ASTD Central Iowa Programs

Avoiding Training Malpractice: Right Diagnosis, Right Solution

2011-07-24T19:07:00.005-05:00

The Avoiding Training Malpractice: Right Diagnosis, Right Solution is part of the 2011 Trainers Institute Series, but anyone can attend.

Workshop Objectives

This workshop will equip you with industry best practice and performance tools to effectively:

Plan a strategic and systematic approach to determine true training needs in your company.

Requests for training (the common reactive approach)

Identifying future training needs in the organization (1-2 years forward, a pro-active approach).

Evaluating existing curriculum with the view to continue or discontinue (a current, pro-active approach).

Gather information on the job performance of your target group(s)
Identify job performance gaps and determine the cause(s) of the gaps. (Make the correct diagnosis)

Recommend training and non-training performance solutions. (Provide the right solution

Build the case for organizational readiness to ensure that the training solution is fully implemented back in the workplace.

For more on the workshop, check out a message from Terrence Donahue by clicking the link below.

http://www.performancemakergroup.com/id95.html

Registration
Date: July 29, 2011
Time: 8:00 a.m. - 12:00 p.m.
Where: Tero International

Register at: http://www.astdiowa.org

Avoiding Training Malpractice: Right Diagnosis, Right Solution Workshop

2011-07-06T17:28:00.007-05:00

Workshop Overview
It is commonly held that 80% of the training programs conducted in Corporate and Organizational America are done for the wrong reasons. Many companies view training as a "cure-all" for any and all performance problems. Training is offered as a "band-aid fix" or a placebo while the real performance problems remain undiagnosed and untreated. Conducting an effective Training Needs Analysis helps us separate training needs from training wants and keeps us from committing "Training Malpractice." In this 1/2-day workshop you will receive:

A business-proven, systematic process to follow anytime you are trying to determine true training needs and other performance issues

Practical and time-tested job aids to quickly and effectively guide you and your stakeholders through the needs analysis process.

This highly interactive workshop is based on the ASTD Competency Model and includes the latest research along with business-proven methods. You will receive a wealth of practical techniques that you can immediately apply on the job. You will also receive electronic files of all the job aids (checklists, decision tools, and templates) from the workshop material.

Business Outcomes
By applying the business-proven processes in this workshop, you will:

Eliminate ineffective and irrelevant training programs by identifying true organizational training needs.

Accurately forecast future training needs months in advance so new programs are launched just-in-time and aligned to business and strategic goals.

Assess all existing training curriculum to determine if the need for continued offering still exists.

Eliminate the "launch 'em and leave 'em approach" to training programs by implementing a transfer-of-training mindset beginning with the front-end needs analysis.

Implement a "common practice based upon best practice" for assessing training needs in your organization.

Registration
Date: July 29, 2011
Time: 8:00 a.m. - 12:00 p.m.
Where: Tero International

Register at: http://www.astdiowa.org/

Social Media Legal Implications Breakout Session on April 1

2011-03-24T19:51:00.003-05:00

Legal Implications of Social Media in the Workplace During the Central Iowa ASTD and CISHRM combined event on April 1, Mark Hudson (http://www.shuttleworthlaw.com/) will present on the legal implications of social media. Mark Hudson is a vice president at Shuttleworth & Ingersoll, P.L.C. Mark's work focuses on labor and employment compliance and counseling (including personnel policies and decisions, workplace investigations, affirmative action program compliance, wage and hour advice, and general employment counseling), labor and employment litigation (including equal opportunity, wrongful discharge, discrimination, sexual harassment and defense of employment-related claims), and fair housing litigation and compliance. Mark’s breakout session will explore the legal aspects of social tools in the workplace. From Facebook to FMLA, Mark will share his professional insight about the cases that are defining how the law looks at the media landscape. Register for the event at //www.astdiowa.org/article.html?aid=165.

The Creative Leader Breakout Session for April 1, 2011 Event

2011-03-23T14:56:00.003-05:00

The Creative Leader – What To Do When the Way’s Not Clear

Presented by Mike Wagner (http://www.whiterabbitgroup.com)

Skilled speaker, facilitator, business leadership consultant for more than 30 years, Mike Wagner is founder and CEO of White Rabbit Group, a nationwide consulting firm specializing in building effective leadership and unique brands. Mike specializes in identifying organizations’ “sticking points” and implementing changes to get them “unstuck” so they can break through to the next level.

Mike’s breakout will introduce the strategic importance of “creativity” as a leadership competency. Participants will be taught two mental models that support creative leaders in their work. Deeply ingrained assumptions and generalizations regarding how leaders approach their role will be examined. Skills and resources will be shared for attendees to use and apply as part of their practice as HR professionals.

Register for the entire morning event on http://www.astdiowa.org/article.html?aid=165.

Putting Social Capital to Work

2011-03-22T12:42:00.002-05:00

Date: April 1
Time: 8am-Noon
Location: DMACC Campus, Bldg. 7
Cost: $25-$35
Attendance: Live in Person or Live Stream via your computer – your choice!

The Central Iowa chapters of the Society for Human Resource Management (CISHRM) and the American Society for Training and Development (ASTD) have joined forces to sponsor a 1/2 day workshop exploring the topic of Social Capital. The keynote is being presented by Talent Anarchy (Joe Gerstandt and Jason Lauritsen)

"It's not what you know, but who you know that matters." That's how people describe the power of relationships in our personal and professional lives. Learn why it's never been more important to have a strong network of relationships and how to go create one. This session will break down how networks and relationships work and share the "Laws of Connection" that will empower you to create the network you need to be successful.

Agenda:
Central Keynote - 8 AM to 9:30 AM
Breakout #1 - 9:45 AM to 10:45 AM
Breakout #2 - 11:00 AM to 12:00 PM
*Refreshments are included in registration

To register: http://www.astdiowa.org/article.html?aid=165

Its Happening at the "Training on Trial" Central Iowa ASTD November Event

2010-11-10T20:48:00.004-06:00

Presenting Wendy Kirkpatrick at the "Training on Trial" Central Iowa ASTD November Program

2010-11-10T20:22:00.014-06:00

Implementing Social Networking to Boost Organizational Learning and Performance

2010-09-01T20:52:00.003-05:00

Social Network and Learning: How are you leveraging the tool for your training, self-learning and career positioning?

How do you use social learning to impact work and performance?

What are deep seated training beliefs and values that are challenged in Social Learning practices?

Is Social Learnng and Networking a fad, passing by fashion (which we have before) or is it here to stay as a permanent solution to training and learning?

Discover your answers this September.

Implementing Social Networking to Boost Organization Learning and Performance
Webinar Presenter: Ray Jimenez, Ph.D. Vignettes Learning
Topic: Implementing Social Networking to Boost Organizational Learning and Performance

Webinar Dates (4-part series):
Location: Vitual Facilitation
Date: Sept 3, 10, 17, and 24
Time: 11:00 - 12:00 p.m. Central Time each day

Registration details: Cost: $199 for ASTD/SHRM, $225 for Nonmembers

More Details and Registration at www.astdiowa.org.

Participants Hard at Work at the ASTD Central Iowa Chapter Programming Event: "The Case of the Teflon Trainee"

2010-07-19T14:35:00.004-05:00

Pictures of Terrance Donahue at the ASTD Central Iowa Chapter "The Case of the Teflon Trainee" Event

2010-07-19T14:04:00.004-05:00

The Case of the Teflon Trainee Review

2010-07-19T13:19:00.006-05:00

On July 9th, Terrence Donahue presented an eye-opening interactive workshop for the ASTD Central Iowa Chapter - The Case of the Teflon Trainee: Overcoming Obstacles to Make Your Training Stick. And for those who did not attend, you missed a very informative program about obstacles that prevent training from sticking and how to overcome them. Some of the highlights that can help training and management look at transfer of training more closely are:

Consider the cost of unused training! Ask management what training actually costs. Ask them how much it will cost the company if training is not done. Finally ask them what the cost is if training was provided, but not used on the job.
Form a performance partnership among trainers, managers, and employees. Training has a partnership with employees and management to assess the needs and train. Management partners with training and employees during and after the training. It should be managers who are responsible for performing Level 3 evaluations for determining if skills are being used at work. Employees have a partnership with trainers and managers to identify what they are to learn and how it will be applied on the job.

