Top 10 Tools for Learning in 2011

Each Year, Jane Hart founder of the Center for Learning & Performance Technologies invites learning professionals from around the globe to vote on top tools for learning.  Voting closes tomorrow November 13.  Afterwards, she will publish the final list.

It is tough to limit choices to 10 tools, but here is the list I submitted based on what we have been using inside my company, and what I have been using personally for informal learning, development and collaboration.

1. Microsoft SharePoint - we have been using this to create learning environments around formal courses to enable informal learning - includes wikis, shared calendars, document repository and many other joyful tools!
2. Yammer - our enterprise microblogging tool has provided a venue for groups to form and learn from each other.  Informal learning, collaboration, social learning, sharing - it all happens here.
3. Microsoft Office Communicator - share your desktop and video conference using voice over IP in an instant.
4. Delicious - my personal knowledge management favorite.
5. Skype - bringing people together - even when they're not!
6. YouTube - when you want to make a point clear to people, you can usually find a brief video to share that does it for you.
7. Dropbox - new to me and moving up the list. With the growth of tablets, this tool becomes more important for sharing.
8. SlideShare - great for researching presentations and sharing your own
9. Twitter - I've learned more through the connections I've made through twitter over the last two years than through any other means.
10. Ted Talks - If you haven't seen one, check them out.

If I could have added two more I would have added Evernote, and of course, Blogger.

Branding Learning vs. Learning Brand

Over the last few months as we have been developing processes for our company’s newly formed Learning Shared Services, we have had many discussions about branding and brands. We have pulled together workplace learning professionals from at least ten separate training departments that were operating independently within the company to create our Shared Services group. As you can imagine, we have quite a hodgepodge of looks, feels, and approaches to providing learning services to reconcile into something that can effectively serve the enterprise both globally and locally.


The team that I assembled to work on our project management and course development processes has had much dialog and debate around branding and brands. One of the first things we needed to do was to draw a distinction between the two - so we could define both for our needs - before we could move forward.

Branding Learning - We agreed that how we are Branding Learning is reflected in the look and feel of the learning materials we produce for Instructor-led, virtual classroom, and e-learning programs. It includes design and placement of logos, color schemes and the like on our materials and program communications. It is a subset of our Learning Brand. To address our branding issues, we took two immediate steps:

(1) Neutralize all old program branding in favor of common company branding guidelines, color schemes, fonts, etc.

(2) Develop a new “family of skins” for our e-learning programs and a standardized approach to creating instructor guides and participant materials for instructor-led training. (Note: special thanks to the elearning brothers for helping us to create the new skins.)

Learning Brand - Our Learning Brand is reflected in the image created by the experiences our learners and business partners have when they interact with us through classes, projects, portals and any virtually any place in which we have a presence. There are three things we need to work on to ensure the brand image we project, is the one we intend:

(1) Brand Alignment – We need to ensure that our brand is aligned with business expectations. Some questions we need to answer for ourselves are: What do our business partners look to us for? What do we contribute to the business? How do we impact business results such as growth and profitability?

(2) Brand Presence – We need to market our services and be visible when and where the business expects to find us. Some considerations here include: What channels are our learner and business partners most likely to use to engage our services? Do our marketing messages convey competence, relevance and credibility as a learning partner? Are our messages and offerings in synch with business needs? Is our branding consistent in all places in which the business will encounter us?

(3) Brand Experience – We need to match the expectations created by our marketing in the delivery of our services. Considerations here include: Are we consistent in our offerings? Do our learners get what they expect out of our classes and services? Do our services meet their needs? Are our e-learning programs consistent in quality, usability, and results achieved? Do we live up to “the deal” when learners attend our instructor-led or virtual classroom programs?

Whether you are operating on a local or enterprise level, these considerations are important to ensure alignment and the right positioning to support your business’s needs.

Two Years and Still Growing

Today is the second anniversary of the launch of Many Ways to Learn. I never thought there would be much interest in a blog about workplace learning, but here we are two years later. When I talk about my work among friends and family, everyone runs the other way. But this blog does have a modest following, and the connections I’ve made through it have been enriching both personally and professionally. Feedback indicates people are gaining something by reading it, which makes it worthwhile to continue.


Two years ago, I started writing this blog as part of a personal experiment. I was not using social media tools at all. As a learning professional, I felt it was important to understand these tools. I wanted to see if they held any promise for use alongside our formal learning offerings. I didn’t expect they would, but I was wrong. They certainly proved to hold promise. I slowly began to introduce them to my team members. I have a creative bunch so I wanted to see what ideas and suggestions they might come up with for usage in service to our learners. At the time, terms like informal learning, social learning, personal knowledge management, and content curator were not part of our day-to-day working vocabulary. I’m happy to say they are today. In November 2009 I really began seeing the possibilities. I wrote this blog entry: Web 2.0 Learning Shift to describe what I saw happening. Since then we have implemented a number of non-traditional learning solutions at my company to give our learners alternatives to classroom training or self-paced e-learning. Do we have all our learning opportunities embedded directly in the workstream? No, we don’t. Do we have more learning opportunities in the workstream than we did two years ago? I am proud to say yes, we do.

