Learning in 3D

Learning In 3D Karl Kapp & Tony O’Driscoll May 20, 2010

Strengthen Leadership Bench
Attract the best talent in the industry
Achieve top quartile retention of key people
Improve overall employee engagement & loyalty
Become a great place to work
Achieve L&D Excellence Become Employer of Choice Drive Business Impact
Align learning with key business priorities
Organize L&D to support continuous business change
Execute learning program design and delivery efficiently
Measure the impact of learning
Speed throughput of leadership pipeline
Improve HiPo identification & development
Meet changing generational needs
Engage leaders as teachers
Ensure manager-
led development
Develop strong succession plans
Human Capital Challenges
Support top line growth
Reduce cost
Increase profit per employee
Accelerate success of mergers & acquisitions
Support global growth
Improve performance management

Three Mile Island Nuclear Generating Station March 28, 1979 Union Carbide Chemical Manufacturing - Bhopal, India December 2, 1984 BP Oil Spill Off the coast of Louisiana April 21, 2010 The Price of Poor Training

The Joys Of Great Talent

Scholar, writer and expert on convergence of learning, technology and business operations
Teaches e-learning, has knowledge of adult learning theory, and trains CEOs and front line staff
Experience with technology companies provides unique insights into the future of technology and learning
Karl Kapp Today’s Presenter Tony O’Driscoll
Professor of Practice at Duke University's Fuqua School of Business
Executive Director of Fuqua's Center for IT and Media; a research center that studies strategic, structural, operational and business model with volatile business sectors
Teaches and consults on strategy, innovation and technology management, organization learning, services management, and management consulting

www.learningin3d.info Links to resources And Case Studies Continuing Discussion

Karl Kapp and Tony O’Driscoll Learning in 3D Adding a New Dimension to Enterprise Learning and Collaboration

Slide: Meet Aidan and Liam

Slide: Meet Nathan and Nicholas

Slide: And, of course, TRON

Slide: Quick Poll: Do you Avatar?

Lets Write a Book!

Book Structure
PART I: EXPLORING THE POSSIBILITIES
Here Comes the Immersive Internet
Learning to Change
Escaping Flatland
PART II: BUILDING A BLUEPRINT
Architecting Learning Experiences
Designing by Archetype
Learning from Experience
PART III: BREAKING NEW GROUND
Overcoming ADDIE Addlement
Steps to Successful Enterprise Adoption
Rules from Revolutionaries
PART IV: JUST BEYOND THE HORIZON
Back to the Future

Chapter 6 Learning from Experience

Grounded in Experience

Slide: Source: With some help from Roger Shank’s use of same Mnemonic for Scenario Based learning FutureWork Institute Case Diversity and Inclusion

Challenge/Objectives Why 3D? Solution Benefit/Result
Develop executive understanding of their firms’ diversity and inclusion strategy
Educate participants on micro inequities in the workplace
Increase participant knowledge on how to communicate effectively about diversity
Foster networking and best practice sharing
Diversity and Inclusion rely heavily on synthesis of personal experience
Use of carefully crafted activities in which participants play specific roles is core to pedagogy
Need to simultaneously accommodate 1500+ virtual participants at the summit in a compelling way
Travel and Lodging Cost Avoidance: $1,617,000
Negative Productivity Avoidance: 900 Days
Environmental Impact Avoidance: 450,000 pounds of Carbon Dioxide Equivalent
Microsoft/Sodexo Case

Slide: Source: With some help from Roger Shank’s use of same Mnemonic for Scenario Based learning Ernst & Young Case Inventory Observation

On average a new hire will take in excess of 130 hours of formal learning in the first year
From time-of-hire to first Inventory Observation can be as little as 4 months
Wanted to find out if 3DLE design might be more efficient in transferring IO knowledge and more effective in preparing participants to successfully execute an IO
Inventory Observations are situational and contextual in nature
Application of theory varies significantly based on the situation on the ground
Unanticipated situations on the ground require quick decisions that ensure the IO is completed accurately and expediently
3DLE participants learned and retained as much as their ILT counterparts.
Cost and Time requirement for 3DLE was less than ILT for same knowledge retention outcome
3DLE participants felt less confident in their ability to perform an inventory observation than their ILT counterparts
Ernst & Young Case