How can training help with this process? Why not train managers how to help their employees use the newly learned skills. Meet with management prior to training to discuss a plan of action for helping employees transfer skills to their jobs.

If you attended the workshop, please feel free to comment on more of the information you believe was pertinent to you.

What Is the Cost of Training to Your Company if Learners Are Only Applying 20% - 30% of What They Learned in Training?

2010-07-03T20:35:00.002-05:00

The transfer of training is very important because the price of retraining a learner can be costly in the amount of lack of time on the job and retraining.

A question to consider prior to the July 9th ASTD Central Iowa Chapter event, "The Teflon Trainee: Overcoming Obstacles to Make Training Stick," by Terrence Donahue, is

"If your learners are only applying 20 - 30% of what they learned in training, what is the cost to your organization?"

Feel free to comment on the programming activity blog: http:\\astdiowaprograms.blogspot.com.

If you have not yet registered for the July 9th program, you can do so at http:\\www.astdiowa.org.

Terrence Donahue Interview: Part II

2010-07-03T20:10:00.006-05:00

What should Training and Development professionals do to strengthen their case for training?

Mr. Donahue: Help executives and business leaders to understand 3 things...

The cost of training,
The cost of not training, and,
The cost of training provided that has not been applied on the job. This thrid item is a crucial conversation.

**************

What is your Myers-Briggs profile?

Mr. Donahue: ESTJ, but I'm a borderline introvert. I don't like being the center of attention, but really enjoy facilitating.

**************

How can a trainer make the most of his/her personality, and avoid worrying about some of the traits or characteristics s/he lacks?

Mr. Donahue: I try to remember that no matter what I do in Training and Development, my main product is the job performance of learners, so I focus on their ability to learn and apply the training. I like to ask trainers, "What is your product?" Interestingly, many of them have no idea; they don't know how to respond.

**************

On the Personal Side....

Terrence has 2 boys and 2 girls, all under 14 years old. When asked what his favorite family activity is, he said "Just talking with them - asking questions and listening." No doubt, home is where he's gained some of his best listening skills!

***************

Remember the question from Part I Is Terrence's favorite actor:
A) Will Smith
B) Charles Bronson
C) Bob Hope
D) Leonardo DiCaprio

If you guessed "C" Bob Hope, you're correct!

-- by Chris Ballew, Programming Committee

Why Do You Receive Requests for "Refresher" Training?

2010-06-28T17:40:00.003-05:00

There were times that I was asked to give refresher training to employees who should now be using the skills on the job. Yet, I believed that the training was complete and the employee left knowing the material that was taught.

Other topics to consider if you are attending the July 9th, "The Teflon Trainee: Overcoming Obstacles to Make Training Stick" event are:

How many requests do you receive for "refresher" training?
Have you ever felt that these requests stemmed from the fact that management never reinforced the initial training?

Please feel free to post your responses in the comments of this blog.

If you have not registered yet, you can do so at www.astdiowa.org.

Interview with Terrence Donahue: Part I

2010-06-17T12:32:00.003-05:00

Terrence Donahue
Presenter for the July 9 Program
"The Case of the Teflon Trainee: Overcoming Obstacles to Make Training Stick"

A BRIEF PROFILE

Terrence attended Eastern Illinois University ( the Panthers) in Charleston, where he earned his BS in Education. He attended on an athletic scholarship, competing for the Panthers in both cross country and track. He has worked as VP of Instructor Quality, Director of Training, and Senior VP prior to establishing his own business, the Performance Maker Group, in Muskego, Wisconsin. He is the father of 2 boys and 2 girls, all under 14 years of age.

Terrence's favorite spectator sport is (drum roll, please) ...professional football. His favorite team? The Chicago Bears. His favorite meal is a tossup, either ribs or pizza.

Called "The Trainer's Trainer" by his clients, his trademark is providing clients with practical processes and tools to succeed in their roles.

A FEW MINUTES WITH TERRENCE

"Terrence, how can T&D professionals ensure that line managers do appropriate follow-up to "make training stick?"

Mr. Donahue

There are several ways T&D can accomplish this.

Emphasize the cost of training given, but not applied

Influence the influencers, since T&D doesn't have authority to ensure change occurs

Help managers understand their role in the training process

*****

"You stated in an earlier interview that the value of T&D professionals' work will come 'not in the things, we say, but in the questions we ask.' What has helped you become a better listener?"

Mr. Donahue
Watching other people listen. I learned this from observing my mentor, both in business meetings and in social settings. I made a conscious decision to work on my own listening skills. If you can ask good questions, people never argue with their own data.

*****

"What's the biggest obstacle to learning that trainers overlook?"

Mr. Donahue
Trainees don't know why they're taking the training program or what will be expected of them upon completion of the training. This needs to be reinforced by the trainee's manager, both pre- and post-training.

In 2 weeks, we'll post Part II of Terrence's interview. Find out if his favorite actor is:

A) Will Smith
B) Charles Bronson
C) Bob Hope
D) Leonardo DiCaprio

Transfer of Training Tactics

2010-06-17T12:25:00.002-05:00

How many "transfer of training" tactics are currently built into the design and delivery of your existing curriculum?

Where is the current "finish line" for your training programs?

2010-06-03T07:57:00.003-05:00

When you are designing training programs, do you consider when the course is really completed? Consider this question: "Is the finish line at the end of the course or is it six months later after a full implementation plan has been launched, executed, and evaluated?

What are some of the techniques you use today to determine if training has transferred to the job?

We welcome your comments.

See the following website to register for "The Case of the Teflon Trainee: Overcoming Obstacles to Make Training Stick" on July 9, 2010: http://www.astdiowa.org/.

What Obstacles Do You See That Prevent the Transferring of Training

2010-05-26T17:53:00.006-05:00

As trainers and educators, we all understand that it is important for participants to transfer what they learn to the job. However, we also know that there may be barriers that prevent that from happening. One obstacle I can think of is that participants are not able to use the skills they learned. So the more time that lapses between the class and they need to use those skills, they have forgotten much of what they have learned. To help prevent this, I encourage management to move training closer to the date when participants will be using their newly learned skills.

Can you list some other common obstacles in your organization that keeps training from transferring back to the workplace, and what have you done to overcome those obstacles?

Don't forget to register for the July 9, 2010 half-day event on "The Case for the Teflon Tranee" at: http://www.astdiowa.org/

Flip Charts Captured

2010-05-19T13:13:00.002-05:00

Table groups at the April 30th "Creating a High Performing Team" discussed a few questions. Below are the thoughts captured on flip chart sheets that day, available to you:

1. What are the challenges currently facing you and your team?

HR/Training Partnership
Team 1
Ø Role clarification and collaboration
o Getting the others involved (e.g., Recruitment, EE Issues)
Ø Smooth transitions
o Knowing who to hand off to
Ø Collaborative on-boarding
Ø Information sharing
Team 2
Ø Groom future leaders
Ø Talent Management
Ø Right fit hiring
Ø Education Managers importance of EE engagement
Ø Time for knowledge transfer
Ø Succession planning
Person 3
Ø Sharing information and knowledge
Ø Learn how to combine expertise of two areas
Ø Bread down barriers
o Corporation to local areas – communication
Team 4
Ø Communication (emerging issues)
Ø Joint meetings to identify gaps and obstacles
o Develop solutions (training/communication)
Ø HR (in LOB) partners with training department
o Develop customized solutions
Team 5
Ø Utilize/implement technology
Ø Collaborate to determine training needs, solution to problems
Ø Understand each other’s role
Ø Recognize available resources
Team 6
Ø Challenges for HR teams:
o Business acumen
o Need to network to build relationships
o Everything is a high priority
Ø Challenges across organization
o Unclear expectations
o Economy – lack of resources (do more with less)
o Not enough focus on teams – too much focus on individuals
o Change is constant (prioritization, hard to focus)
o Technology changes
o Lack of leadership skill in the “people” part of their roles (vs. results)
o Lack of open communication (to give feedback or work through conflict)
o Business realities that face us and no time to create strategy around the change (regulatory, economic, etc.)
o Not enough bench strength to be resilient with turnover
o Lower standards to get work done
o Lack of accountability – “I’m not part of the problem.”
Obstacles
Team 7
Ø Involvement of key decision makers
Ø Company structure and differing cultures
Ø Limited time outside daily tasks
Ø Competing interests of teams
Ø Communication dysfunction
Ø Geography
o Teams not in same location
Team 8
Ø Personality conflicts
Ø Unclear roles
Ø Remote team members/offices/shifts/schedules
Ø Communication
Ø Poor leadership
Team 9
Ø Lack of technology (restrictions, lack of infrastructure)
Ø Introduction of new technology without training
Ø Too many leaders and conflict amongst them
Ø Not seen as consultant
Ø Understanding and acceptance of your/their own roles (may be more or less than thought)
Ø Different definitions
o (e.g., training vs. staff dev.)
Ø Senior leadership support and understanding of roles/definitions
Ø Conflicting priorities and get paralyzed , overwhelmed
Ø Accepting change
o (“This is way we have always done it.”)
Ø Communication and not enough, not the right things, or don’t share why
Ø Leaders not always self-aware
Ø Time
Team 10
Ø Location
Ø Time
Ø Multiple Silos
Ø Overwhelmed with commitments
Ø Lack of clarity of direction
Ø Accountability
Ø Quality of Information
Ø Lack of leadership or someone commands/controls
Ø Not right roles/room
Team 11
Ø Fear
o Of change, it’s constant
Ø Blame and pointing fingers
Ø No consistency in communication
Ø Shifting priorities
Ø Resource constraints: money, people, time
Ø Keeping up with the market
Team 12
Ø Data conflict
Ø Communication
Ø Lack of resources
Ø E-mail
Ø Personal Productivity/Time management
Ø When to say no
Ø Lack of clarity-WIGS
Ø Hierarchy (bottlenecks)-decision makers
Ø WIFM v. good of the whole
Ø Miss the gap
Ø Vulnerability
Ø Safety (pink elephant)
Ø Walking retired
Ø Lacking/missing champion
Ø Door managers
Ø Wrong person in wrong seat
Ø Holding peers accountable
Ø Friendships
Ø Favoritism – perception
Ø Pro-active vs. reactive
Ø Trust
Ø Growing too fast

Team 13
Ø Lack of clear communication from senior leaders (goals/visions)
Ø Lack of trust
Ø Fear
Ø Unaware of diversity of strengths – translates to a lack of respect
Ø Protection of turfs/ silos
Ø Lack of commitment or engagement
Team 14
Ø Promotion for staff and technical skills but not necessarily manager skill sets
Ø Logistics/multiple locations
o 2 bargaining units at one location
Ø Limit cross training
Ø Personal baggage from personal life brought to work and our teams daily
Ø Department compartmentalize (don’t integrate toward goal)
Ø Communication
Team 15
Ø Sharing industry knowledge
Ø Asking/listening
Ø Understanding roles
Ø Location
Ø Effective communication
Ø Humanize relationships
Ø Common language
Ø Define processes
Ø Understanding generations and all other diversity issues and performance styles
Ø Touch points for alignment
Team 16
Ø Communication strategy
o Plan, consistent, training, feedback
Ø Reassessing on regular basis
Ø Intentional and purposeful and falls in alignment with goals
Team 17
Ø Education
Ø Building relationships/collaboration
Ø Goal setting
Ø Tying training to long term objectives
Team 18
Ø Identify and define goals
Ø Combine knowledge
o Bring in other knowledge experts with authority and decision-making
Ø Agree on direction
Partnering
Team 19
Ø Collaborate with others from different areas
Ø Learn the business – how it works (“the language”)
Ø Provide data from sources like exit/retention interviews, employee opinion survey to gauge trends
Team 20 (what practices have we used to set leaders, teams, EEs up for success?)
Ø Attend meetings – be present and listen
Ø Be a “full service “ HR department
Ø Support and practice good communication strategies
o HR one-on-ones
Ø More collaborative efforts
Ø Have an HR business plan

2. What learnings (skills, behaviors, techniques) have you learned that can help you face and overcome these team challenges?
Best Practices
Team 1
Ø Measure organizational culture, share best practices
Ø Accessibility - Reaching out
Ø General Reorganization (e.g., no duplicated efforts, appropriate span of control)
Ø Coaching culture
Ø Performance management – goal cascading
Ø Training from the top down
Ø Training with multiple roles, functions participating
Ø Senior leaders communicating at an operational level
Ø Teamwork competency
o What to do, or not to do
o Senior level expectation of accountability
Ø CEO connecting to individuals
Ø Career coach on staff

Team 2
Ø Expanded on-boarding
Ø New employee (quarterly company meeting)
Ø Purpose statement/Mission-vision
Ø Share-point
Ø Web resource
Ø 360 feedback
Ø Communication/teambuilding/self aware
Team 3
Ø Upper management support
Ø Collaboration HR/training get resolution
Ø Two-way communication
Ø Cross-function meetings
Ø Leader knows how to lead
Ø Confidence to ask for help
Team 4
Ø Leader Transition Workshop
o QNAs from department
o Leader/employees engaged in interactive discussion
Ø On-boarding
o Leadership (modules, soft sales curriculum)
Ø New leader on-boarding
o Culture, performance management, evaluations, network activities
Team 5
Ø HBDI (Herman Brain Dominance Index)
Ø Mentoring for on-boarding/ongoing development
Ø Performance strategies/plans
Ø Workforce (succession planning)
Ø Proactive
Ø Relationship Building/Networking
Tools, Resources, and Alliances needed
Team 6
Ø Business acumen to be a strong HR Partner
Ø Alignment of work and people
Ø Performance management
Ø Strong succession planning process
Ø Mentoring program for transfer of knowledge
Ø Social networking
Ø Expand on-boarding of new hires to the entire team, returning them to “performing” stage
Ø Increased capacity skill in innovation, creativity
Ø Programs to help us understand others
o Strengths finder
o 5 Dysfunctions of a Team
Ø Find people who are passionate and committed to being a high-performing team/organization
Team 7
Ø Employee on a stick!
Ø Direct questions/comments to remote team members
Ø Ask requestor to prioritize their needs
Ø Delegate authority and control or lead the show
Ø Team advisors with key decision maker buy-in
Ø Clear plans
Team 8
Ø Communication strategy
o Teleconference, email, technology, social media)
o Expectations (job/role description, mission/vision, department goals)
Ø Training, coaching, mentoring, relationship building
Team 9
Ø Senior leaders and all leaders support/sponsorship
Ø Building relationships inside company buy outside immediate department
Ø Bring in consultants
Ø Having clear expectations and common goals
Ø 1:1 meetings with leaders conduit for many things
Ø Technology can be a tool
Ø Data on and from the organization
Ø Having a company strategy
Ø Gaining knowledge about core business (being pro-active vs. reactive)
Team 10
Ø Right people, right seats, rights bus
Ø Clear, concise communication
Ø Leadership development
Ø Money
Ø Shared vision
Ø Culture of trust
o It’s okay to make mistakes and okay to succeed
Ø Commitment to common goal
Ø Measurable
o Clear objectives
Team 11
Ø Training and education on change and why to managers and employees
Ø Relationship management between managers and employees
Ø Allow/promote self-development opportunities
Ø Time management and planning tools
Ø See it – own it – solve it – do it!
Ø Access to decision makers to build trust then gain buy-in from employees
Ø Transparent environment
Team 12
Ø Training
Ø Learning opportunities
Ø On-boarding
Ø Mentoring/coaching
Ø Relationships with other departments and senior leaders
Ø Being valued
Ø Champion
Ø Celebrations!!
Ø Rewarding
Ø Friendships
Ø Trust
Ø Mutual respect
Ø Proper equipment
Ø Technology
Team 13
Ø Commitment from the top down
Ø Interdepartmental communication
o ( e.g., “spotlight”)
Ø Process improvement/management methodology
Ø Five dysfunctions of a team and other interpersonal skills training
Ø SHRM, ASTD-Networking
Ø Leveraging Relationships
Ø Time
Ø Technology connections (forums, blogs, webinars)
Team 14
Ø SMB buy in support
Ø Quarterly goals
Ø Continue education, performance plans, development
Ø Rewards that are tangible and intangible
Ø Orientation/mentoring/on-boarding
Ø Technology
Team 15
Ø Touch points
Ø Utilizing strengths
Ø Processes/templates/expectations for all
Ø 360’s
Ø Have all actions tied to company goal
Ø Honest and constructive feedback with good intent
Ø Drinks after work = team building
Team 16
Ø Pro-active vs. reactive
Ø Collaboration between departments/ areas
o “Who else needs to know?”
Ø Realistic and be willing to say no
Team 17
Ø Realign – change alliances
Ø Communications
Ø Corporate/business culture
Team 18
Ø On-boarding
Ø Responding to EE surveys
Ø Teams pursuing solutions, suggestions to HR/leadership team
Ø Town hall meetings
Ø Team building exercises/training
Ø 5 dysfunctions of team
Ø Committees – forming relationships, breaking down silos
Ø Goal alignment
Team 19
Ø “Lunch buddies”
Ø Hasting “café” dialogues
Ø Networking opportunities
Ø Smart goal writing workshops
Ø New leader assimilations
Ø “Oscar” – Oscar cares, recognition programs
Ø “Emerging leaders” program training
Ø Utilizing self-awareness tools
Team 20 – (How HR and training can partner to overcome obstacles)
Ø Constant communication
Ø Planning together
Ø Stay connected to teams in organization
o Know what is coming before it happens
Ø Create awareness that we are a strategic partner
o Make sure we are “top of mind”

