Thursday, 18 December 2008

Learning by Surprise

You take the same route to work every day, driving the same car, crossing the same intersection with the same median strip. Same old, same old. But this morning something new catches your eye: a cow grazing in the median. It takes a couple of honks to remind you that the light has turned green.

If you are like most people, you will remember this moment in your morning commute for a long time—the sun was shining, daffodils had just pushed up in the median, and “We Are the Champions” was playing on the radio. Yet all the other countless times you have driven through this intersection are long forgotten.

Psychologists have known for some time that if we experience a novel situation within a familiar context, we will more easily store this event in memory. But only recently have studies of the brain begun to explain how this process happens and to suggest new ways of teaching that could improve learning and memory.

Novelty Detector
One of the most important brain regions involved in discovering, processing and storing new sensory impressions is the hippocampus, located in the temporal lobe of the cerebral cortex. Novel stimuli tend to activate the hippocampus more than familiar stimuli do, which is why the hippocampus serves as the brain’s “novelty detector.”

The hippocampus compares incoming sensory information with stored knowledge. If these differ, the hippocampus sends a pulse of the messenger substance dopamine to the substantia nigra (SN) and ventral tegmental area (VTA) in the midbrain. From there nerve fibers extend back to the hippocampus and trigger the release of more dopamine. Researchers, including John Lisman of Brandeis University and Anthony Grace of the University of Pittsburgh, call this feedback mechanism the hippocampal-SN/VTA loop (above right).

This feedback loop is why we remember things better in the context of novelty. As Shaomin Li and his colleagues at Trinity College Dublin discovered in 2003, the release of dopamine in the hippocampus of rats activates the synapses among nerve cells, creating stronger connections that lead to long-term memory storage. We wondered whether this same neuronal loop facilitates the retention of other information that is perceived along with novel stimuli.

At the University of Magdeburg’s Institute for Cognitive Neurology, in collaboration with Emrah Düzel and Nico Bunzeck of University College London, we used functional magnetic resonance imaging to measure the activity of various brain regions based on blood flow. We presented one group of test subjects with a set of already known images and a second group with a combination of known and new images. Subjects in the second group were better at remembering the images than subjects in the first group were, and the fMRI data showed greater activity in the SN and VTA areas of the brain when the subjects were viewing unfamiliar images. This correlation may help explain how novelty improves memory.

Increased Retention
Are the effects of novelty on memory merely temporary? To answer this question, we showed test subjects a variety of photographs and measured their brain activity using fMRI. We also gave the participants a series of words to sort according to their meaning.

The experiment continued the next day when we showed some of the test subjects new images while others viewed familiar ones. Then we asked all the subjects to recall as many words from the previous day’s exercise as they could. Recall was significantly better in the group that had just viewed new images.

In other words, novelty seems to promote memory. This finding gives teachers a potential tool for structuring their lessons more effectively. Although most teachers start a lesson by going over material from the previous class before moving on to new subject matter, they should probably do just the opposite: start with surprising new information and then review the older material.

Retrieved from Scientific American.

Password Meter

This password meter is designed to assess the strength of password strings. The instantaneous visual feedback provides you with a means to improve the strength of your passwords, with a hard focus on breaking typical bad habits of faulty password formulation.

Monday, 15 December 2008

Crash Course in Learning Theory

A great crash course in learning theory, written by Kathy Sierra, author of the Creating Passionate Users blog.

  • Talk to the brain first, mind second
    • Get and keep attention; motivation
  • Learning is not a one-way "push" model
    • Learners are not empty vessels; create new pathways
  • Provide a meaningful benefit for each topic
    • Why? Who cares? So what?
    • Explain before content
  • Use visuals
    • Pictures, diagrams, visual metaphors
  • Use redundancy to increase understanding and retention
    • Say the same thing but differently; different perspective; engage the senses
  • Maintain interest with variety and surprise
  • Use conversational language
  • Use mistakes and failures
    • Showing is better than describing, and letting the learner experience is even better
  • SHOW don't tell
    • Experience through stories and scenarios
  • Use "chunking" to reduce cognitive overload
  • Make the learner feel relaxed and focused
    • "This IS confusing, so don't worry if it's still a little fuzzy at this point. It will start to come together once you've worked through the rest of the examples."
    • Don't patronise
  • Use seduction, charm, and mystery to build curiosity
    • Keep them hooked; cliffhangers
  • Use a spiral model to keep users engaged
    • Game "levels" (goals)
    • Get attention, build interest, challenging activity, payoff
  • Don't rob the learner of the opportunity to think
    • Ask questions, pose conflicting viewpoints, show from different perspectives, set up scenarios
  • Use the 80/20 principle to reduce cognitive overload
    • Knowing what NOT to include is more important than knowing what to include
  • Context matters
    • Place facts, concepts, procedures, examples in a bigger context
  • Emotion matters
    • Faces with strong expressions tap in to emotion
  • Never underestimate the power of FUN to keep people engaged
  • Use stories
    • Asking the learner to imagine wanting to do a particular thing, and then offering an experience of what that would be like with all the ups and downs
  • Use pacing and vary the parts of the brain you're exercising
  • Remember it's never about you. It's about how the learner feels as a result of the learning experience.