Here are a few more YES/NO situations to describe the current state of learning at my company.

YES – people are having workplace discussions and sharing resources though social media.

NO – not everyone in the company is on board.

YES – we have a formal social media policy.

NO – we don’t block people from using twitter or facebook at work.

YES - we do have our own internal social media network (through Yammer) available to employees worldwide.

NO – our senior leaders are not all active in our social media network.

YES - we do have online discussion groups and virtual meet-ups to promote learning.

NO - we can't measure what people are learning through these groups, but their discoveries are evident.
YES – we are conducting classes virtually.

NO – we are not using virtual reality tools like Second Life.

YES - our virtual classes are interactive discussions.

NO - our virtual classes are not passive PowerPoint webinars.

YES – we do have wiki-based tools and activities that allow learners to build off each other’s ideas.

NO – we don’t have control over what people post or the edits they make – but it has not been a problem.

YES – we have created learning environments in SharePoint to help our employees manage their learning experiences.

NO – they don’t all take to SharePoint like a duck takes to water.

YES – we do offer just-in-time access to workplace answers through our knowledge management system.

NO – we have not retired our learning management system.

YES – our employees are accessing (some) audio and video content through mobile devices.

NO – the mobile content does not mainly originate from the learning department.

YES – we do capture and share best practices through social media tools.

NO – our social media tools are not the most commonly used means of sharing best practices.

YES – we have increased our employees’ ability to learn through informal means.

NO – we haven’t stop designing and delivering Instructor-led classroom training.

YES – we develop a lot of rapid e-learning programs.

NO – our e-learning programs are not all award winners, but they don’t have to be to be effective.

The last two years have certainly been interesting. They have shown me there are indeed Many Ways to Learn. Through writing this blog and interacting with readers, I’ve discovered a lot and grown quite a bit as a learning professional. I’ve used what I have learned to help my department evolve and to help employees in my company be successful. I also hope this blog has led others to make a few discoveries. Thanks for reading.

What Tools Are Instructional Designers Using These Days?

July has been a busy month for me.  One of the things I've been doing is interviewing candidates for an open Instructional Designer position on my team.   It is great (and a little scary) to see the wealth of talent and experience that is available.   I've enjoyed the interviews.   It is such a pleasure to be able to talk about instructional design and workplace learning with other people who are passionate about it.   Most people run the other direction when I start talking about these things.

Below is a list of tools created from the resumes I received in response to my job posting.   If you're looking for someone to help you with any of these tools, I've got a lead for you.

Virtual Collaboration Is Easy

There certainly are Many Ways to Learn. One of them is to sit back and observe. That is what I did this week as I watched two tech support people from two different companies troubleshoot a software problem on my laptop. The amazing thing was they did this seamlessly, working virtually, from two different parts of the world.

I recently installed a new software package on my computer. The installation went fine, but I was having difficulty registering it with the company from which I received it. I called their tech support group, based in Cincinnati Ohio to troubleshoot my registration. After attempting to help me register by going through the usual steps (and two alternative methods), the technician determined that something on my computer was blocking communication to my registry. In order to access my registry, I needed to be logged in as a system administrator rather than with my usual user ID. Of course, this was my work laptop and being an employee at a good ole American company that is concerned with data security, I don’t have admin rights for my computer. In order for me to log on as an administrator, I needed to call my company’s tech support team which, being a good ole American company, we have outsourced to another company in India.

So I put the Cincinnati guy on hold while I called India. The India guy helped me get logged on as an administrator, but I still wasn’t sure what I needed to do. Using the conference call feature on my phone, I connected the Cincinnati guy and the India guy at the same time. The Cincinnati guy tried to describe what needed to be done to the India guy and me. Neither one of us was quite getting it, so he suggested setting up a web meeting so I could share my desktop with him and he could perform the required steps for me. It took a minute or two to get the web meeting going, but once it was, he began proceeding through the steps to complete my registration. This was going along fine until he hit a snag. He encountered an unfamiliar setting that was blocking him from completing the registration. The India guy knew what this was, but he had difficulty getting the Cincinnati guy or me to understand what we needed to do to get through this blockage. Fortunately I was able to share my desktop with him to using Office Communicator so he could complete those steps. That freed things up for the Cincinnati guy to complete what he needed to do to get my software registered.

It was fascinating as I sat in my office in Connecticut watching the Cincinnati guy and the India guy take turns manipulating my laptop while the other watched in such a matter-of-fact way. It really brought home the message about how easy it is these days to work collaboratively or to provide just-in-time coaching support at a distance.

3 Ways to Foster Collaborative Learning #LCBQ

The Learning Circuits Big Question (#LCBQ) for June asks:

 How do we break down organizational walls when it comes to learning?