A Glimpse of Friday's Program

2010-05-03T11:40:00.004-05:00

Jeffrey Parsons in action at "Creating a High Performing Team," Friday, April 30th.

Also, as promised, Jeffrey has provided a copy of his participant materials so you have access to fresh copies of the resourceful worksheets included. Click on the link below.

http://pandclearnandperform.fugent.com/vpvm/?ID=9033327D-9EE2-439F-8F43-267617DAC679

Creating a High Performing Work Team Program

2010-04-27T14:07:00.005-05:00

Don't forget, this Friday from 8:00 - 12:00 at DeWaay.

Remember to come prepared to answer the following questions:

1. What are the obstacles facing your organization that hinders the ability to create a high performing team?

2. How can the HR and Training teams/organizations partner to overcome the obstacles facing today's organizations?

3. What are the tools, resources, and alliances needed to create the infrastructure and sustain the success of a high performing team?

4. What are the best practices, resources, partnerships, or tools that you have used to build a high performing team?

Come Prepared to Answer the Following Question for the "Creating a High Performing Team" Program on April 30, 2010

2010-04-19T19:26:00.002-05:00

How can the HR and Training teams/organizations partner to overcome the obstacles facing today's organizations?

Don't forget to register for this event at http://www.astdiowa.org.

Consider Answers to the Following Question for the "Creating a High Performing Team" Program on April 30, 2010

2010-04-12T21:08:00.002-05:00

What are the tools, resources, alliances needed to create the infrastructure and sustain the success of a high performing team?

Please feel free to list your responses on this blog.

There is still time to go to http://www.astdiowa.org/ to register for this high impact program on leadership.

Discussion Question to Prepare You for the "Creating a High Performing Team" Program on April 30, 2010

2010-04-02T09:54:00.004-05:00

What are the best practices, resources, partnerships, or tools that you have used to build a high performing team?

Please feel free to place your answers on this blog.

If you have not registered for this highly interactive program, go to www.astdiowa.org.

Challenges for Creating High Performing Teams

2010-03-08T15:18:00.003-06:00

Come prepared to participate at the April 30th Quarterly Program on Creating a High Performance Team.

Plan to discuss some of the challenges you face in creating high performance teams by answering the following three questions:

What are the obstaces facing your organization that hinders the ability to create a high performing team?
What are the tools, resources, alliances needed to create the infrastructure and sustain the success of a high performing team?
How can the HR and Training teams/organizations partner to overcome the obstacles facing today's organizations?

Please feel free to post your answers on this blog.

2010 Trio Package Program Objectives

2010-02-18T20:46:00.005-06:00

The Trio Package registration deadline is drawing near. You only have 10 days left. The offer expires on March 1, 2010.

If you need more help to decide on whether this deal is appropriate for you, review the following program objectives.

Leadership & Organizational Development: Creating a High Performing Team (April 30, 2010):

Reinforce the skills necessary for creating and sustaining a high performing team.
Define the impact of goal setting and the value of personal action plans.
Identify the barriers, internal and external, that can derail individuals or teams.
Explore the daily challenges facing leaders in today's workplace.
Examine the importance of setting expectations and performance standards.
Integrate the power of feedback, giving and receiving, in creating a high performing organization.
Create personal actions to integrate performance management behaviors into your leadership style and daily employee interactions

The Case of the Teflon Trainee: Overcoming Obstacles to Make Training Stick (July 9, 2010):

Develop a transfer of training mindset for employees, supervisors, and trainers.
Identify the obstacles that prevent training from transferring back to the job.
Implement relapse-prevention strategies.

Training on Trial (November 5, 2010):

Obtain practical methods that will move you from a "checkmark training organization" to a strategic business partner.
Use the Kirkpatrick Business Partnership Model to create a compelling Chain of Evidence showing the value of training to a "corporate jury."
Identify the key metrics that are important to the business and how you can support them.
Apply the material to a real training challenge in a group activity.

Most Innovative Training Solution - CDS Global

2010-02-10T10:54:00.004-06:00

Ruth Anderson and her team from CDS Global speak on their WLP Presentation on their Most Innovative Training Solution.

Technology WLP Winner - Nationwide Learning Solutions

2010-02-10T10:21:00.003-06:00

Carol Dawson speaks on Nationwide Learning Solutions' WLP presentation on Technology.

Coaching and Mentoring Programs

2010-02-10T09:26:00.003-06:00

Winner Debbie Ladehoff from Farmers Mutual Hail speaks on their presentation for Coaching and Mentoring Programs.

Interview with Jen Goemann at the WLP Awards

2010-02-09T16:44:00.004-06:00

Winner Jen Goemann from ARAG summarizes their breakout presentation on Training as a Business Strategy.

2010 Trio Package - Hurry, Time Is Running Out to Register

2010-02-09T15:58:00.003-06:00

The 2010 Trio Package is now available.

Offer will expire on March 1, 2010

You can use the trio package in one of the following ways:

Attend all three yourself.
Rotate among your department the person who attends.
Gift a program to a client or to an employee as a reward.

Act now to take advantage of the following discounts:

$245.00 (Members)
$330.00 (Non Members)
Get two-in-one. If you need to renew your membership, simple register as a "non member" and you can add a free membership on to your registration.

You can find more information about the "Trio Package" on the ASTD Central Iowa Chapter website: www.astdiowa.org.

Most Innovative Training Solution - 2009 Workplace Learning and Performance Presentations and Ceremony

2010-01-20T18:21:00.005-06:00

CDS Global was the winner for the Best Practices in Most Innovative Training Solution award for 2009. The breakout session was presented by Ruth Anderson, Ken Olsen, Deborah Horton, Fred Redhead, and Pricilla Ebling. Jan Roby (not pictured) is also an instrumental member to this effort.

The Best Practices for Most Innovative Training Solution Award for 2009 was accepted by Ruth Anderson, Fred Redhead, Deborah Horton, Pricilla Ebling, and Ken Olsen.

Technology - 2009 Workplace Learning and Performance Presentations and Ceremony

2010-01-20T17:50:00.005-06:00

Nationwide Insurance Learning Solutions was the winner for the Best Practices in Technology award for 2009. The breakout session was presented by Carol Dawson and Amanda Braun.

The Best Practices for Technology Award for 2009 was accepted by Carol Dawson and Amanda Braun.

Training as a Business Strategy - 2009 Workplace Learning and Performance Presentations and Ceremony

2010-01-20T16:54:00.005-06:00

ARAG was the winner for the Best Practices in Training as a Business Strategy award for 2009. The breakout session was presented by Erin Barfels and Jen Goemann.

