In today's fast-paced world, where technological advancements and trendy ideas seem to emerge on a daily basis, it's easy to be drawn to the allure of shiny new technologies and the latest fashionable learning strategies.
The vendors’ promises of improved efficiency, engagement and outcomes can be enticing, leading many organisations to jump on a shiny bandwagon without a second thought.
However, a critical step often overlooked is laying a strong foundation in learning and development (L&D) basics before incorporating these innovations.
Getting the fundamentals right
There is an old saying in the computer world that if you apply computing to an existing system that is rubbish, you still have rubbish, but it’s fast rubbish.
Getting the fundamentals of L&D right first is paramount before embracing the new, or the new initiatives are not likely to work well because they are built on unsound foundations.
Skipping the fundamentals will result in wasted time, resources and potential.
Getting the fundamentals of L&D right first is paramount before embracing the new, or the new initiatives are not likely to work well because they are built on unsound foundations
The temptation of shiny new technologies and trendy ideas
There's no denying the impact of technology on L&D.
The rise of elearning platforms, virtual reality simulations and artificial intelligence (AI)-powered tools has revolutionised the field.
Similarly, trendy ideas that promise accelerated learning, such as gamification or microlearning, have garnered attention for their potential to enhance engagement and knowledge retention.
There are indeed many stories of innovative initiatives with happy endings, but also far too many stories of failed initiatives that didn’t create the desired impact or change that people wanted.
Shiny doesn’t guarantee success
Often the reason for failure is not getting the basics right.
It is easy to get carried away with the inherent shininess of a new toy and believe that it will ‘do it all’. People often have a misplaced trust in something that is new.
If it is new enough and shiny enough, it must be better than what is already in place, and it will somehow magically create the desired changes.
But technology is just a tool, it is not a guarantee of success. So, what needs to be done to provide fertile ground for new tech and new ways of doing things?
It is easy to get carried away with the inherent shininess of a new toy and believe that it will ‘do it all’. People often have a misplaced trust in something that is new
Start with the basics
Rather than start with the new toy tool and look for a way to use it, start with the business requirements and get clarity on the desired outcomes.
The outcomes should be business orientated and focus on business impact. What do employees need to do differently to support better execution of the business strategy?
Given this clarity, what are the steps the employees need to go through over time to accomplish these changes in how they do their jobs?
Learning workflow
These steps will be far more than just learning. Employees will also need to experiment, practice, reflect and much more.
As you design a workflow of activities for the learners to progress through these steps, you need to think about how to support them on their journey.
It is during this part of the design process you should be considering if you can support these activities with innovative ideas and tech.
The innovation should be used to support the required learning workflow, not as a substitute or shortcut that ultimately relies on magic dust to be successful.
Rather than start with the new toy tool and look for a way to use it, start with the business requirements and get clarity on the desired outcomes
Each learning culture is unique
When looking at a new way of doing things, consider how big a change this represents from the current norm.
If the step up to something new is profound in comparison to the current way of doing things, the stretch is likely to be too big and the prevailing culture will abreact and undermine the initiative.
This is why care must be taken when copying what another organisation has done. If the culture and processes around learning are dissimilar, copying a successful case study can easily lead to failure.
You should look around for ideas, and then consider how those ideas will play out in your organisation and inside your culture.
Every organisation has a unique learning environment comprising individuals with diverse backgrounds, preferences, attitudes and prior knowledge.
Before introducing new technology or strategies, take the time to assess the needs and characteristics of the learners.
Only then is it possible to be selective and critical about what to adopt and how to integrate it within the learning workflow design.
Measure for success
Another basic foundation often forgotten or done poorly is measurement.
Alongside defining the outcomes, a way to measure progress towards those outcomes should also have been defined.
Then these measures can be used to monitor progress and tweak the learning workflow in a cycle of constant improvement to make it more effective and more efficient.
If the step up to something new is profound in comparison to the current way of doing things, the stretch is likely to be too big and the prevailing culture will abreact and undermine the initiative
Stay committed to foundational principles
Amidst the allure of new learning technologies, the essential groundwork of L&D basics should not be overlooked.
Before adopting innovations, organisations must align with business needs, design structured learning journeys and consider technology as a supportive tool, not a magic solution.
Cultural fit matters, as success depends on context. Tailoring innovations to unique learner characteristics is vital.
Measurement and refinement play a key role, with quantifiable metrics ensuring progress.
In a world of novelty, a steadfast commitment to foundational principles remains the linchpin for effective L&D.
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