And here's the Summary Sheet.

100 e-Learning Articles and White Papers

Tony Karrer's collection of e-learning articles, white papers, blogs etc.

http://elearningtech.blogspot.com/2008/04/100-elearning-articles-and-white-papers.html

Friday, 12 December 2008

40 Inspirational Speeches

Will you fight? No, we will run, and we will live. Shame on you. This could be the greatest night of our lives, but you’re going to let it be the worst. And I guarantee a week won’t go by in your life you won’t regret walking out, letting them get the best of you. Well, I’m not going home. We’ve come too far! And I’m going to stay right here and fight for this lost cause. A day may come when the courage of men fails…but it is not THIS day. The line must be drawn HERE. This far, no further! I’m not saying it’s going to be easy. You’re going to work harder than you ever worked before. But that’s fine, we’ll just get tougher with it! If a person grits his teeth and shows real determination, failure is not an option. That’s how winning is done! Believe me when I say we can break this army here, and win just one for the Gipper. But I say to you what every warrior has known since the beginning of time: you’ve got to get mad. I mean plum mad dog mean. If you would be free men, then you must fight to fulfil that promise! Let us cut out their living guts one inch at a time, and they will know what we can do! Let no man forget how menacing we are. We are lions! You’re like a big bear, man! This is YOUR time! Seize the day, never surrender, victory or death… that’s the Chicago Way! Who’s with me? Clap! Clap! Don’t let Tink die! Clap! Alright! Let’s fly! And gentlemen in England now abed shall know my name is the Lord when I tell our enemies that they may take our lives, but they’ll never take our Independence Day!

By Matthew Belinkie (overthinkingit.com)

Thursday, 11 December 2008

Brain Rules

Dr. John Medina, a developmental molecular biologist and research consultant, and an affiliate Professor of Bioengineering at the University of Washington School of Medicine, is the author of Brain Rules.

2639567325_229777f260_o

According to John, here are the 12 things scientists know for sure about how our brain works.

Rule #1: EXERCISE Exercise boosts brain power.

Rule #2: SURVIVAL The human brain evolved, too.

Rule #3: WIRING Every brain is wired differently.

Rule #4: ATTENTION We don't pay attention to boring things.

Rule #5: SHORT-TERM MEMORY Repeat to remember.

Rule #6: LONG-TERM MEMORY Remember to repeat.

Rule #7: SLEEP Sleep well, think well.

Rule #8: STRESS Stressed brains don't learn the same way.

Rule #9: SENSORY INTEGRATION Stimulate more of the senses.

Rule #10: VISION Vision trumps all other senses.

Rule #11: GENDER Male and female brains are different.

Rule #12: EXPLORATION We are powerful and natural explorers.

Visit the Brain Rules website to find our more about the 12 rules.

Monday, 8 December 2008

Collaborative Working and Learning

Jane Hart takes a broad look at collaborative working and learning.

Collaborative brainstorming and mindmapping

Collaborative diagramming

Collaborative authoring

Collaborative reviewing

  • PleaseReview - secure, browser-based review environment. Reviewers can see each other's comments and changes and can reply, and authors can decide which comments and changes to accept. Authors get a single document with consolidated comments and changes.

Collaborative reflection

  • Blogger - Google’s free blogging tool
  • Wordpress - popular free blogging tool
  • TypePad - commercial, hosted blogging platform

Collaborative commenting

Collaborative annotation

  • Diigo - add notes and in-page highlights
  • iLighter - highlight, collect and share the web
  • Trailfire - add notes (aka trail marks) and save web pages

Collaborative productivity

Collaborative working (spaces)

  • Google Groups - free, hosted service that lets members have discussions as well share files
  • Central Desktop - tool for team, group or enterprise collaboration
  • Microsoft SharePoint - enterprise workspace platform for sharing information and working together in teams

Collaborative project management

Collaborative course design and development

Collaborative learning (spaces)

  • Moodle - open source VLE that has a number of collaborative tools that can be incorporated into a formal course learning space.

