I had an educational design epiphany the other day. Let me take this opportunity to share it with you.
One of my clients has entered the age of Fintech and however cool the buzzword may sound; the human implications are often staggering. The CEO retired, the board needed to be renewed, management levels were scrapped and basically any supervisor left was asked to apply for a new job. In some lines of business only 10% of management became obsolete, in others much more. And I’m not even going to start to address the shop floor implications as one banking outlet after another was closed.
For those of you who know me, it should come as no surprise that my heart in learning and development very much lies with the power of the innate potential that each and everybody harbors. If I were to ask if you resonate with my vision, you’d probably say: “yes, yes I do” and probably even wholeheartedly.
Here’s the thing, though. What if we were to boldly broaden this positive perspective beyond learning and on to organizational development? What if teams of ‘high potentials’ were to undertake projects to improve what they’re jointly driven and committed to doing? Not by following some managerial directive, but by finding and following their own intrinsic drive for improvement.
At each ATD International Conference and Exposition, ATD’s annual global learning-fest, the honour goes to Tony Bingham to address an emergent issue in HRD. As in 2015 and 2016 we heard from Tony and senior HRD leaders about the importance of going mobile in learning. Mobile learning is the carrier, the platform, for micro learning. Small learning nuggets, preferably about a single topic that cover a single learning or performance goal.