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Learning in 3D


Presentation Slides from the CorpU webinar on Learning in 3D on May 20 2010. …

Presentation Slides from the CorpU webinar on Learning in 3D on May 20 2010.

Forward-thinking executives, managers, faculty members, and training professionals are already using 3D environments to design, develop, and collaborate internationally and are seeing real benefits both financial and performance-based. Organizations that fail to leverage this technology in the near future will be left behind.

Understanding the impact that 3D environments, virtual worlds, and immersive learning spaces will have on society, business, and learning is a challenge but also critically important for the future.

Corporations, academic institutions, and government agencies must develop a clear understanding of how virtual immersive environments will impact global interactions, knowledge transfer, work transactions, and existing learning paradigms.

The authors of the acclaimed book, Learning in 3D: Adding a New Dimension to Enterprise Learning and Collaboration (, will provide an overview of practical, research-based recommendations and techniques for integrating existing training, business, and computer systems into productive 3D virtual work environments. This webinar will offer insights into innovative methods already being used in a variety of settings by early adopters.

Participants will learn the reasons why learning leaders should care about 3D learning, what they should consider if contemplating the use of 3D learning, and how to get started with creating a 3D learning and collaboration environment within their organizations. Additionally, they will gain a clear picture of the value proposition of learning in 3D environments.

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  • Compliance Training, orientation


  • 1. Learning In 3D Karl Kapp & Tony O’Driscoll May 20, 2010
  • 2. 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
  • 3. 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
  • 4. The Joys Of Great Talent
  • 5.
    • 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
  • 6. Links to resources And Case Studies Continuing Discussion
  • 7. Karl Kapp and Tony O’Driscoll Learning in 3D Adding a New Dimension to Enterprise Learning and Collaboration
  • 8. Slide: Meet Aidan and Liam
  • 9. Slide: Meet Nathan and Nicholas
  • 10. Slide: And, of course, TRON
  • 11. Slide: Quick Poll: Do you Avatar?
  • 12. Lets Write a Book!
  • 13. Book Structure
      • Here Comes the Immersive Internet
      • Learning to Change
      • Escaping Flatland
      • Architecting Learning Experiences
      • Designing by Archetype
      • Learning from Experience
      • Overcoming ADDIE Addlement
      • Steps to Successful Enterprise Adoption
      • Rules from Revolutionaries
      • Back to the Future
  • 14. Chapter 6 Learning from Experience
  • 15. Grounded in Experience
  • 16. Grounded in Experience
  • 17. Slide: Source: With some help from Roger Shank’s use of same Mnemonic for Scenario Based learning FutureWork Institute Case Diversity and Inclusion
  • 18.  
  • 19.  
  • 20.  
  • 21. 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
  • 22. Slide: Source: With some help from Roger Shank’s use of same Mnemonic for Scenario Based learning Ernst & Young Case Inventory Observation
  • 23.  
  • 24.  
  • 25.  
  • 26.  
  • 27. Challenge/Objectives Why 3D? Solution Benefit/Result
      • 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
  • 28. Slide: Source: With some help from Roger Shank’s use of same Mnemonic for Scenario Based learning USHMM Case Kristallnacht Exhibition
  • 29.  
  • 30.  
  • 31.  
  • 32. Challenge/Objectives Why 3D? Solution Benefit/Result
      • 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
  • 33. Slide: Source: With some help from Roger Shank’s use of same Mnemonic for Scenario Based learning CATT Case First Responder Training
  • 34.  
  • 35.  
  • 36. Challenge/Objectives Why 3D? Solution Benefit/Result
      • 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
  • 37. Slide: Source: With some help from Roger Shank’s use of same Mnemonic for Scenario Based learning IBM Case Academy of Technology Meeting
  • 38.  
  • 39.  
  • 40.  
  • 41. Challenge/Objectives Why 3D? Solution Benefit/Result
      • 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
  • 42. Slide: Source: With some help from Roger Shank’s use of same Mnemonic for Scenario Based learning Looking Forward Double Happiness Jeans Factory
  • 43.
  • 44.
  • 45.
  • 46.
  • 47. Presto! Jeans
  • 48. Maturity and Archetypes
  • 49. Chapter 3 Escaping Flatland
  • 50. 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
  • 51. 3D Learning Experience Meet Jane and Jack 2D Synchronous Learning
  • 52. Slide: Source: e-Learning Guild 360 Report – Synchronous Learning Systems. June 2007. 2D SYNCHRONOUS LEARNING 3D LEARNING EXPERIENCE Difference
  • 53. Slide: Immersion * Interactivity = ENGAGEMENT I*I=E Equation (I*I) + (C*C) =E
  • 54. Chapter 4 Architecting Learning Experiences
  • 55. Architectural Alignment
  • 56. Principles
  • 57. Macrostrutures
  • 58. Archetypes
  • 59. 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
  • 60. Critical Incident Plan for, react to or conduct activities that are unexpected , infrequent or considered to be dangerous when practiced in the real world.
  • 61. Co-Creation Social facilitation enabling two or more individuals to work together with a goal of contributing to the formation of something new .
  • 62. FWI E&Y USHMM Maps
  • 63. CATT BP Maps
  • 64. Knowledge Type and Archetype
  • 65. Sensibilities
  • 66. 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
  • 67. Just DO it !
  • 68. Get Fired Up ! Convince Naysayers to Commit to the Obvious!
  • 69. Slide: Connect Tony’s Blog Karl’s Blog Facebook Fan Page Book Home Page