Learning Design Flashcards
How Do We Drive Behaviour Change?
Nick Shackleton Jones
We set them missions. So the behavioural change we drive by saying go and do this exercise with your team. so there is a whole series of behaviours that we drive through a nudge app, which reminds them to shift their behaviour. Then we can quantify how much they have actually changed and how much they have done the things that we asked them to do. So if you are thinking about level 4 analytics or level 3 analytics we actually the extent to which they have run these exercises with their team. We measure the teams engagement across a range of Gallop measures. We also score weather or not they have shifted their actual behaviours with the nudge app that we have created. We also use pulse data going back years. We are here to shift performance and engagement, that’s why we do what we do.
How do you get a nudge to be meaningful?
The participants choose the nudges. We don’t know what is going to be a meaningful nudge for each person.
We can’t guess that. We know what we would like them to do but we can’t nudge that, that would just be pushing. So we get them to choose to commit to various behavioural changes which they personally feel would be meaningful. That seems to make a difference rather than just forcing people to do stuff.
3 Elements Needed to Design Learning.
There are basically 3 key things.
- You can’t design learning unless you understand what people care about. Because it governs all the encoding of learning experiences and what happens around them. In contrast to education which says this is what you are going to learn, which is how any of it gets retained.
- The second thing is that once you know what people care about you can do something transformative. You can design resources for things they care about because you know what they care about or you can design challenges for the things they don’t care about but that will make them change. Change what they care about and how they feel.
Spending time with users
We talked to people, we spent time with groups of people finding out what they cared about. Finding out what really mattered. Some of it was soft skills and some of it was really tactical stuff. For example they wanted to fit in, so we filmed lots of people offering advice for fitting in. We got lots of informal reaction from people. Nothing scripted.
Why are Checklists Important As Performance Support.
We built checklists, they were really easy to build. Simple checklists that people could use and that was the most downloaded assets.
Scenarios
We built games with scenarios that got people involved so that they felt the impact of making bad decisions.
We developed fact sheets
Instead of patronising people by putting content in a module. We said well if people want to know this, why don’t we just put it all in a fact sheet. So if you are going into a meeting with somebody from upstream or downstream in shipping, you just have all the information to hand that you can scan the night before. Why don’t we just give people the stuff they need when they join. Why don’t we just talk to people to find out what they are struggling with and give them the resources that are going to help them do the job. Wouldn’t it be useful to type up a new starters checklist for new leaders? You can create checklists, you can create infographics, you can shoot video on your iPhone. Digital learning does not have to be eLearning modules.
Education Metrics versus Learning Metrics
Learning is very different. They we’re getting the bits that the participants wanted not the bits that we wanted to push. So it shifted the locus of control.
Start with Performance Consulting.
Before we start talking about topics, what’s the outcome that you want to achieve? What will you see happening differently in the business if this programme were successful? And you might say well we see people doing more of this or more of this and more of this? So you would say hold it there! Before we create any sort of content, let’s go and talk to these people and ask them, what would help you to do more of this? And then maybe some of that is coaching, but maybe some of it is just useful resources. May be it is a change in the way that people are incentivised or work. Talk to people, say what is stopping you doing this? And how can we help. You get very different outcomes. Sometimes they want the opportunity to practice things, other times they just want simple usable guidance, like a checklist. Just useful resources on a mobile device that will help people do the things they are trying to do.
Experiences
This is a programme we designed for a large organization to transform them. We put each of their executive team through 8 weeks of experiences, which forced them to experience the new world at first hand. W e used actors a lot for that so we had actors int the room. At one point we said your business needs to respect a whole new generation of customer. How well do you understand your new generation of customer? And the executives would not and say whatever. And then we said we are going to introduce them and had them walk into the room. They have to sit and they have to talk to them and they have to understand them.
3 Elements Needed to Design Learning.
There are basically 3 key things.
