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Design Philosophy

UNDERSTAND
"Why"

Impact of Success
Barriers & Strengths
Culture & People
Desired Behaviors
Past Approaches

experiential

Experience Drives Behavior

Behavior Change is Hard

Learning Needs to Connect

Feel the "WHY"

Learning Requires Trial and Error

support & accountability

Learning Requires Retrievel

Culture Requires Quick Access

Tools Requires Intuitive Design

Change Requires Accountability

Accountability Requires Planning

iterate & evaluate

Businesses need fast and effctive solutions

No solution is initially effective without iteration

Great solutions weaken over time without changes

UNDERSTAND
"Why"

Understanding the "why" behind decisions, behavior, how things work, importance, urgency, and much more is necessary for behavior change. For learning experiences to have the desired impact, I need to understand why learning needs to be a part of the approach, "why" is telling people not enough to impact change.

Because the "why" is often below the tip of the iceberg, effective questioning skills are critical to reaching that level of understanding. As a social worker, assessing and asking questions was a highly developed skill I've applied to designing learning. Asking questions in a way that doesn't feel like you are prying or cause defensiveness is an art form and has helped me support our business leaders and associates.

experiential

I've been fascinated with how our brains receive, retain, interpret, retrieve, and communicate information since my first Human Development course in college. Science has helped us understand that both external and internal factors play a significant part in how we receive and apply meaning to new information.

Effective learning solutions require instructional designers to create experiences that guide participants to connect their internal processing (emotion, past experiences, WIFM, motivation, connection to the "why", etc.) with the goal and desired behaviors of their learning. Rarely is the desired connection made without participants "experiencing" the concepts/information/process/etc. for themselves versus being told what they will experience.

support and accountability

Learning and applying something new is a process for human beings that requires an intentional approach for each stage of learning. Early in my design career (2013), I was fortunate enough to participate, through the then eLearning Guild, in Conrad Gottfredson's 10-week course on the AGILE instructional design model. 

 

Several key concepts from that course continue to influence my approach to designing learning:

  • Design for the 5 Moments of Need

  • Electronic Performance Support Systems (EPSS)

  • Rapid Task Analysis

  • Applying the Learning Experience and Performance (LEaP) model to my design process

Over the years, practical experience has led me to the realization that Accountability is another critical element to incorporate into the design process. From the beginning, the role of leaders, by title or culture, in the learning process must be identified and incorporated into the learning experience. If leaders don't understand their role and the necessary procedures to ensure their teams change their behavior, the effectiveness of any learning program dramatically diminishes.

iterate & EVALUATE

After all the time and energy spent assessing, designing, and developing a learning program that accounts for the full cycle of changing behavior, sustaining that energy through the iteration and evaluation process can be difficult.

The ability to measure the "Results" of learning relies on the investment of leadership and the availability of systems that can measure results and tie them back to learning programs. Connecting accountability to evaluation helps understand the story behind the quantitative data and identify how to approach the next learning iteration.

Iterating content while I'm designing and developing has always been a part of my design approach. I've also been fortunate enough to have a leader that embraced the iteration of existing programs, including successful programs she'd designed from the ground up. I can embrace updating "my" programs and let other team members take the lead on how to update and enhance our programs so they continue to meet the high expectations of our company leaders.

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