There are also a number of other open source systems that can be installed and configured to create collaborative, informal work/learn spaces for organisations, that also include a range of other social activities like user profiling, and social bookmarking, as well as blogging and file sharing. Tools in this category include: Drupal and Elgg.

Friday, 5 December 2008

Format of a Code of Ethics

Many codes fail because they suffer an identity crisis. It is not clear for whom they are intended or what their purpose is. They are often not designed with their reader in mind nor the context in which they are intended to be used.

The following should be considered in drawing up a format for a code of ethics:

  • Purpose and target audience - the style of the document should be influenced by its purpose. Above all, it should be helpful to employees.
  • Accessibility - the language must be comprehensible and familiar to the target audience. Hard and soft copies should be available and accessible where they are likely to be needed. Use of 'non-legalese' language and Q&As are also important.
  • Relevance - it needs to recognise issues relevant to staff and be material to the business's activities and locations
  • Leadership and reach - it needs to convey the commitment of the board and that ethical standards are applicable to all staff
  • Compliance or discursive - a code will normally contain "must do's", aspirations and dilemmas aimed to raise ethical sensitivity and confidence of staff. It is important to point out that what is right and wrong will not always be clear. Some short dilemmas should be included to illustrate the guidance provided.

Retrieved from Institute of Business Ethics (http://www.ibe.org.uk/codes_format.htm)

Thursday, 4 December 2008

Commoncraft - Plain English

Commoncraft make complex ideas easy to understand using short and simple videos, such as:

  • RSS in Plain English
  • Wikis in Plain English
  • Social Media in Plain English
  • Online Photo Sharing
  • Blogs in Plain English

Text2Mindmap

logosmall2

Text2Mindmap is a web application that creates a mind map out of a list of words.

Click here for more mind mapping tools.

JogLab

Jog your memory. Remember everything. Mnemonic creation.

Create a Jog (a mnemonic device or memorable phrase) to help remember your stuff.

http://joglab.com/

I came up with "cat able to jump accompanying hunting party" to remember the six wives of Henry VIII.

Tuesday, 2 December 2008

Stories & Comic Strips

When we are dealing with matters of human behaviour, we increasingly need to show humans talking. Use of audio is preferable, but presents many logistical challenges. Our current approach could be improved:

  1. Are the text boxes too clumsy?
  2. How can learners control the speed?
  3. How can learners replay the conversation?
  4. Why aren't the characters moving?

One solution may be to adopt a comic strip style approach, using a sequence of drawings to tell a story. Speech bubbles (or balloons) are used to represent the speech or thoughts of a given character.

Possible benefits of this approach are that it would completely remove the need for a slider and the ability for a speed control, making it simpler and quicker for the user. In addition, it forces the writer to keep their text succinct.

However, we do need to consider that this approach is more design intensive. A key to its success is that it’s very visual and there’s a lot of movement from the characters.

persepolis

Image taken from Persepolis, by Marjane Satrapi.

One of our main challenges is the design of characters - stock libraries don't always meet our requirements (see below), taking internal shots is not a scalable solution, and the use of poser characters is too design intensive.poser_comic1

Image taken from Cathy Moore's blog.

Resources

  1. Comic Life lets you create comics from pictures. Drag in your pictures, captions, lettering text (‘ka-blam!'), and speech balloons and your work is done!
  2. Making Comics, by Scott McCloud is a must-see guide to graphic storytelling.

Video Download Tools

If you want to play a YouTube video at an upcoming presentation and you're not confident you'll have a good enough connection to play the video online, you can use one of the following tools to download the video on to your PC or iPod.

KeepVid - Download as FLV (low quality) or MP4 (high quality)

TechCrunch - Download in FLV format (YouTube only)

Zamzar - Convert from various sites to various formats (100MB limit)

Vixy - Converts to AVI for Windows and MP3/MP4 for iPod

Friday, 28 November 2008

ITU Climate Change Demo

Here’s a short 10-minute module on Climate Change, created by Kineo for the International Telecommunications Union (ITU):

http://www.kineo.com/demos/itu_final/itu_final/final_demo.html

ClimateChange

Interactivity is simple (a few animations and multiple-choice questions), but Kineo claim to have developed this within 2 weeks.

