We need to rethink how we conduct training programs

At a couple of conferences recently I had the opportunity to talk to people about our (with my good friend Chris Kenyon) relatively new concept of self-determined learning, or heutagogy. I am reliably told by one of my mentors that I should refrain from using that last tongue twister because it puts people off a bit and talk about learning. Instead. So, I’ll do that very thing. I won’t rave on about self-determined learning here because interested readers can find all about it by Googling the term heutagogy, or visiting the Heutagogy Community of Practice Website at: http://heutagogycop.wordpress.com. You might like to have a look at the blog postings that describe some applications in detail.

In any case it is how people really learn that interests me, no matter what we call it. And, the most recent evidence from neuroscience research and from many global observations by people is that our educational and training systems are deeply flawed (as I mentioned in a previous blog post here). Much of the ‘teaching’ in classrooms and training venues does not take into account what we know about how people really learn. A lot of what we do in organisational training is fundamentally a waste of time, money and effort if the object is learning. You can read the evidence for this if you’re interested at: http://heutagogycop.wordpress.com/2013/03/31/providing-a-compass-neuroscience-heutagogy/

However, the implications of recent advances in understanding how the brain works for how we educate and train can be summarised as:

▪   involve the learner in designing their own learning content and process as a       partner;

▪   make the curriculum flexible so that new questions and understanding can be explored as new neuronal pathways are explored;

▪   individualise learning as much as possible;

▪   provide flexible or negotiated assessment;

▪   enable the learner to contextualise concepts, knowledge and new understanding;

▪   provide lots of resources and let the learner explore;

▪   differentiate between knowledge and skill acquisition (competencies) and deep learning;

▪   recognise the importance of informal learning and that we only need to enable it rather than control it;

▪   have confidence in the learner;

    and recognise that teaching can become a block to learning

I have conducted a number of workshops for organisations using self-determined learning principles and the outcomes are outstanding. What happens is that participants take away things that they can use in the workplace and that are relevant to them. That is because the workshop is learner-centred rather than presenter-centric. Coupled with individual coaching, if possible, the outcomes are even better. Most of all learners learn when they are ready and as a result of experience, not when teachers think they are ready.

At these conferences I showed a picture of a new fire engine that had been recently delivered. Actually it was an old one, from before the turn of the 20^th century-I was trying to get a laugh with a bit of irony. But it could be a piece of computer equipment, a new widget maker or a gadget for baking cakes.

The question I asked of the participants in these conferences was how would your average teacher/training package/program/lesson plan/curriculum go about teaching how to use this new piece of equipment. The answer is fairly clear and would be much the same if you were an accredited trainer or a university professor (who is likely to be even less trained as an educator).

Most responded that the sequence of events would be: talk about how the equipment works using some nice slides and a movie of it in action; there might be some discussion about its uses and something about safety; perhaps some group work with the manual might follow; limitations and so on; the instructor then might take the group outside and demonstrate how the machine works. After this everyone gets to practice and then be assessed as to their competency and get ‘singed off’.

Another way of doing this, the huegagogy way, is to drop the manual on the seat of the fire engine and let the group get on with it. The ‘teacher’ will hover discretely in the corner and make sure no-one hurts themselves or the equipment. Maybe they will act as a resource when asked.

What you find in this situation is that some people will read the manual and others will experiment (inductive versus deductive thinkers). Each will help each other. They will work it out, mostly together.

This is how we naturally learn. Kids are brilliant learners before they go to school and unlearn how to learn. Even though about 70% of useful learning at work occurs informally, we don’t know how to harness it. Hence, it is often not maximised. Another opportunity lost.

It is time to rethink how we conduct training programs in workplaces and how to get the best value for the training dollar.