The Best Practices for Training as a Business Strategy Award for 2009 was accepted by Erin Barfels and Jen Goemann.

Coaching and Mentoring - 2009 Workplace Learning and Performance Presentations and Ceremony

2010-01-19T19:45:00.006-06:00

Farmers Mutual Hail Insurance was the winner for the Best Practices in Coaching and Mentoring award for 2009. The breakout session was presented by Debbie Ladehoff, from Farmers Mutual Hail Insurance, and Rowena Crosbie, from Tero International, Inc.

The Best Practices Coaching and Mentoring Award for 2009 was accepted by Debbie Ladehoff.

2009 Best Practices in Workplace Learning and Performance Executive Panel

2010-01-18T22:31:00.006-06:00

Central Iowa Chapter of ASTD celebrated their annual 2009 Workplace Learning and Performance Awards Ceremony and the Executive Panel Discussion on Friday, January 15, 2010 at Nationwide. The afternoon began with an Executive Panel answering questions posed to them by the chapter’s Past-President Paul Smith who is a Senior Training Analyst at Principal Financial Group.

The order of the Executive Panel from left to right is:

Debbie Ladehoff, Human Resources Coordinator from Farmers Mutual Hail Insurance Company
Erin Barfels, Chief Human Resources Officer from ARAG
Judy Bohrofen, Vice President from NCMIC Group, Inc.
Marci Chickering, Senior Vice President of Human Resources from Wellmark Blue Cross Blue Shield

You will find some of the questions asked of the panelists in the comments section.

Announcing the 2009 WLP Winners!

2010-01-08T12:08:00.002-06:00

Congratulations to the following 2009 Workplace Learning and Performance Award Winners!

Coaching and Mentoring Programs

Farmers Mutual Hail

Training as a Business Strategy

ARAG

Technology

Nationwide Insurance: Nationwide Learning Solutions

Most Innovative Training Solution

CDS Global: The CDS Global Training Team

You are invited to join in the event that celebrates these best practices, and provides you with the information and tools to help you integrate these best practices into your own organization as the winners will provide a breakout session with information, dialogue, tools and techniques, and time for your questions:

The 2009 WLP Awards and Executive Panel

Friday, January 15, 2010

Location: Allied Insurance, 1100 Locust Street, Downtown Des Moines

Time: 1:00-4:30pm

Agenda

1:00-1:10: Welcome and Opening Remarks

1:15-2:15 Panel Discussion: Working Collaboratively as Leaders in the Industry

Guest Panelists Include the Following:

Judy Bohrofen, NCMIC

Erin Barfels, ARAG

Debbie Ladehoff, Farmers Mutual Hail

Marci Chickering, Wellmark Blue Cross Blue Shield

2:25-3:15 Breakout Session 1 (select one):

Coaching and Mentoring Programs, presented by Debbie Ladehoff and Rowena Crosbie

and

Training as a Business Strategy, presented by Jen Goemann and Erin Barfels

3:25-4:15 Breakout Session 2 (select one):

Technology, presented by Rick Howard

and

Most Innovative Training Solution, presented by Ruth Anderson and the Global Training Team

4:20-4:30: Close and Thank You

Cost to attend is only $45 for members, and $65 for nonmembers. Registration can be found at www.astdiowa.org

WLP Deadline Extension - Due to Today!

2009-12-14T09:40:00.003-06:00

Due to the historic winter storm last week, the deadline for WLP Nominations was extended to 5pm on December 14th.

Whether it's a sign to you to get a nomination in after all, or simply a relief from a stressful week, this is your chance to be recognized. You can find the application at www.astdiowa.org.

Good luck!

Nominations are Open for the 2009 WLP Awards!

2009-11-19T09:47:00.002-06:00

You work hard. Your team works hard.

You deserve to be recognized.

That's why the ASTD Central Iowa Workplace Learning & Performance (WLP) Awards were created--to give back to those who give so much toward the training and development industry.

Nominations are now open for the Second Annual WLP Awards. Visit www.astdiowa.org to download an application and to register to be there for the big ceremony. Visit the beginning of this blog for photos and commentary on the 2008 event.

Categories for awards are:
Training as a Business Strategy
Measurement
Technology
Coaching and Mentoring Programs
Most Innovative Training Solution
President’s Award (New this year!)

Winners are provided with a beautiful award anyone would want to display, and will be providing a 50 minute Best Practices presentation for the audience on their winning submission. Two complimentary tickets to the event are provided for winners.

Also, be sure to register your team and others from your organization now! Registration ends January 11th and seats are limited. Cost to attend is only $45 for ASTD or SHRM members.

Slides from Project Mgmt Workshop

2009-11-12T16:27:00.002-06:00

Dan Topf promised a copy of his slides for you at the Project Management workshop.

You should be able to access them through this link. Enjoy!

http://pandclearnandperform.fugent.com/vpvm/?ID=AC000E4B-9E96-4081-8271-DE0101B61592

Project Management Recap

2009-11-10T11:30:00.001-06:00

Friday’s quarterly program “Project Management for Instructional Designers and Human Resources Development” was an exciting learning experience as to how learning and development professionals can add basic project management skills to enhance programs they are responsible for overseeing.

Dan Topf began this highly interactive program with the basic project management skills that we can use to develop programs while comparing them to other instructional design and project management designs that are commonly used today. We actually developed a complete program using project management skills.

The afternoon was filled with seven different sessions that people could attend in order to get their questions answered and learn more about a project that they are currently responsible for completing. These seven sessions included Stakeholders Are Committed, Business Benefits Are Realized, Work and Schedule are Predictable, Project Team Is High Performing, Scope is Realistic and Managed, Risks Are Mitigated, and Instructional Design Special Issues. Each session was given four times, with each round lasting 20 minutes. Participants could select up to four different topics to attend. Coaching was also available for people to talk about issues they have with their current projects.

This all could not have happened as smoothly as it did without the help of the presenters and volunteers with project management experience from ASTD and Project Management Institute – Central Iowa Chapter.

Keep Change at Bay

2009-10-27T13:59:00.000-05:00

An interesting topic came up during the October 9, ASTD Chapter meeting on Marketing Your Training. It was the topic of change and how we can keep our projects on track. Anytime we, in the learning and development field, are working on a new project we run across changes that sometimes are never ending. Change is something that may not be completely eliminated, but it can be controlled. Part of project management teaches us to “nip it in the bud” before it occurs. One technique I have used is to create a plan of action that is approved by those closely involved with the project (stakeholders.) It helps to create this plan of action with input by the decision-making stakeholders directly involved with the project.

You can learn more about how to manage change while working on a project during the Central Iowa Chapter ASTD quarterly event "Project Management for Training Designers and Human Resource Development" held on November 6, 2009.

See www.astdiowa.org for details on the workshop.

In the mean time, here are some questions we'd like to discuss with your comments posted below:
· What are some of the techniques you use to help keep your projects on track?
· What makes these techniques successful or why are these techniques not successful?

Please feel free to add your comments about this topic.

Be Excited! Project Mgmt Workshop on Nov. 6th!

2009-10-21T09:42:00.003-05:00

These are the learning objectives of the half-day workshop from 8am-Noon on November 6th. Be sure to sign up and stay for the afternoon session, 12:30-4:30pm. It includes hands-on application, one-on-one coaching by a project management expert, and breakout sessions to further develop on the skills from the morning session.

(Please note! Location has been changed to Tero International., 1840 NW 118th Street, Clive, IA 50325).

You are invited to leave your comments on this posting and share with us the objective you're most excited to learn and why.

