De L&D Talks worden op 22/10/24 geopend met een masterclass over een onderwerp die in digitale tijden en n.a.v.wetenschappelijk onderzoek een grote verandering onderging: Learning Design. Julie Dirksen (USA) schreef hier de bestseller Talk to the Elephant over en is de ideale persoon om jou als (ervaren) L&D-professional een meerwaarde te bieden bij het ontwerp van leerervaringen om het gedrag van (je) medewerkers te beïnvloeden.

Op 23/10/24 is er een tweede masterclass Learning Metrics: How to Measure the Impact of Organizational Learning naar het gelijknamige boek van Ajay Pangarkar (CAN) die deze masterclass in goede banen zal leiden.

Er kunnen op beide classes slechts een beperkt aantal mensen aansluiten. De deelnameprijs is € 300.00 ex btw. Niet-Stimulearners betalen € 600.00 ex btw. Wie uiterlijk 01/10/24 inschrijft voor de masterclass van 23/10/24 ontvangt tevens het boek Learning Metrics: How to Measure the Impact of Organizational Learning.

Iedereen wordt verondersteld voor aanvang van het event een aantal documenten door te nemen en/of antwoorden op vragen voor te bereiden.

Beide masterclasses gaat door op dezelfde locatie als de keynotes 24/10/24.

LEARNING DESIGN FOR BEHAVIORAL CHANGE

Abstract

Learning design is often seen as showing people how to do the right things. Actually getting them to change their behavior can be another challenge, particularly with those hard-to-control behaviors and habits that everyone struggles to avoid, despite the wealth of available information about better choices.

Behavioral design is a rapidly evolving discipline drawing from the research and science behind behavior change, including techniques from the fields of neuroscience, behavioral economics, behavioral psychology, persuasive technology, and habit formation. Most training has the goal of changing behavior but isn’t drawing on behavioral science to be more effective.

In this masterclass you’ll explore the research and science behind real behavior change. You will look at what learning designers can learn from each of these disciplines and how you can use technology as an effective behavior change tool.

Any level of instructional design or content expert can benefit from understanding this topic better. The class does assume a base level knowledge of the instructional process.

The class will focus on diagnosing the behavior change challenge, matching the problem to appropriate solutions, and creating an implementation plan.

You will leave this workshop understanding the psychology, methods, and motivations of behavior change that are becoming an increasingly necessary part of a learning designer’s toolbox. You will learn:

• How to identify and understand the barriers to behavior change
• Research-based methods to design solutions that not only inform learners but also inspire behavior change
• How to use specific models and techniques for designing a change effort
• How to design and implement a behavior change strategy

Schedule: tue. 22/10/24

• 08h30 - 09h00 Welcome coffee
• 09h00 - 09h30 Defining the Behavior: A crucial part of behavioral design is ensuring that you have specific behaviors, rather than general goals or outcomes.
• 09h30 - 11h00 Understanding Users: Participants will use different analysis tools to analyze and understand their users.
• Break
• 11h15 - 12h30 Analyzing User Motivation: Using the self-determination theory model of motivation, participants will map user motivation.
• Lunch
• 13h30 - 14h30 Analyzing the System: Using systems analysis tools like force-field analysis, participants will map system forces in their behavior change challenge.
• 14h30 - 15h00 Analyzing behaviors using COM-B: Using the Behavior Change Wheel and the COM-B model, participants will analysis their key behaviors.
• Break
• 15h15 - 16h00 Design Activity: Participants will learn different categories of behavior change techniques and identify relevant strategies for their own behaviors.
• 16h00 - 17h00 Design Share and Measurement / Evaluation Design: Participants will share their intervention design with their group and brainstorm ways to test their strategies with user, including measurement plans.

HOW TO MEASURE THE IMPACT OF ORGANIZATIONAL LEARNING

Abstract

Your role as a learning practitioner is evolving rapidly. L&D is no longer just about training. It’s increasingly seen as, and expected to become, a proactive partner for improving operational performance. Your new reality is to align your learning efforts and initiatives to fit this performance expectation and to demonstrate results.

Leading companies, such as Tesla, Amazon, Toyota, and Starbucks to name a few, sees themselves as learning organizations. But more than just embracing this position, these companies leverage integrative learning strategies to ensure it contributes to their fundamental strategic value and precisely address the primary operational activities to fulfill the value. It’s all about working within your organization’s performance framework identifying relevant performance linkages to the organization’s strategic objective, its mission.

Based upon Ajay M. Pangarkar’s pioneering book, “The Trainer’s Balanced Scorecard”, this master class will engage you to transition your learning initiatives into a performance-focused effort contributing to primary operational and business expectations. Working within the most well-known and applied framework, the balanced scorecard, you will discover how the ‘Learning & Growth’ perspective plays a central role to achieving business objectives.

In this master class you will:

• Address leadership expectations for strategy execution
• Align learning to address operational and strategic objectives
• Map tangible learning metrics to operations within a performance framework
• Communicate performance results from learning to management

Participants will team up to work through a case study of a fictitious company. The teams will complete the learning and growth component of a “balanced scorecard,” ensuring their learning strategy completely aligns with the company’s existing scorecard metrics and established strategic objectives.

We hope that within your stay you will be in a better position to understand to integrate a results-driven learning strategy into your organization’s performance expectations.

This master class is based upon Ajay M. Pangarkar’s books:

• Learning Metrics: How to Measure the Impact of Organizational Learning.
• The Trainer’s Balanced Scorecard: A Complete Resource for Linking Learning to Organizational Strategy.

Schedule: wed. 23/10/24 (subject to change)

• 08h30 - 09h00 Welcome coffee
• 09h00 - 09h30 Setting up the Performance Context: Revealing preconceived thoughts and beliefs from participants about how operational performance is addressed and measured
• 09h30 - 10h30 Defining and Framing the Performance Framework: Participants will discover how operational performance is aligned and measured from an operational and business perspective, or the actual perspective
• Break
• 10h45 - 12h00 Addressing Management’s Expectations: Participants will discover how operational partners and decision-making leadership evaluate and what they expect from operation roles
• Lunch
• 13h00 - 14h30 Aligning Learning with Operational Expectations (metrics): Participants will make direct connections to operational expectations to ensure their learning initiatives deliver tangible outcomes and results – case study application
• 14h30 - 15h30 Evaluating Learning’s Financial Performance: Participants will discover how their leaders and operational partners evaluate actual operational ROI measures, and how it affects their learning initiatives
• Break
• 15h45 - 16h30 Applying Engagement Metrics: Participants will learn how to apply learning engagement approaches that drive on-the-job results leading to improving operational performance
• 16h30 - 17h00 Developing a Business Case for Learning. Conclusion: Review of the elements for gaining operational and leadership support when soliciting the need for a learning initiative and project – bring it all together