
Personalize, often by combining "learning objects" on the fly
Offer more than one learning method, e.g. virtual classroom and simulation and
self-paced instruction
Incorporate administrative functions such as registration, payment and charge-backs,
monitoring learner progress, testing, and maintaining records
eLearning? e-Learning?
E-learning? E-Learning?
In the early days, way back in 1998, it was always e-learning, with the hyphen. SmartForce is
the "e-Learning Company", and Cisco's John Chambers evangelizes e-learning.
As eLearning matured, some of us are dropped the hyphen (and started "intercapping" the
"L".) Microsoft uses eLearn, as do SRI and Internet Time Group. The Google search engine
finds:
1221 elearning (no hyphen)
2900 e-learning (hyphenated)
Does it matter?E-business.
Change is rampant. It's the Knowledge Era, New Economy, Internet Age, Information
Revolution, yadda, yadda, yadda. Brains have replaced brawn.
Networked organizations demand rapid-fire, front-line decisions, and people must be in the
know to make them. Everything's converging or already networked, cycle times are speeding
up, and competition is coming from all directions. Are you ready?
Staffing for eBusiness is a make/buy decision.
Buying is pricey and shortsighted. (Techies with tongue-studs and purple hair command
six-figure salaries, and there are too few of them to go around. We're short half a million
high-tech workers, and business gets more techie every day.) Buying talent is not like buying
tools. The shelf-life of knowledge has dwindled to the point that a four-year engineering
degree is obsolete in, well, about four years.
People once agonized over career decisions for fear of looking like "job hoppers." These days
they hear about a new opportunity over lunch and go to work for a competitor that afternoon.
Money doesn't necessarily talk to a young person who drives a Porsche. What keeps people on
board these days is the opportunity to develop, to build valued skills, to achieve certifications,
and to add to their store of intellectual capital.
Learning has become a vital business function, but old-style training can't keep pace with
Internet time. Traditional workshops cost a fortune in airplane tickets and time away from the
job. In the eyes of many senior managers, off-site workshops have always been somewhere
between a total waste of time and a boondoggle, the "great training robbery." Training has
grown too important to be delegated to training departments.
eLearning is attractive to corporations because it promises better use of time, accelerated
learning, global reach, fast pace, and accountability. It's manageable. It cuts paperwork andadministrative overhead. Sometimes it can be outsourced, providing more time for leveraging
the organization's core competence. eLearners like it, too.
Drivers
As human capital becomes the chief source of economic value, education
and training become lifelong endeavors for the vast majority of workers.
Peter J. Stokes,
Eduventures
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We need to bring learning to people instead of bringing people to learning.
Elliott Masie,
The Masie Center
Technology has revolutionized business; now it must revolutionize learning.
WR Hambrecht + Co
Information and knowledge are the thermonuclear competitive weapons of our time.
Knowledge is more valuable and more powerful than natural resources, big factories, or fatbankrolls.
Tom Stewart,
Intellectual Capital
American education needs a fundamental breakthrough, a new dynamic that will light the way
to a transformed educational system.
Chris Whittle
The Edison Project
Organizations today realize that they cannot use traditional training methods if they want to
stay competitive. Because product cycles, competitive intelligence, industry information and
corporate strategies are moving and changing so much faster than they need to, companies
understand that the only way to get knowledge to their employees is thorough an eLearninginitiative that relies on the Internet.
Kevin Oakes
click2Learn.com
Education is the next industrial era institution to go through a complete overhaul, starting in
earnest in 2000. The driving force here is not so much concern with enlightening young minds
as economics. In an information age, the age of the knowledge worker, nothing matters as
much as the worker's brain.
Peter Schwartz
The Long Boom
Technological changes increase complexity and velocity of the work environment. Today's
workforce has to process more information in a shorter amount of time. New products and
services are emerging with accelerating speed.
WR Hambrecht + Co
eLearning solutions provide the missing link that allows organizations to effectively measure
ROI and the learning to business results.
Dave Ellett
Docent
....the number one reason employees leave existing positions for new jobs is not pay but that
their employer was not investing in their development.
Thomas Weisel Partners LLC
Learning is what more adults will do for a living in the 21st century.
U.S. Bancorp Piper Jaffray
Imagination is the most powerful human resource on the planet. Harnessing it and its
resultant electronic tools in the service of education is the great hope of the world.