1. Define your training and development project using commonly used project management terms, concepts, and principles

2. Reconcile popular models of project management, instructional systems design, product development, and human performance technology to inform you on your unique training and development project life cycle

3. Plan your training and development project using a robust project planning procedure

4. Select and apply proven project management tools to your training and development projects based on your projects unique needs

5. Assess your training and development projects’ health using the Seven Keys to Success

6. Draft an action plan for your training and development project

Step It Up! The Extras from September 25th Workshop

2009-10-01T09:29:00.003-05:00

Included in this posting:

Favorite Quotes
Other Session Notes
Career Factbook from Bersin

Favorite Quotes

The future belongs to those who believe in the beauty of their dreams. (1 vote) Eleanor Roosevelt

You cannot know a person until you crawl into their skin and walk in their shoes. Author Unknown

What is insanity? Doing the same thing over and over and expecting different results. (6 votes) Albert Einstein

Respect one another. Don’t expect from one another. Author Unknown

A problem is an opportunity in work clothes. Henry J Kaiser

Miracles occur in the unforeseen moments that even your imagination misses sometimes. Author Unknown

Do unto others as you would have them do unto you. (2 votes) Jesus (Matthew 7 vs 12 and Luke 6 vs 31), Wolfgang Mieder, echoed numerous times through history

A leader without followers is only taking a walk. (1 vote) Stever Williams

Help is not help until it is given, so turn your intentions to help into acts of help. We judge ourselves by our intentions, but others judge us by our actions. Lee J. Colan
(6 votes)

Life is not measured by the number of breaths you take but by the moments that take your breath away. (2 votes) Hilary Cooper and George Carlin

Enjoy the journey, not the destination. (2 votes) Joel Osteen

A person’s a person, no matter how small. (4 votes) Theodor Seuss Geisel– Horton Hears a Who

There are only two ways of living your life. One as though nothing is a miracle. The other is as though everything is a miracle. (2 votes ) Albert Einstein

The unexamined life is not worth living. (1 vote) Socrates

We don’t change as much as become more of who we already are. (8 votes) Marcus Buckingham

Life is the process of exchanging time for memories. Author Unknown

If you pit a good performer against a bad system, the system will win almost every time. Geary Rummler and Alan Brache

Great quotes from great leaders – 3 minute inspirational movie with music! http://www.greatquotesmovie.com/

Other session notes

Shared Ideas to Work More Strategically Despite the Challenges Present

· Look into a project management system to allocate resources
· Tie what we’re doing to the overall business strategy and view the business plan to align our activities
· Networking with other groups to build relationships and communicate why you’re there
· Have a leader in the performance function who is strategic and will “take the hits” that come with asking questions
· Finding the early wins
· Find out what business results are causing them pain

Team Ideas to Increase Business Acumen

· Subscribe to industry email update
· Network – use the casual environment
· Use the Harvard Review Case studies to sharpen strategic thinking skills
· Inviting guests to your meetings to help interpret the business data
· Leverage an opportunity to work together
· Job shadowing
· Industry certification (outside of Learning, HR) for the industry/field you support

Career Factbook from Bersin

Bersin research continues to contribute to the knowledge base of the field. This recently published Career Factbook is particularly helpful for plotting your course and learning about emerging trends.

See the document: http://www.bersin.com/uploadedFiles/Bersin/Website_(Pages)/Resources/Linda/062909_FB_CareerFactbook_JB_Final.pdf

Most notable to the workshop on Friday:

· Business Acumen is continuing to be development need for us and is essential to assist us in developing credibility

· Groundbreaking projects and the desire to work them shows as a key goal for managers, directors and senior executives, though notably senior execs have as top 3 goal to reduce their hours

· “Business in” projects are a path toward credibility. The “Learning and HR Out” projects even with a good plan tend to marginalize the department.

Please let me know where your internal client relationship triumphs and challenges are and what questions you have – it’s my favorite topic!

Still to come are electronic copies of slides and the tools/forms shared in the workshop.

Nancy Q. Smith

Step It Up! Program Preview, September 25th

2009-09-04T15:21:00.002-05:00

Step It Up!

Moving from Solution Provider to Performance Consultant and Strategic Partner

Imagine, you’re calling key consulting client. Her assistant answers the phone.

“Could you hold please? She may have left for her next meeting.”

The assistant places the call on hold and walks to your client’s office. “Do you want to take a call from Ken, with people development?” Your client shakes her head, “Tell Ken to check in with me next year. I’ll call sooner if I need help with anything.”

“Hello. I’m back. I was able to catch her on her way out the door. She asked me to have you check in with her in mid-2010. She said she’d contact you sooner if she had a project for you.”

What do responses like this indicate? Of course, your client could be busy. She also could be facing budget issues. But the lack of interest in getting together indicates something bigger.

Primarily, what this indicates is a lack of value placed by the client in the relationship. Why? There are two likely drivers:
1) Lack of Access, Credibility and Trust with the client
2) Client perception of the consultant as a tactical order taker or solution provider rather than a performance consultant and strategic partner; therefore the conversation you were planning to have was not business relevant to that client

Planning and managing client relationships is an essential practice of internal and external consultants. Successful client partnerships require that consultants establish Access, Credibility and Trust.
· Access: Your ability to gain “face time” with true clients
· Credibility: Your clients confidence in your capability to deliver results
· Trust: Your clients confidence in your reliability and integrity to achieve results
The ACT model, developed by Jim and Dana Robinson, represents the success practices of “star” performance consultants and strategic business partners.

Access is where relationships begin. Yet, one area that presents challenges to consultants in working to establish stronger client partnerships is gaining access to the “true” clients for an initiative. Often, we discover upon reflection that the types of people we have been working with don’t meet the client test. In this case, they are contacts, not clients.

What’s do I mean by the client test? Well, true clients:
· Own/are accountable for achieving the business results supported by the project
· Have authority to obtain resources and make decisions
· Are within the chain of command of the employee group(s) whose performance is to be impacted

Ultimately, we must gain access to the true client(s) for an initiative if we’re to achieve business results. The good news is that there are proven techniques to gain access to the true clients in ways that work with existing contact relationships.

Credibility is comprised of your knowledge of the organization and industry as well as your knowledge of HR, Learning and OD. These two knowledge areas should be in balance. There are proven ways to develop in these areas. However, as Jim and Dana have reminded us in their book, Performance Consulting, what really matters is not what you know; What really matters is what you do with what you know. That’s how you develop credibility. And you need a plan to do so. Proven techniques include delivering on your commitments, presenting business cases with solutions you offer, and showing shared accountability for business results.

Credibility and Trust are inter-related. Trust is confidence in how you achieve results. And yes, it is possible to be credible without being trustworthy. Trust is both a measure of integrity as well as accountability for delivering the right results in the right way to benefit the business. Key trust building activities include keeping client confidentiality, showing joint accountability and ownership, as well as operating with the utmost integrity consistent with organization values. One simple way you can build trust is to ask for permission prior to forwarding an email. This demonstrates to your client that you value the relationship and seek to protect their reputation.

Whether you are a performance consultant or a strategic partner, building Access Credibility and Trust is vital to your career success. ACT is one component of the fully developed model for strategic partnering and performance consulting that Jim and Dana pioneered now offered through Exemplary Performance.

Note: This content is adapted by Nancy Q. Smith of Exemplary Performance from work © 1995 and 2009 by Jim and Dana Gaines Robinson and their Firm Partners In Change. Exemplary Performance purchased the intellectual property of Jim and Dana in 2008 and gratefully acknowledges their contributions to HR, Learning and OD. Exemplary Performance is the exclusive provider of the workshops and services based on Jim and Dana’s work. Nancy Q. Smith is Director, Strategic Partnering, for Exemplary Performance.

Want ROI Certification?

2009-07-17T13:45:00.002-05:00

Don't miss this rare opportunity to get your ROI Institute Certification right here in Des Moines, IA! Click on the links for more information about the ROI Institute Certification Workshop that will be located at Nationwide Insurance in downtown Des Moines.

ROI Institute certification program information http://www.roiinstitute.net/learning-opportunities/certification/

ROI Institute event details and registration link http://www.roiinstitute.net/learning-opportunities/certification/5-day-course/2009/08/17/roi-certification-nationwide/

Des Moines session flyer and certification overview documents http://drop.io/ROIcertificationDSM#

Recap on Collaborative Program

2009-07-06T10:47:00.002-05:00

The feedback was positive from this intense program. The morning kicked off with Succession Planning, presented by Dan Schneider from EDGE/Schneider Consulting Group. He kept the audience engaged with stories of personal experience, models that made sense of complicated ideas, and personal application at each table.