To me, this is really a question about organizational readiness for collaborative learning. As I assess my own work situation, I think about the expectations the business leaders in my company have about what learning is, and I think about the dynamics within the learning group. In both cases, there is some change management needed. Here are three things I focus on to foster the evolution of collaborative learning in my organization:

Help people recognize that formal learning is not always the answer. Business leaders often come to us saying, “We have a training need.” In their mental model of the situation, they envision people sitting in a classroom for a couple of days, or going online to complete a few elearning modules and the problem is solved. Likewise, it is a knee-jerk reaction for instructors who make their living in the classroom, or for course developers who produce and publish elearning, to think of formal learning as a solution first. Sometimes this will be the answer, but in many cases, slowing things down and considering other alternatives can yield creative and effective solutions other than formal learning. The communication tools and connectivity we have today through our laptops, mobile devices and social media create many possibilities for learning through collaboration.

Partner with the geeks. Every company has them. They are the IT people who are always pushing for the latest technology upgrades; the marketing people who blog, tweet and update company events on facebook; the recruiters who do all of their networking and sourcing through LinkedIn. They have made the leap from the traditional ways of doing things in their field to newer approaches. They recognize the power of the community and the relative ease with which people can be summoned and organized through social media at virtually no cost. It is among these folks that you will find champions for change who will help you knock down the walls.

Let communities grow organically. While it may be tempting to try to jump start collaborative learning by requiring people to sign up and participate in social media groups, this really cannot be forced. Collaboration through social media, for learning or other purposes, has to be an “opt in” experience. The most successful communities are built around common interests by people who want to be there because they are passionate about the topics or issues being discussed. That doesn’t mean you have to sit back and wait. As a learning person you should be present and visible on social media in your organization. Model behavior for business people and your learning colleagues. Seed the waters in the conversation stream by sharing resources and links around topics that are of interest to your learners. They in turn will be encouraged to join in the conversation and share as well.  We have been doing this for some time at my company. Check out this blog post from January 2010: Social Media Strategy for Learning for information on how we have been doing this using yammer.

Little Green Men Invade the Parking Lot

Anyone who has ever walked into a corporate classroom, sat down with coffee in hand waiting for the session to begin, has probably looked up and seen a clean white sheet of flip chart paper tacked up to a back wall or taped behind a door with the headline “Parking Lot” written across the top in brightly colored markers. It is usually something the facilitator joyously points out during the beginning of class ritual somewhere among the agenda, the objectives, the what-do-you-want-to-get-out-of-today’s-session discussion and the directions to the restrooms and fire exits. It is the tool of choice to capture those seemingly unanswerable questions and comments that arise during class that must be deferred to, and deliberated over by, the all-knowing but unavailable subject matter expert “who can’t be with us.” It is an old stand-by meant to comfort the class and bring relief to the facilitator. The participants are comforted knowing their insightful questions or challenging real-world situations that takes us beyond the boundaries of what is being covered in class will be acknowledged, addressed, and perhaps even acted upon, by the remote and powerful bigwig who has the knowledge and clout to tackle such things. The facilitator draws relief from the fact that by jotting the issue down on a post-it, and popping it up on the Parking Lot, she won’t have to sacrifice valuable classroom time trying to unravel a seemingly unsolvable esoteric puzzle. Yes, the Parking Lot is a longstanding, battle-tested classroom tradition that is tried and true. But has reached the end of its day?

I recently took over responsibility for a managing a group technical training instructors. They conduct classes to prepare service technicians to install and repair a variety of hardware and software products we sell as part of our customer solutions. Having spent most of my workplace learning career focused on leadership, communication, and other soft skills topics, it is going to take me some time to understand nuances of this baffling world of electro-mechanical wizardry, touch-screen interfaces, and the impact of trying to train 64-bit software on a 32-bit machine (if that is even possible). This week, in a meeting with one of the instructors, we got into a dialog about how he keeps up-to-date on all of the technical knowledge he needs to run his classes effectively. With the amount and frequency of product introductions and updates in our company, I expected he needed to build a “Parking Garage” to capture all the questions I imagine to be unanswerable in this mystifying technical realm. He shrugged his shoulders seemingly to indicate that “it’s part of the job.” Then he admitted that it is impossible to keep up with all the product changes. But even though that is the case, there is no Parking Lot in any of his classrooms. He told me about the long list of engineering and operations subject matter experts he has on his MS Office Communicator instant messaging contact list. At any given time during class, he can scan the list to see who is “green,” meaning they are online and available. So when someone in his class asks, “What was the thinking behind moving the lever to the other side of the unit in the version 4 release of Product X?” he doesn’t reach for the post-its. He taps the keyboard and gets the answer right then and there. And when the service technicians leave class, they pull out of the parking lot not only well trained, but with the list of little “green” men and women in tow as well.