Glenn R. Jones
Jones International
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Human skills are subject to obsolescence at a rate perhaps unprecedented in American
History.
Alan Greenspan
It is estimated that we will need 1.3 million new computer scientists, systems analysts and
computer programmers by 20006 in the United States. Yet, currently one out of every ten IT
positions, or approximately 350,000 jobs, are open today.
Merrill Lynch
With the aging of the U.S. workforce (median age of US worker expected to increase from
35.3 to 40.6 in 2006) and technology automating a large percentage of unskilled jobs,
training is necessary to remain relevant in today's knowledge-based economy.
Ibid
Knowledge workers require greater flexibility in the workplace. Globalization, competition,
and labor shortages cause employees to work longer, harder, and travel more than previous
generations. A the same time, these workers require more independence and responsibility in
their jobs and dislike close supervision. Today's knowledge workers have a nontraditional
orientation to time and space, believing that as long as the job gets done on time, it is not
important where or when it gets done. B the same token, they want the opportunity to
allocate time for learning as needed. Modern training methods need to reflect these changes
in lifestyle.
WR Hambrecht + Co
Discreet training events held off-site in a hotel room that fulfills the "20 hours per year, "check
the box" regimen will not suffice.
Thomas Weisel Partners LLC
Drivers of Cisco's Learning and Training Needs
The Objectives
Fast, effective
deployment of
mission-criticalknowledge
Well-trained and
up-to-date
workforce
Lower-cost
learning
The Challenges
Geographically
dispersed learners
Phenomenalgrowth
Difficult/Expensive
training logistics
Need for
Knowledge on
Demand
The Pressures
Relentless
Competition
Constantly
changing
technologyShorter product
cycles
Shorter time to
market
Source: Cisco Systems
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How does it work?Different perspectives
eLearning is like a cubist painting. To make sense of it, you need to look at it from different
perspectives.
From the philosophical viewpoint, eLearning is framed by the principles and practices of the
eLearning community -- a mix of social concern, instructional design, software savvy,
entrepreneurial zeal, and extreme dissatisfaction with the status quo. Another view looks to
the components of eLearning -- collaboration, simulation, databases, and so forth. The
eBusiness perspective relates eLearning to ERP, supply chain optimization, and
disintermediation.
eLearning is revolutionary. As Nicholas Negroponte says, incrementalism is innovation's worst
enemy. The Internet changes everything; education and training are about to be changed.
Radically. It's time for a fresh approach.
eLearning focuses on the individual learner. For years, training has organized itself for the
convenience and needs of instructors, institutions, and bureaucracies. Bad attitude. Think of
learners as customers. Compete for their time and interests. Provide them legendary service.
Convert them into raving fans. Give them choices. Don't make them reinvent the wheel.
From instructor-centric:
to learner-centric:
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eLearning is forever. Continuous education. The forty-year degree. Daily learning. Work
becomes learning, learning becomes work, and nobody ever graduates.
Performance is the goal. The objective is to become competent in the least time and with the
least amount of training. If people could take a smart pill instead of logging in to class, bravo!
How long is this going to take? No more credit for seat-time.
Most learning is social. The coffee room is a more effective place to learn than the classroom.
Studies reveal that the majority of corporate learning is informal, i.e. outside of class.
eLearning seeks to foster collaboration and peer interaction.
A classic study at Standard found that Hewlett Packard engineers who watched videotaped
lectures followed by informal discussion performed better than Stanford engineering students
who attended the same lectures on campus. Instead of an on-campus lecturer pouring content
into students' heads, the HP engineers were challenged to construct their own interpretation
of the subject matter.
Smart pill. Would you prefer this or the workshop?
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Most eLearning is personalized. The best eLearning system learns about its users and tailors
its offerings to their learning style, job requirements, career goals, current knowledge, and
personal preferences. Small chunks of learning (granules, objects) are
labeled (metatagged within IMS standards) so systems can automatically mix and match them
to assemble and deliver individualized learning experiences. At least that's the dream.
Nobody's fully there quite yet.
Hierarchy of Learning Objects
eLearning is delivered in the right-sized pieces. Why take a one-hour class for the five
minutes' worth of content you're looking for?
eLearners are responsible for their own learning. eLearning empowers them to manage and
implement their own learning and development plans.
