eLearning Network - Managing Learning
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The document discusses the history and evolution of learning management systems (LMS). It summarizes that the first LMS, developed in the 1960s, was driven by efficiency and mass education goals rather than personalization. As technologies change, the LMS in its present form is dying, but new approaches are emerging that merge learning with talent management, knowledge management, and internal communications using social tools. It argues that while some learning processes can be managed, learning itself cannot be managed, and LMS should be viewed as complicated training administration systems, not as tools that can control learning.
eLearning Network - Managing Learning
- 1. Managing Learning? Feel the need to manage learning? Presentation to The eLearning Network London 15th July 2011 Charles Jennings Managing Director PLEASE NOTE: Duntroon Associates Ltd. All content ? 2011 copyright Duntroon Associates, licensed for Duntroon use, or public domain except where stated. Not to be distributed in electronic format without prior permission. No content to be copied without prior permission 1
- 2. The First LMS user interface Programmed Logic Automated Teaching Operations The PLATO System Developed 1960 University of Illinois Urbana-Champaign note touch screen interface Photographs circa 1972 Photographs: University of Illinois 2
- 3. The First LMS back-end servers ILLIAC C IV Illinois Integrator And Automatic Computer Back-end servers for the PLATO System Photograph: University of Illinois University of Illinois Urbana-Champaign 3
- 4. The World of the First LMS The idea of LMS developed in a post-World War II environment of industrialisation and Taylorist thinking. 'Efficiency' and mass education were the drivers. 'Personalisation' was anathema. 4
- 5. Keeping up with Change .-- .... .- - / .... .- - .... / --. --- -.. / .-- .-. --- ..- --. .... - Technologies change or outlive their useful life over time. This technological invention was vital for more than 100 years. Today is it used by hobbyists and a few automated systems. This is the first message sent by Samuel Morse. 5
- 6. Di-dah-dah Di-di-di-dit Di-dah Dah, Di-di-di-dit Di- dah Dah Di-di-di-dit, Dah-dah-dit Dah-dah-dah Dah-di-dit, Di-dah-dah Di-dah-dit Dah-dah-dah Di- di-dah Dah-dah-dit Di-di-di-dit Dah This is the first message sent by Samuel Morse. 6
- 7. ＾What hath God wrought￣ The first message sent by Samuel Morse¨s electric telegraph - 1836 7
- 8. - .... . / .-.. -- ... / .. -. / .. - ... / .--. .-. . ... . -. - / ..-. --- .-. -- / .. ... / -. --- - / --.- ..- .. - . / -.. . .- -.. / -.-- . - --..-- / -... ..- - / - .... . .-. . / .. ... / -. --- / -.. --- ..- -... - / .. - / .. ... / -.. -.-- .. -. --. Do you know what this Morse Code says? 8
- 9. Dah Di-di-di-dit Dit, Di-dah-di-dit Dah-dah Di-di-dit, Di- dit Dah-dit, Di-dit Dah Di-di-dit, Di-dah-dah-dit Di-dah- dit Dit Di-di-dit Dit Dah-dit Dah, Di-di-dah-dit Dah-dah- dah Di-dah-dit Dah-dah, Di-dit Di-di-dit, Dah-dit Dah- dah-dah Dah, Dah-dah-di-dah Di-di-dah Di-dit Dah Dit, Dah-di-dit Dit Di-dah Dah-di-dit, Dah-di-dah-dah Dit Dah Dah-dah-di-di-dah-dah, Dah-di-di-dit Di-di- dah Dah, Dah Di-di-di-dit Dit Di-dah-dit Dit, Di-dit Di- di-dit, Dah-dit Dah-dah-dah, Dah-di-dit Dah-dah-dah Di-di-dah Dah-di-di-dit Dah, Di-dit Dah, Di-dit Di-di-dit, Dah-di-dit Dah-di-dah-dah Di-dit Dah-dit Dah-dah-dit Do you know what this Morse Code says? 9
- 10. This is what it says... The LMS in its present form is not quite dead yet, but there is no doubt it is ｀dying¨ 10
- 11. Transmogrification* Talent (new Approaches) Technology is transforming learning, but the technological drivers are not Training Department Marketing coming from LMS, or learning itself. Brand They are coming from the merging of Training Learning & Admin LMS Development (New Media) L&D with Talent, KM, Internal Systems Communications, and Marketing departments. Internal Personal Comms Knowledge (Social Tools) Management KM * trans，mog，ri，fy (tr ns-m g r -f , tr nz-). tr.v. trans，mog，ri，fied, trans，mog，ri，fy，ing, trans，mog，ri，fies. To change into a different shape or form 11
- 12. Manage or Control? Just as with the wild horses of AB Patterson's early Australian 'Man from Snowy River' ballad, sometimes the only way to 'manage' is to 'control'. LMS thinking may attempt to control learning... ..but it can't manage learning. 'Learning Management System' is a misnomer. 12
- 13. wild horses? Wild horses ('brumbies') can appear docile when left on their own Photograph:Ian Sanderson 13