The group of Central Iowa ASTD and Central Iowa SHRM members then broke for an hour lunch, mingling, sharing their succession planning stories, and looking forward to the afternoon session.

Ray Weinberg carried out the afternoon session on Metrics and ROI. He walked among the participants and set the stage for why this topic is so important, and then challenged us with the tools, equations, and models to help make us more effective in this skill set.

ASTD and SHRM are both hard at work determining the topic and speaker(s) for next year's collaborative program. If you're interested in helping to coordinate this event, please contact Jennifer Chittenden at programming@astdiowa.org.

Photos from the Succession Planning and ROI/Measurement Workshop

2009-07-06T10:40:00.001-05:00

Dan Schneider on Succession Planning.

Gadgets, Games and Gizmos Recap

2009-05-08T16:05:00.003-05:00

What a great program it was! We all had some takeaways from the day, some interesting and maybe even surprising statistics and facts, and a new lens from which to view generations and learning. You're encouraged to post a comment about your experience at this program if you attended, as well as post questions for others if you were unable to make it.

Some photos from the day. Enjoy!

Here is the audience for the Workshop

2009-04-03T11:22:00.001-05:00

Eveyone having a good time!

GGG Sneak Peak

2009-03-25T05:00:00.002-05:00

On April 3 when we do our workshop of Gadgets, Games and Gizmos we are going to be discussing some exciting things. As a sneak preview, here is a link to the first chapter of my book Gadgets, Games and Gizmos for Learning and a short video of me talking about the value of video games with the local CBS news anchor.

Link to Chapter One of Gadgets, Games and Gizmos for Learning.

Link to television interview.

Look forward to seeing you at the workshop, in the meantime, play some game:)

Games, Gamers and the Workplace

2009-03-19T13:33:00.003-05:00

In a few short weeks I will be on a plane heading to you (the ASTD Central Iowa chapter) to discuss fun and exciting ways in which learning can leverage gadgets, games and gizmos to create engaging learning using new methods and techniques.

Before the presentation, I thought it might be fun to look at some definitions that relate to using games and gadgets in the work place.

Simulations

The term “simulation” has many different meanings. The most well known type is the flight simulator. It is in these simulators where pilots learn to fly aircraft in a highly realistic environment. The concept of a simulator now includes the use of software to emulate actual equipment. It is now possible to create an electronic version of multimillion dollar equipment such as a plastics extruder. These simulators are typically not presented in 3D. They are more likely to be a representation of a control panel or parts other working machine.

Another type of simulator is a “Social Simulator.” These are simulations in which a person is simulating interactions with others. A social simulation takes place in an environment similar to the actual environment and encourages the learner to interact. These are sometimes called “Branching Simulations.” They can be created using photographs, video or, more recently 3D characters. In these simulations, the learner is presented with a question and then given several possible responses. The learner encounters a virtual character like a doctor and the doctor responds to the learner based on a pre-programmed script. The learner, based on his or her answer, is branched to the area of the simulation corresponding with the chosen response.

Branching simulations are effective for learners who are novice or new to a subject matter. The choices provide an appropriate representation of responses and help guide the learner to appropriate behavior. When a learner is more experienced or knowledgeable in the content matter, the branching simulations becomes less effective. This is because an experienced learner typically wants to provide a response that is not listed in the simulation as an option. This frustrates the experienced learner. The experienced person typically ends up selecting what he or she thinks is the right answer and doesn’t learn any new information or behaviors.

Simulations are typically solo activities. While a group may work together to help make decisions while observing a fellow learner navigating a simulation, the learner is only interacting online with the program behind the simulation. In contrast, in a virtual world, multiple learners are “inside the simulation” at the same time interacting and responding to each other.

MMORPG—Massively Multiplayer Online Role Play Game

Massively Multiplayer Online Role Play Games or (MMORPGs) are virtual 3D environments where the player assumes a role and identity not typically related to his or her real world self and attempts to earn points to move to a higher level within the game. Players become magicians, knights, priests, or warriors with special powers and interact within a persistent online world. Once a role is assumed, the player embarks on adventures or quests with a team, guild, or clan. They seek treasure, battle monsters, or accomplish other specific goals and objectives that are an inherent part of the world. A good example of this is World of Warcraft.

These worlds also are distinguished by the fact that they have a large number of players all interacting with each other in a persistent world. A persistent world is one that continues to exist and function even when the player has logged out of the world. Player generated changes to objects or items in the world remain in a manner similar to the physical world. If you move a chair in the physical world and come back three hours later the chair will remain in the same place providing no one else moved it. Moving a chair in a persistent virtual world provides the same result unlike some environments that would “reset” when the player logs out of the game.

These worlds are also inhabited by non-player characters (NPCs), which are also known as a bots (presumably short for robot) or agents (like Agent Smith in The Matrix). These NPCs are not controlled by people; they are actually programs that are designed to look like characters in the virtual world but are designed perform certain tasks or play a limited role, such as providing a clue to the treasure. NPCs operate based on pre-programmed logic.

For example, in many online role-play games there are NPCs who can be defeated to earn points or to gain wealth. Defeating these NPCs helps a player progress to the highest level in the game.

Most MMORPGs require players to work together to achieve certain goals. In World of Warcraft, a variety of players with different skills and roles join forces to achieve success in many of the quests. For example, to defeat Ragnaros, a giant seething fire god (and one of the game’s signature foes), you need a guild of various people to assume such roles as mages, hunters, healers, or priests. Each player involved in the attack of Ragnaros performs a different task. The tasks are related and are interdependent. For instance, a player acting as a warrior may be doing battle and receiving a high level of damage but be kept alive by a spell cast by a fellow player acting as a mage.

MMORPGs can be used to teach concepts related to the real world through examples. It is possible to completely corner a market in an MMORPG and then observe the repercussions were that is not possible in real life. One can also observe interactions between and among players to understand teamwork, group goals, and other social interactions. The Harvard Business Review published an article how leadership skills learned in MMORPGs can translate to some skills within actual virtual teams. However, the fantasy aspects of most MMORPGs make it difficult to apply the use of these games within a work setting.

The term MMORPG is also sometimes shortened to MMO or MMOG to represent massively multiplayer online or massively multiplayer online game because MMORPG said three times fast is a mouthful.

Metaverse

Early we mentioned that some of the virtual world phrases are right out of a science fiction novel. Here you go. The term Metaverse is from a 1992 science fiction novel written by Neal Stephenson called Snow Crash. The term embodies Stephenson's vision of how a 3D virtual reality-based Internet might evolve in the future. The term has come to represent the idea of a free-form online 3D world inhabited by avatars controlled by their real-life counterparts.

An avatar is how a person represents him or herself in the virtual world. The word avatar is said to be a Sanskrit word meaning the incarnation of a form of god on Earth. While this may have been the original meaning, the term now represents the virtual figure a learner decides to create to interact in the 3D world.

In most online environments, the player has the ability to change or alter his or her avatar, which can be 2D or 3D. These alterations typically include body shape, clothes, and hair style. Avatars are controlled through the computer keyboard or mouse. They are able to move independently through the virtual environment controlled by their real life owner. In the simplest terms, the avatar is an online version of the person who inhabits the metaverse. Other terms are synthetic worlds and cyber worlds.

A metaverse is similar to an MMORPG but with some vital differences. First, in a metaverse, players are not playing a defined role such as a hunter or mage, they are playing a character they have created.

A metaverse typically does not have specific goals or objectives created by the metaverse itself. Players can create their own goals or objectives, but they are not an inherent part of the world.

Finally, the environment of a metaverse typically allows the player to create his or her own digital items, such as houses and clothes, using a scripting language or by dragging and dropping items. Because of the ability to create your own things in a metaverse, these environments typically involve the exchange of some type of currency tied to real-world dollars. A person in a metaverse can buy, sell, or trade digital assets that are created by themselves or others, and then exchange the virtual currency for real-world currency.

Perhaps the best known example of a metaverse is Second Life. However, Second Life is not the only metaverse commercially available. Other worlds exist with names like Active Worlds and There. In fact, there is an organization called the Open Source Metaverse Project, which is actively promoting a free, open source version of a metaverse.