Slide: Source: With some help from Roger Shank’s use of same Mnemonic for Scenario Based learning USHMM Case Kristallnacht Exhibition

Experiment with 3D installation design to avoid having to make costly physical mock ups
Engage people outside the museum in a co-create installation design process
Explore feasibility of leveraging 3D technologies to stage virtual exhibitions
The Museum’s narrative exhibition must affect visitors not only intellectually, but also emotionally
Wanted to explore whether or not virtual installations could create visceral experiences for participants
The Kristallnacht exhibition succeeded in delivering a kinetic, intellectual and visceral learning experience for participants.
Experience drove participants to ask how they should go about donating to the museum
USHMM Case

Slide: Source: With some help from Roger Shank’s use of same Mnemonic for Scenario Based learning CATT Case First Responder Training

117 people die each day in motor vehicle crashes
For every minute that a lane is closed, the chance of a second collision goes up 3%
Achieving quick clearance reduces fatalities and pollution and increases productivity via the efficient flow of goods
First responder decisions and actions are very situational and contextual in nature.
Cost of traditional learning approach is very high (Hollywood style role play).
Cost to scale and align training practices across functions (Police, EMS, Fire) and States/Counties was prohibitive
Able to situate first responders from states up and down the east cost within authentic 3DLE experiences drives alignment around best practices for quick clearance at a cost that is significantly less that conducting physical training
CATT Case

Slide: Source: With some help from Roger Shank’s use of same Mnemonic for Scenario Based learning IBM Case Academy of Technology Meeting

750 Global Graduates traditionally engaged in a physical Global Graduate Forum in London
Increased economic pressures required a different graduate development opportunity that still addressed the objectives of GGF
Existing technological alternatives were deemed insufficient to ensure a positive experience for GGF participants
Needed a technology solution that created an immersive experience for pariticpants
Wanted to move instructional design to a problem-based model
Needed an environment that enabled spontaneous networking between graduates and company executives
Participant evaluation scores were favorable for business relevance, learning transfer and networking
Cost was less than 10% of that the previous physical GGF ($5M)
Virtual format allowed for increased participation from those at a distance
BP Case

Slide: Source: With some help from Roger Shank’s use of same Mnemonic for Scenario Based learning Looking Forward Double Happiness Jeans Factory

Presto! Jeans

Maturity and Archetypes

Chapter 3 Escaping Flatland

Slide: Unbounded Space Social Interaction Communities User Created Content Business Unbounded Space Social Interaction Communities User Created Content Business Opportunity Bound by a Narrative Defined Roles NPCs Rules Tokens Ranks and Levels Alphabet Soup

3D Learning Experience Meet Jane and Jack 2D Synchronous Learning

Slide: Source: e-Learning Guild 360 Report – Synchronous Learning Systems. June 2007. 2D SYNCHRONOUS LEARNING 3D LEARNING EXPERIENCE Difference

Slide: Immersion * Interactivity = ENGAGEMENT I*I=E Equation (I*I) + (C*C) =E

Chapter 4 Architecting Learning Experiences

Architectural Alignment

Principles

Macrostrutures

Archetypes

Conceptual Orienteering Activities or situations in which learners are presented with examples and non-examples of environmental or situational conditions for the purpose of discrimination and creating an understanding of key concepts

Critical Incident Plan for, react to or conduct activities that are unexpected , infrequent or considered to be dangerous when practiced in the real world.

Co-Creation Social facilitation enabling two or more individuals to work together with a goal of contributing to the formation of something new .

FWI E&Y USHMM Maps

CATT BP Maps

Knowledge Type and Archetype

Sensibilities

Slide: The Sense of Self The Death of Distance The Power of Presence The Sense of Space The Capability to Co-Create The Pervasiveness of Practice The Enrichment of Experience Differentiation

Just DO it !

Get Fired Up ! Convince Naysayers to Commit to the Obvious!

Slide: Connect http://wadatripp.wordpress.com http://www.karlkapp.blogspot.com Tony’s Blog Karl’s Blog Facebook Fan Page http://www.learningin3d.info/ Book Home Page

http://www.corpu.com	19
http://www.slideshare.net	14
http://corpu.com	4

Learning in 3D

by CorpU on May 21, 2010

Accessibility

Categories

Tags

Upload Details

Usage Rights

3 Embeds 37

Statistics

Learning in 3D — Presentation Transcript