- 14. ..but any horseman knows that they don't like to be 'managed'. 14
- 15. If You Want to Control Wild Horses´ a ＾Scobie￣ if you want to control wild horses you have to use a stockwhip. Photograph of Scobie whip used with permission: Mike Murphy, Murphy Whips 15
- 16. We may be able to control wild horses or manage a rail network but let¨s not be fooled into believing we can ｀manage¨ learning ´ 16
- 17. We certainly need to manage some processes around learning.. ´ but only a few of them It¨s impossible to manage learning itself (unless you¨re the one who¨s learning).. 17
- 18. Let¨s talk about LMS for what they are: COMPLICATED TRAINING ADMINISTRATION SYSTEMS 18
- 19. ´TRAINING ADMINISTRATION SYSTEMS .. trying to grow into the emerging culture of individualised learning.. 19
- 20. ..but finding it difficult to leave Frederick Winslow Taylor behind 20
- 21. or, at worst PRODUCT MANAGEMENT KNOWLEDGE COURSE COMPLIANCE SKILLS COURSES COURSES COURSES VENDING MACHINES* * as described by Dr Marc Rosenberg, Oxford Union Debate on eLearning 2010 21
- 22. If You Think You Need an LMS: you could try this one.. USB Stick This is simply an example - an LMS on a USB stick. The point is, technology is moving so fast that if we want to track learning activity, we can do it using simple approaches. Like all technology, miniaturisation is the keyword. If you need an LMS to tract activity, link to competency maps, development objectives etc. look for the simplest one that will do the job. It's unlikely you need a behemoth... 22
- 23. Dismantling out-of-date systems As the world becomes more instrumented, interconnected and intelligent and the population continues to embrace social computing, today¨s enterprises face the dawn of a new era C the era of the Social Business. The Social Business: Advent of a New Age IBM 2011 http://www.ibm.com/smarterplanet/global/files/ us__en_us__socialbusiness__epw14008usen.pdf 23
- 24. a New Theatre of Operations the changing landscape of organisational learning 24
- 25. We¨re starting to re-think ＾learning￣ as well as ＾learning management￣ Photograph Charles Jennings 25
- 26. one way of looking at organisational learning Learning Categories 10% L&D can Formal Structured Formal Directed Dependent Formal / Dependent Learning (FSL) (Instruction) manage Learning (FSL) 20% (｀through others¨) Group Directed Informal / Self- Learning (GDL) Directed / Interdependent Interdependent (Social & Learning (GDL, IOL or L&D can Self-Directed Collaborative) PDL) support Intra-Organisational Learning (IOL) Informal 70% (through experience and practice) Personal Directed Informal / Self- Learning (PDL) Directed / either Independent Interdependent or Accidental & (Supported by tools & Independent (GDL, L&D can Serendipitous Undirected Information) IOL, PDL or ASL) Learning (ASL) learn from Background : Harold Jarche & Jane Hart http://www.c4lpt.co.uk/blog/2010/03/04/categorising-learning-some-more-thoughts/ http://www.jarche.com/2010/03/interdependent-learning 26
- 27. Some organisations using the 70:20:10 reference model 27
- 28. how do we manage the 90% of learning that is experiential? Wrong Question! ..embracing, encouraging and supporting the ｀70¨ and ｀20¨ is part of a greater workplace cultural change 28
- 29. final comment ＾Learning￣ is the ability to acquire new ideas from experience and retain them as memories Eric Kandel Columbia University (Nobel Laureate for work on Learning & Memory) Please let me know if you¨re aware of an ＾Real learning C let¨s not confuse it with completing templated exercises￣ LMS out there that can manage that http://charles-jennings.blogspot.com process. June 2010 article 29
- 30. Charles Jennings ′?? Strategic Learning Consultancy Duntroon Associates ′?? 70:20:10 Implementation Consultancy email: charles@duntroon.com ′?? Learning & Performance Audits Web: www.duntroon.com ′?? Workplace Learning Reviews Twitter: @charlesjennings LinkedIn: charlesjennings ′?? Informal & Social Learning Consultancy Skype: charlesjennings ′?? Workshops & Webinars Blog: charles-jennings.blogspot.com ′?? Support & Mentoring for Transformation (or from www.duntroon.com) & Change Programmes ′?? Strategic Learning and Performance Consultancy and Workshops Internet Time Alliance www.internettimealliance.com Blog: http://internettime.posterous.com All content ? copyright Duntroon Associates or licensed for Duntroon use except where stated. Not to be distributed in electronic format without prior permission. 30 No content to be copied without prior permission