What I like is the:

  1. Intro movie – Nice, full screen images with simple and clear messages
  2. Interface – This iTunes ‘Coverflow’ style functionality may not be appropriate for everything, but it’s certainly more innovative than the traditional Next/Back navigation

Neurons and How They Work

Jellyvision - Interactive Conversation

Jellyvision's well-executed interactive conversations encourage you to "feel" that a prerecorded host is talking, listening and intelligently responding to you.

Their guidelines for designing, writing and performing for an interactive conversation are as follows:

Maintain Pacing

Draw your visitor into the flow of conversation with the right choices.

  1. Give the visitor only one task to accomplish at a time.
  2. Limit the number of choices the visitor has at any given moment.
  3. Give the visitor only meaningful choices.
  4. Make sure the visitor knows what to do at every moment.
  5. Focus the visitor's attention on the task at hand.
  6. Use the most efficient manner of visitor input.
  7. Make sure the visitor is aware that the program is waiting for a response.
  8. Pause, quit or move on if input doesn't come soon enough.

Create the Illusion of Awareness

Respond with human intelligence and emotion to all of your visitor's actions.

  1. Respond to a visitor's actions.
  2. Respond to a visitor's inactions.
  3. Remember a visitor's past actions.
  4. Respond to a series of the visitor's actions.
  5. Incorporate the actual time and space that the visitor is in.
  6. Compare different visitors' situations and action.

Maintain the Illusion of Awareness

Avoid mistakes that remind your visitors that they are interacting with a machine.

  1. Use text and dialogue that generate a sense of intimacy.
  2. Make sure characters act appropriately while the visitor is interacting.
  3. Use dialogue that never seems to repeat.
  4. Be aware of the number of simultaneous visitors.
  5. Be aware of the gender of the users.
  6. Make sure that the dialogue performance is seamless.
  7. Avoid character commentary when user input cannot be evaluated.

Sample conversations: http://www.jellyvision.com/examples.htm

Friday, 21 November 2008

Made to Stick

What is that makes urban myths so persistent but many everyday truths so forgettable?

How do newspapers set about ensuring that their headlines make you want to read on?

And why do we remember complicated stories but not complicated facts?

Made to Stick, by Chip Heath and Dan Heath, applies the idea of 'stickiness' and identifies six steps to sticky messages:

  1. Simplicity - strip ideas to their essentials, use analogies
  2. Unexpectedness - surprise, get their attention
  3. Concreteness - avoid buzzwords, use plenty of examples
  4. Credibility - trusted authorities, testable, believable
  5. Emotions - disgust, sympathy, resentment all work
  6. Stories - tell a story

Games and e-Learning

Caspian Learning has produced a set of whitepapers looking at the use of learning based games in training and education.

Here are their 10 pedagogic reasons for games in learning:

  1. Motivation
    • Games typically involve good marketing, and level based design, keeping players interested through achievable goals, good feedback, and high quality production values. Motivation comes through good game play design and high levels of interaction.
  2. Learner-centricity
    • Games are massively interactive and rarely take control away from the learner, unlike traditional e-learning. Well designed games transform the learning process from a passive experience into an active learner-driven experience.
  3. Personalisation
    • The use of avatars and customisation is a strong form of personalisation. Games regard you as reaching certain states or goals, and allow users to earn rewards, which offer a user designed experience and a sense of personal progress.
  4. Incremental learning
    • Good games pull you onwards to the next task, upwards to the next level. Most games have an overarching goal along with levels and sub-goals. Players like to live on the edge of success and failure (regime of competence).
  5. Contextualisation
    • Games create a world in which learning takes place. This can be useful in terms of encoding and recall. Learning how to do something in the context in which it will actually be applied is good for transfer.
  6. Rich media mix
    • Games use 3D avatars, environments, objects and audio, which make their contextual worlds seem relevant. Games get the users to "do" something (challenges and tasks) rather than just watch it.
  7. Safe failure
    • Users learn by failing. Catastrophic failure (dying or getting thrown out of a level) is a strong feature of game design.
  8. Immediate feedback
    • Games are relentless on giving feedback in real-time: incremental feedback when progressing in a game, strong feedback for completion of a level, and overall progress couched in a league table and the ability of save progress, bookmark, and view your progress against others.
  9. Lots of practice and reinforcement
    • Games are played and replayed, which is rare for traditional training. Players learn how to overcome failure and get plenty of chances to reinforce the learning with a range of different challenges and tasks on the same subject, unlike traditional learning where the experience is often short term and we assume transfer of knowledge has been achieved (i.e. MCQ).
  10. Lots of collaboration
    • For those who see gamers as loners, it may come as a surprise to discover that their online communities are among the largest on the web. Game sites invariably have discussion groups, and gamers engage in dialogue about the games, and related strategies. Gamers genuinely seek to learn and teach other to reach their goals, which stimulates mutual support.

