Learning in 3d Chapter 9 Rules from the revolutionaries
<ul><li>4 revolutionaries in the area of 3-D learning were invited to share their thoughts, rules, critical success factors, tips and values on how to implement 3-D learning in the real world. </li></ul><ul><li>Their insights are based on hands-on experience, success stories as well as brilliant failures. </li></ul><ul><li>Together, their insights form a gold mine. </li></ul><ul><li>In this summary, I took one or two diamonds (IMHO) from each on the 4 revolutionaries. </li></ul>
Issues: <ul><li>Overcoming objections </li></ul><ul><li>Establishing a beachhead </li></ul><ul><li>Securing sponsorship </li></ul><ul><li>Making the case </li></ul><ul><li>Crossing the chasm </li></ul><ul><li>Going mainstream </li></ul><ul><li>Demonstrating value </li></ul><ul><li>Double loop reflection </li></ul>
Steve Mahaley <ul><li>Director of learning technology, Duke Corporate Education. Focuses on creative and effective design of educational programs. </li></ul>
Overcoming objections Objection How to overcome it “ I never used personally 3D. Maybe my kids…” “ Games are for fun…” Refers to research and serious writing on gaming. Showing the (scientifically proven) linkage between good gaming and memory retention. Connect gaming with serious learning. Drawing analogy between 3-D learning /gaming and role playing in the class room, or outdoor training or other immersive technique people are more used to . “ 3D is expansive” Telling the good news – technology cost goes down every month. Standard corporate HW/SW platforms can deal with 3D. Therefore, the technological and financial barriers can be addressed reasonably.
Making the case Demonstrate to your sponsors something that your competitors are doing. Provide hard data, if available (business impact - benefits from using 3D). Give your sponsor a direct experience. A guided tour in a 3D environment. Seeing it and being there is critical. Use a vendor neutral approach. Select the best platform for each specific need A plot project which addresses a real gap – and make sure you have real data on the (low) performance of the traditional learning system. Make your first step smart, focused, limited in scope.
Karen Keeter <ul><li>Marketing executive, IBM Research. Helps define the emerging market IBM calls the “3-D Internet” </li></ul>
Establishing a beach head <ul><li>Look for the low hanging fruits.. They are out there, perhaps isolated in “pockets of early adopters”. </li></ul><ul><li>Invite communities of practices/ affinity groups to experiment with 3D. They might be the first ones to discover the value. </li></ul><ul><li>Create “early adopters” communities. </li></ul><ul><li>Invite remotes team to use virtual worlds. It might be very effective for them. </li></ul><ul><li>Recruit the Hr people as your partners – they ARE interested in new ways to enhance collaboration, communication and learning. </li></ul><ul><li>Find groups of people that used to have face to face meetings, lost this opportunity for interaction (for example due to cost cuttings on travel budget) and are desperate to renew to human interaction experience. </li></ul>
Brian Bauer <ul><li>Founder and managing director at E’tape Partners, responsible for business development and overall company strategy. Looking forward for virtual worlds and immersive internet. </li></ul>
Double loop reflection The top 3 pieces of advice <ul><li>Don’t “me too” – 3D worlds like 2 nd life are grave yards of failures. Do some soul searching and ask the real questions: 3D – why? would it would add value? How? What are the real challenges? Once you addressed these questions seriously, you can call the technology vendor. </li></ul><ul><li>Define your actionable objectives - “reduce cost”, “enhance learning” are not actionable objectives. Define concrete, task level goals. Make sure that 3D provide enough differential value above existing collaboration tools. </li></ul><ul><li>Approach virtual worlds as buisaness critical technology, Nothing less . 3D is a disruptive technology. You can introduce it by saying “hey, try it, It is cool”. Show your intended users what might be the real value. And here come a proactive insight by Brian: “You need to manage people expectations. If you don’t tell them what to think, they will form their own conclusions, and that is not a good risk mitigation ”. (I am not sure I agree, but this is certainly a thought provoking suggestion. RD.) </li></ul>
John Hengeveld <ul><li>Senior business strategist for Intel’s Digital enterprise group </li></ul>
Crossing the chasm and going mainstream <ul><li>The technology must integrate seamlessly with a broad range of clients’ devices. Avoid solutions that require too high performance machines. </li></ul><ul><li>Economics and profitability drives innovation and mainstream deployment. This means: efficient development of applications, efficient support procedures etc. You don’t want exotic applications which take years to develop and large teams to support. </li></ul><ul><li>Mainstream users don’t have the time or inclination to manage details. Usage must be simplified. Implementation must be simplified. This calls for distinct solutions, not “one solutions fits all” approach. </li></ul>
My Suggestion <ul><li>You enter the 3d learning world? </li></ul><ul><li>Read twice this chapter. Take the time and cluster the insights of the got your first, or better, second success 4 revolutionaries by categories (group their 4 personal perspectives on “overcoming objections”, “crossing the chasm” etc.). </li></ul><ul><li>Print those lists (pure gold, as I said before), glue them to your white board. Have them their until you have you first, or better, second success story. </li></ul>