Learning About Technology by Using It
Learning About Technology by Using It
I don't want anyone to think that just because I was trained on how to design, develop and deliver training that I'm claiming to be an expert. However, I've met many people who claim to be a trainer in their place of work only to find out that their job is merely a communications liaison. There's absolutely nothing wrong with that. It's just that there's a big difference between telling and training.
Let me set the scene for you. My job was to give this particular business group pointers on how to deliver the training. I was also asked to be prepared to develop any training aids if necessary. By the time I arrived my help wasn't needed because the group leaders have already decided how they were going to deliver the training. The employees were going to assemble in a room and watch a demonstration of the software application. According to the group leaders, ”They'll know what to do once they start using the application.”
Again, there's a big difference between telling and training.
In situations such as these, always remember that people are going to learn more if they experience what they are learning. This means touching, feeling, exploring, making mistakes and learning from those mistakes, especially with technology.
There are basically four types of training:
1.) Receptive - this is telling. Your learners watch and listen, but the likelihood of them tuning out during the session is far greater.
2.) Directive - this is the "follow me" approach. We see this in a lot of physical or on the job training. An instructor essentially drills the learner on how to do something.
3.) Guided Discovery - control is shared between the learner and the trainer. Learners are more in control as they move through the learning at their own pace and are given prompts, cues and corrective feedback. The amount of guidance given to them by the trainer really depends on the skill level of the learners.
4.) Exploratory Learning - the learners are in control and work at their own pace and direction. The trainers only serve as a resource when needed.
When you train people to use technology and expect them to use it in ways that will boost their performance, you can't just give it to them and tell them to go. You especially can't put your learners in a room and expect them to watch someone else using software when they should be the ones experiencing how it works and observing how it benefits them.
Often times in business we don't have the luxury of time to conduct exploratory learning and we should certainly avoid receptive learning at all costs. Directive or guided discovery learning is usually the best method. This way, learners get the hands-on experience they needs with the right amount of guidance from a trainer.
Learning About Technology by Using It - To learn more about this author, visit Justin Beller's Website.
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From time to time I think about an event that occurred at one of the companies I once worked at where I was tasked to consult a business group on how to train a new software application they were rolling out to internal end-users. I think by telling you about certain aspects of that event it will demonstrate how human performance improvement and its subset, training, is an integral part of implementing a technology solution in any organization.
I don't want anyone to think that just because I was trained on how to design, develop and deliver training that I'm claiming to be an expert. However, I've met many people who claim to be a trainer in their place of work only to find out that their job is merely a communications liaison. There's absolutely nothing wrong with that. It's just that there's a big difference between telling and training.
Let me set the scene for you. My job was to give this particular business group pointers on how to deliver the training. I was also asked to be prepared to develop any training aids if necessary. By the time I arrived my help wasn't needed because the group leaders have already decided how they were going to deliver the training. The employees were going to assemble in a room and watch a demonstration of the software application. According to the group leaders, ”They'll know what to do once they start using the application.”
Again, there's a big difference between telling and training.
In situations such as these, always remember that people are going to learn more if they experience what they are learning. This means touching, feeling, exploring, making mistakes and learning from those mistakes, especially with technology.
There are basically four types of training:
1.) Receptive - this is telling. Your learners watch and listen, but the likelihood of them tuning out during the session is far greater.
2.) Directive - this is the "follow me" approach. We see this in a lot of physical or on the job training. An instructor essentially drills the learner on how to do something.
3.) Guided Discovery - control is shared between the learner and the trainer. Learners are more in control as they move through the learning at their own pace and are given prompts, cues and corrective feedback. The amount of guidance given to them by the trainer really depends on the skill level of the learners.
4.) Exploratory Learning - the learners are in control and work at their own pace and direction. The trainers only serve as a resource when needed.
When you train people to use technology and expect them to use it in ways that will boost their performance, you can't just give it to them and tell them to go. You especially can't put your learners in a room and expect them to watch someone else using software when they should be the ones experiencing how it works and observing how it benefits them.
Often times in business we don't have the luxury of time to conduct exploratory learning and we should certainly avoid receptive learning at all costs. Directive or guided discovery learning is usually the best method. This way, learners get the hands-on experience they needs with the right amount of guidance from a trainer.
Learning About Technology by Using It - To learn more about this author, visit Justin Beller's Website.
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John BrennanJohn Brennan Ed.D. Dr. Brennan is President of Interpersonal Development, LLC, a training and development firm. Interpersonal Development has provided sales training and coaching to more than 3,000 sales reps from over 100 companies. A native of Australia, Dr. Brennan received his doctorate from the University of Rochester. His dissertation researched the effectiveness of Behavioral Modeling Technology in training people in interpersonal skills. While he has spent most of his career designing or delivering training, he was also a Vice-President of Sales of a training and development franchise with operations in 25 markets. Dr. Brennan has designed and delivered sales training in North America, Asia, Europe, Australia and the Middle East. He has been a guest speaker at numerous national and regional professional conferences. When Microsoft wanted Best Practices articles on sales for their web site, they called Dr. Brennan. The results are at http://office.microsoft.com/en-us/FX011387391033.aspx His firm’s clients have included Volvo, The Prudential, Merrill Lynch, Eastman Kodak, Gannett, Equifax Europe, the Economist Group and countless small businesses. - Visit John Brennan's Website |
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