The psychology of motivation and learning tells us that these are the primary features of successful learning. If games can deliver these ten things then they're not an option in learning; they're a necessity. We'd be fools not to use their intrinsic strengths to strengthen, motivate, and accelerate learning.

3D Worlds, Simulations, and Games

Clive Shepherd clarifies his understanding of the difference between a 3D world, a simulation, and a game...

A 3D world is a graphic environment in which you can navigate. Think virtual reality. E.g. Second Life.

A simulation is an imitation of something real or a process. This does not have to be 3D. E.g. systems training.

A game is an activity with a goal and rules, in which the learner competes to better their own previous attainments. A game can involve a simulation (e.g. SimCity or other business games) and it can use 3D (e.g modern action video games), but it can take many other forms. E.g.  Quiz games, text or 2D adventures, board games, and mind games.

3Dsimgames

The difference between a game and a serious game is the amount of gaming elements (fun, engaging, and challenging) and pedagogical elements (effective learning) experienced by the learner.

Following on from this, Donald Clark gives his reasons for not using Second Life in learning. These include the lack of:

  • A good story (anecdotes, characters, storylines)
  • Support (what happened, what should have happened)
  • Interfaces that map to real world actions
  • Dynamic Artificial Intelligence (AI) characters with which learners can repeatedly try new behaviour to see how they react
  • Levels, tasks, and milestones

For more information, see Clark Aldrich's Style Guide for Serious Games and Simulations: http://clarkaldrich.blogspot.com/

Friday, 7 November 2008

We Tell Stories

Penguin UK has challenged its top authors to create new forms of story - designed specifically for the Internet.

One of these stories is The 21 Steps, written by Charles Cumming (inspired by The 39 Steps, by John Buchanan).

Follow the story as it unfolds across a map of the world.

http://wetellstories.co.uk/stories/week1/

21_Steps

Ethicability - The Moral DNA Test

This test is not a test you can pass or fail. It is more like a mirror that reflects how we make difficult decisions in life and at work. The test only takes about 5 minutes to complete. When you have finished, you will receive a report that describes:

  • Your “moral DNA” type
  • How you prefer to make difficult ethical decisions, and
  • How you can use these insights to learn how to make better decisions in every aspect of your life

The questionnaire is in three parts. In Part 1 you are asked a number of questions about yourself such as your age, gender and nationality. In Parts 2 and 3 you just need to click on the boxes that best describe yourself in relation to a series of adjectives.

Continue to the questionnaire

Designed by Roger Steare, Visiting Professor of Organizational Ethics at Cass Business School. Test “engine” designed, developed and validated by Pavlos Stamboulides, a Chartered Psychologist and Director of Psycholate, based in Athens.

Usability & User Interface Design Explained

The purpose of this document is to create a methodology to create an effective user interface.

Without attention to usability users are less productive, products take more time to develop, require more training and support, and are less attractive to customers.

A User-Centric Design Approach

"A well-designed user interface is based on principles and a development process that centres on users and their tasks." (Microsoft Corporation, 1995)

Only the users know what they need and what they want; and the only way to find out what the users need and want is to ask the users.

Human Factors Goals

Human Factors Engineering is based on 3 goals:

  1. Provide an interface that is intuitive to the users - create an interface that users can readily understand
  2. Provide the user with the easiest interaction possible - make it easy for the users to get their job done
  3. Help the users complete their tasks - make it really easy

User Interface Design Principles

  • Consistency
  • Redundancy
    • Using multiple cues increases the likelihood of retention. For example, when an error occurs, pop up a dialog and make the "beep" sound.
    • Every menu item and button should be accessible by keyboard.
    • Every mouse action should have a keyboard equivalent.
  • Forgiveness
    • Enabling buttons only when appropriate and prompting before committing actions provide reminders to users about the effects of their choices.
    • Allow users to back out of or undo actions, especially those that are destructive.
  • Feedback
    • Every action that the user performs should provide some feedback immediately.
    • Feedback can be visual, audio, or both.
    • Double-check destructive actions before they are committed.
  • Simplicity
    • An easy way to make an interface intuitive is to keep it simple.
    • Avoid distracting the users with unnecessary information.
  • Interaction
    • Allow the users to personalise the system. Where appropriate, lets the users customise settings such as defaults, colours, fonts, and options.
  • Directness
    • Allow users to directly manipulate the objects of the interface, providing actions such as drag-and-drop.