A metaverse environment can be used for training purposes. Spaces can be established within metaverses for conducting learning activities and events. It is also possible to create many different learning environments in which people can interact to learn about items in 3D. You can provide instruction on how to repair a laptop through a virtual tour of the laptop within the metaverse.

VLW—Virtual Learning Word

Another term similar to a metaverse is Virtual Learning World. This term represents the concept of creating a virtual world in which learning is the primary focus. These worlds can be expansive virtual spaces in which different type of learning occur in different areas can be confined to a small “scene” such as a city block where first responders review building evacuation techniques.

Immersive Learning Simulation

The eLearning Guild, a community of practice for e-learning professionals, defines an immersive learning simulation as: “A learning system that combines simulation, pedagogy and “hard fun” to create a truly engaging and behavior-changing form of learning.” The umbrella term encompasses many different forms of immersive learning beyond virtual worlds. Included in the terms immersive learning simulation are games, mini-games, virtual labs, serious games, and simulation/scenarios.

MMOLE-Massively Multilearner Online Learning Environment

The MMOLE is yet another term for the genre of a computer generated learning environment in which large numbers of learners interact with each other in a virtual 3D world with the specific goal of learning. The learning can occur formally through a class-like environment or through a scripted scenario (like a role play). In that way it is like a MMORPG since it has specific goals. However, learning also can occur informally through chats and discussions among learners in a fashion similar to a metaverse. So, the MMOLE is a combination of a metaverse and a MMORPG designed for learning.

MMOLEs typically have two modes, one for an instructor and one for the learners. The instructor mode allows someone to facilitate a learning event and manage the interactions within the environment. This prevents everyone from chatting at once, and it provides a formal environment in which to learn. In other words, it allows the learning to be managed.

But managed learning is not the only kind of learning that can or should occur in a MMOLE. The fact that avatars can roam around the virtual space and interact with each other through pre-programmed jesters, Voice over Internet Protocol, or text chat means that the environment can foster and encourage informal learning.

One example of this sort of MMOLE is ProtoSphere, a product created by Philadelphia-based e-learning development firm ProtonMedia. The ProtoSphere environment contains several elements that make it effective for learning, including linkages to LMSs, the ability to link to traditional e-learning courses from within the MMOLE world, and programming for tracking learner outcomes on specific events. Additionally, there is a profiling system that matches learners with each other in terms of interest and knowledge. This networking aspect facilitates informal learning within the learning environment.

Mobile Learning

The delivery of instructional content over the portable devices that employees carry with them as part of their regular job. The same devices used for checking e-mail and making phone calls provide learning opportunities through different types of media such as audio, video, animations, interactive activities, and small learning modules.

Social Networking

This is a collection of web pages for each member in an organization. The members maintain profiles describing themselves and what they are currently doing, interact with each other using network tools, and create links with other members of the social network. One in four American adults visit social networking sites at least monthly. These sites can help organizations share knowledge by helping employees find others with similar interests, view what other employees are working on, and collaboratively work on projects by having a central place for communications. Consumer-oriented social networking sites include MySpace.com, Facebook.com, and LinkedIn which is more professional-focused.

Gadgets, Games and Gizmos Presentation.

2009-02-12T19:52:00.004-06:00

A list of "Gamer" traits we'll be discussing at the workshop.

Looking forward to speaking with everyone at the Central Iowa ASTD group on “Gadgets, Games, and Gizmos for Learning” on Friday, April 3rd.

At the workshop, we will discuss how to design learning events to leverage MP3 players, video games and other technologies common in the consumer marketplace and have some playing some fun learning and playing games ourselves. We'll also discuss instruction design techniques that work with blogs and wikis and even set up some Twitter accounts.

In the meantime, check out the Gadgets, Games and Gizmos web site for some fun games and information on the topic we'll be discussing. I hope to see you there.

Also, if you have any questions or ideas concerning the topic and workshop, please leave a comment.

Announcing the 2009 Programs!

2009-02-10T10:39:00.003-06:00

Karl Kapp, “Gadgets, Games, and Gizmos for Learning”
Friday, April 3rd,
8:00am-Noon at DeWaay Capital Managment

Nancy Smith, “Exemplary Performance: From Provider to
Partner—Working More Consultatively with Internal Clients”
Friday, September 25th,
8:00am-Noon at DeWaay Capital Managment

Clint Padgett, “Project Management: Project Success Method”
Friday, November 6th
8:00am-Noon at DeWaay Capital Managment

To register for all three programs and save big, sign up for the Trio Package!

http://www.astdiowa.org

WLP Award Winner - Most Innovative Training Solution

2009-02-10T10:26:00.003-06:00

Winner: Pella Corporation

Concluding the program was Faye Howard from Pella Corporation to share their Most Innovate Training Solution, a technical program and partnership that was developed for their PDSN department, how the program works, and it’s incorporation into their corporate environment.

Photo: The award is being presented to Faye Howard.

WLP Award Winner - Training as a Business Strategy

2009-02-10T10:18:00.006-06:00

Winner: Kemin Industries

Another brief break ensued as we transitioned to a presentation by Denise Forney from Kemin Industries on the Tiger Team and their Training as a Business Strategy. Denise invited a guest, a member of the Tiger Team, Herb Elliot, to the stage, who testified to the great benefit of this team and their efforts.

Photos: (Top) The award is being presented to Denise Forney from Kemin Industries, (Bottom) The Tiger Team.

WLP Award Winner - Technology

2009-02-10T10:15:00.003-06:00

Winner: Nationwide Insurance

Following a brief break, Dawn Plimmer and Scott McCluer from Nationwide Insurance dazzled the audience with their winning Technology by showcasing the electronic tool for the Nationwide Business Simulation: ADEN.

Photo: Dawn Plimmer and Scott McCluer are joined by their teammates, Jody Noble, Mark Krakau, and Rick Howard.

WLP Award Winner - Measurement

2009-02-10T10:12:00.003-06:00

Winner: Wells Fargo Home Mortgage

Next, Catherine Shoenthal-Muse of Wells Fargo Home Mortgage took the stage to display their excellent method of Measurement and their implementation of Kirkpatrick’s Evaluation Model.

Photo: The team behind this winning practice joined Catherine on stage to accept the award.

WLP Award Winner - Coaching and Mentoring Programs

2009-02-10T10:09:00.006-06:00

Winner: Allied Insurance

Following the panel discussion, the awards presentations began. Angela Siegfried and Brent Messelheiser from Allied Insurance kicked off this part of the morning with their winning Coaching and Mentoring program. Following their presentation and a brief audience Q&A, they were presented with the beautiful award.

Photo: The award is being presented to Angela Siegfriend and Brent Messelheiser from Allied Insurance.

WLP Panel Discussion

2009-02-10T10:01:00.003-06:00

The day began with the Executive Panel Discussion. Representatives were Gary Walljasper from Principal Financial, Joan Jensen from ChildServe, Phil Hodgin from RDG Planning & Design, and Terri Nagle from Sauer-Danfoss. Paul Smith, President of ASTD Central Iowa, moderated the panel discussion. The main focus was the value of learning and development in their organizations.

2008 Best of Workplace Learning and Performance Awards and Executive Panel Discussion

2008-11-11T10:44:00.001-06:00

It’s a first to remember. On a cold, blustery November morning, 35 professionals ventured out to attend the first annual Best of Workplace Learning and Performance Awards and Executive Panel Discussion. Those who attended left with a wealth of knowledge around the five awards: Coaching and Mentoring Programs, Measurement, Technology, Training as a Business Strategy, and Innovative Training Solutions. Attendees also gained valuable insight about how a diverse group of executives (from small and large companies, profit and non-profit organizations, and global and domestic companies) view learning and development in their organizations. Below are some photos from the event.

Welcome

2008-11-11T09:32:00.000-06:00

Hello, and welcome to the ASTD Central Iowa Chapter Programs blog. This forum was established to exchange and circulate ideas and thoughts relevant to the programs our chapter provides. We welcome your comments on the programs, questions to the attendees or speakers, or other inspirations you feel compelled to share with our membership. Please feel welcome to post below.