Education in the Knowledge Economy
Old Economy
Four-year Degree
Training as Cost Center
Learner Mobility
Distance Education
Correspondence & Video
One Size Fits All
Geographic Instituting
Just-in-Case
Isolated
New Economy
Forty-Year Degree
Training as Competitive Advantage
Content Mobility
Distributed Learning
High-Tech Multimedia Centers
Tailored Programs
Brand Name Universities & Celebrity Professors
Just-in-Time
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Virtual Learning Communities
Source: The Book of Knowledge, Merrill Lynch, p. 8
Components
Overview of an eLearning Setup
eLearning is inevitably a mix of activities -- people learn better that way.
An eLearning environment generally includes:
self-paced training delivered over the web (although it could be via
book or CD or video or what have you)
1:many virtual events (which could take place in virtual classroom, virtual lecture
hall, or expert-led discussion)
1:1 mentoring (which might entail coaching, help desk, office hours, periodic
check-in, email exchanges)
simulation, because we learn by doing. Learners from all over the globe experiment
on millions of dollars worth of routers and bridges at Mentor Labs. Consultants
learn about eBusiness from a game developed by SMGnet.
collaboration, either joint problem-solving or discussion among study groups via
discussion groups and chat rooms
live workshops (yes, the old way), for some topics are best taught in the real world
by a flesh-and-blood instructor or expert
assessment, both for initial placement and for opting out of topics the learner has
already mastered
competency roadmap, a custom learning plan based on job, career, and personal
goals
authoring tools, to develop and update content
e-store, to pay for learning or post costs against budgets
learning management system which registers, tracks, and delivers content to
learners; reports on learner progress, assessment results, and skill gaps for
instructors; enrolls learners, provides security, and manages user access for
administrators.
Important facets of eLearning
The continuous evolution of the learning industry is hell-bent toward an experience totally
personalized to the individual learner. Today, the vertical communities accessed by an
individual learner provide a comfortable envinroment to learn skills required in the learner's
industry. Tomorrow, access will be through a corporate-sponsored community completely
tailored to the individual's needs, with content delivered on demand and technology that will
continually monitor the learner's abilities as the learning takes place, adjusting content and
pace seamlessly.
Wade Baker
Payback Training Systems
Improved collaboration and interactivity among learners. In times when small instructor-led
classes tend to be the exception, electronic learning solutions can offer more collaboration
and interaction with experts and peers as well as a higher success rate than the live
alternative. ...a study found that online students had more peer contact with others in theclass, enjoyed it more, spent more time on class work, understood the material better, and
performed, on average, 20% better than students who were taught in the traditional
classroom.
WR Hambrecht + Co
The magic is in the mix!
eLearning blends the best of:
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Traditional and new classroom
On-the-job
Coaching and informal mentoring
Reading
Standalone technology
Online technology
Digital collaboration
Elliott Masie
The Masie Center
How well does it work?
The cards aren't in yet. eLearning is too new to have produced hard evidence of learning gains.
eLearning's top-line upside is speculative; its bottom-line savings are on more solid ground.
Undeniably, eLearning cuts the costs of travel, facilities, administrative overhead, duplication
of effort, and more importantly, the opportunity cost of people away from the job in times of
great need.
There's no doubt that eLearning can be rolled out fast. The time required to roll out a new
product globally can shrink from months to hours.
Better
Sharing and managing knowledge throughout our company...was one of the keys to reducing
our operating costs by more than $2 billion per year....
Kenneth T. Derr
Chevron Corporation
Faster
...learners ...can better understand the material, leading to a 60% faster learning curve,
compared to instructor-led training. ... Whereas the average content retention rate for an
instructor-led class is only 58%, the more intensive e-learning experience enhances the
retention rate by 25-60%. Higher retention of the material puts a higher value on every dollar
spent on training.
WR Hambrecht + Co
Cheaper
Motorola calculates that every $1 it spends on training translates to $30 in productivity gains
within three years.
A recent study found that corporations that employed a workforce with a 10%
higher-than-average educational attainment level enjoyed 8/6% higher-than-average
productivity.
Computer-based training and online training can reduce training costs over instructor-led
training. A congressionally mandated review of 47 comparisons of multimedia instruction with
more conventional approaches to instruction found time savings of 30% improved achievement
and cost savings of 30-40%.
Merrill Lynch,
The Book of Knowledge
What are the pitfalls?Motivation
Whenever the topic of bandwidth comes up, the phone company yowls about ?the last mile,?
the flimsy wire bottleneck between their switching station and your house.
e-Learning providers also have a bottleneck, the last yard from the monitor into the learner?s
brain. Without motivation, this final connection will never be made.
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Professional training via CD-ROM flopped. Why? Because we took instructors and coaches out of
the picture. The learning process breaks down when "untouched by human hands." A ringing
phone interrupts a standalone learning exercise, and CD-ROM courses morph into shelfware.
Companies that adopt eLearning as a cost-cutting measure and provides no human support will
not be successful. eLearning is not training by robot. Learners will live up (or down) to
expectations.
Which of these two scenarios presents a better environment for learning? Assume your boss
arranged for one of these two learning events for you:
instructor-led, off site e-learning
Before you leave, the boss calls you in,
tells you this is important, and
explains what he expects you to come
home with.
You receive an email from personnel.
You fly away to the beach-side resort
hotel where training will take place.
You study at home after work.
Your peers know you?re away for
learning. (They have to take up the
slack.)
No one even knows you?re taking part
in training.
You return home, and everyone asks
what you thought, what?s new,anything to share?
They still don?t know you?re taking a
course.
You learn with members of your study
group. After you and the guys finish
your lessons, you hop out for a few
brews and a game of pool.
You learn on your own.
You hang your certificate of
completion on the wall. Or put the
paperweight on your desk.
Another email from personnel.
It doesn?t have to be this way. Managers must go the extra mile to pat learners on the back,
give them recognition, and encourage them to learn with their peers. eLearners are
customers; they continually need to be sold.
Finally, eLearning is not for everyone. Some people simply will not learn outside of a
classroom.
Learning to the desktop
This is one of those benefits that's better in theory than in practice. Learning complex
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subjects requires concentration. Most people's desks are less than optimal for learning (and
often for working, too, but that's another matter).
Buddha was right. "When you do something, do it as if it were all that mattered." Get away
from the phone. Shelter yourself from colleagues. Go to a learning cubicle. Put up a "Do Not
Disturb" sign.
"Ah ha," Dilbert's pointy-haired boss would say. "I've got the solution -- take it all home." As if
there aren't distractions aplenty at home. Feed the baby, watch the game, talk with the
spouse, have a beer on the patio, or log in for learning? Besides, what message does the boss
communicate about the value of learning if he expects people to do it on their own time?
Pitfalls
Hurdles to eLearning!
Quality and intensity of content
Availability of content
Habits, customs, and culture
Technology delivery -- bandwidth, etc.
Pricing models
Lack of digital collaboration models
Research gap: Does it work?
Calibration of expectations
Elliott Masie
eLearning Briefing
January 2000, Seattle
Certain content -- because of its nature, relative value, or importance -- is not suitable for
technology-based delivery. While online training is especially well suited for the acquisition of
IT skills, it has certain limitations in the arena of soft skills training. Other educational
content that does not translate well into a virtual environment is material requiring significant
hands-on application, with a strong emphasis on peer review and collaboration.
WR Hambrecht + Co
Update in mid-2002:
A horrific pitfall has turned out to be cajolling workers to participate. One third to one half of
workers never register to take part. Half to three-quarters of those who start a program drop
out before completing it. I've just completed a book on how to improve employee
participation.
What are the trends?Short term
Corporations increasingly outsource training to Learning Service Providers (think Application
Service Provider + Learning).
Standards-based learning management systems assemble large-grain learning objects on the
fly. (XML meets learning).
Learner relationship management mirrors customer relationship management.
ERP and CRM vendors replace learning management systems as learning is recognized as an
enterprise application.
Longer term
"Intelligent" interfaces learn about the eLearner over time. (Apple's KnowledgeNavigator finally arrives, only twenty years late.)
Learning becomes imbedded in work processes and equipment.
Economies of scale will development of "cool" learning using rich media, popular
entertainers, and game interfaces.
Posted by Jay Cross at February 10, 2003 12:20 AM
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COMMENTS