User Interface Design Methodology

  • User Identification
  • Task Analysis
    • Understand 'what' users do and 'how' they do it
  • Create User Interface Design Guide
    • Project background - users, tasks, assumptions
    • Design guidelines - sizes, colours, menus, widgets
    • Appendices - questionnaire results, glossary
  • Create User Interface Design
    • Design, prototype, and test
  • Usability Testing
    • Can be as easy as a computer, a user, and an observer. Do they understand the interface? Can they perform their tasks easily? Do they keep making errors?

Excerpts taken from 'User Interface Design Explained', Douglyss Giuliana.

Friday, 31 October 2008

Graphics for Learning

Here is a summary of guidelines for using graphics to teach the most common content types: procedures, concepts, facts, processes, and principles.

Procedure

Tasks that involve the same steps each time they are performed. E.g. accessing email, completing a routine customer order.

  • Provide demonstrations that reflect the work environment
  • Show activity flow from the performer's perspective in the job environment
  • Manage cognitive overload when procedures are complex
    • Use audio and visual cues, place text close to visuals, and eliminate extraneous detail
  • Use visuals to draw attention to and illustrate warnings
  • Support visuals with text to provide directions, feedback, and memory support

Concept

Supporting knowledge that involves a category of objects, events, or ideas usually designated by a single word. E.g. integrity.

  • Display two ore more representational graphics contiguous to each other and to text definitions
  • Create counterexamples
    • E.g. examples of formatted and non-formatted web pages
  • Use analogies especially for more abstract or unfamiliar concepts
    • E.g. a mail analogy for the functions of the Internet OSI layers
  • Display related concepts together
  • Use organisational graphics to illustrate related concepts
  • Promote learner engagement with concept visuals

Fact

Supporting knowledge that designates unique, specific content about objects, events, or people. E.g. specific log-on codes, order entry screen, product specifications.

  • Us representational visuals to show concrete facts
  • Display factual data where it can easily be seen
  • Use organisational visuals to display multiple discrete facts
  • Use mnemonic visuals when facts must be recalled
    • E.g. Tenador = Spanish for fork: show 10 forks stuck in a door.
  • Use relational visuals to support discovery of relationships or trends
  • Engage learners with factual visuals by including them in practice

Process

Supporting knowledge that describes state changes about how a system works. E.g. the performance appraisal process.

  • Use transformational visuals such as flow diagrams and animations that show state changes in the process
  • Manage load by teaching system components first, providing words in audio format, and using attention-focusing strategies (such as arrows, colour, and/or a zoom effect)
  • Use interpretative visuals such as schematics to represent abstract processes
  • Promote engagement with process visuals to help learners build a cause-and-effect model of the system

Principle

A comprehensive law that includes predictive relationships; tasks that require workers to adapt to unique situations. E.g. making a sale, writing a report.

  • Use representational visuals of the job environment
  • Use design devices to manage cognitive load
    • E.g. use a PC, telephone, and filing cabinet in a virtual office to store information and data for later review
  • Assign analysis of video-taped cases to promote learning principles that involve high degrees of interpersonal activity
  • Engage learners with explanatory visuals including visual simulations and static interpretative visuals to build rich mental models that underlie the principles

Ref: Graphics for Learning, by Ruth Clark & Chopeta Lyons

Bloom's Taxonomy & Information Mapping

Bloom's Taxonomy

There is more than one type of learning. We have seen how Benjamin Bloom and his colleagues identified 3 domains of educational activity:

  1. Attitude - growth in feelings or emotional areas (Affective)
  2. Skills - manual or physical skills (Psychomotor)
  3. Knowledge - mental skills (Cognitive)

This taxonomy of learning behaviours (ASK) can be thought of as the goals of the learning process.

We know that Bloom also divided these domains into subdivisions, starting from the simplest behaviour to the most complex. For example, the six major categories of the Cognitive domain are:

  1. Knowledge - recall data or information
  2. Comprehension - understand the meaning and problem
  3. Application - apply what was learned
  4. Analysis - distinguish between facts and inferences
  5. Synthesis - create new meaning
  6. Evaluation - make judgements

When we know the correct skill to be taught, we can define an appropriate learning objective (performance verbs: define, list, distinguish, apply, demonstrate, compare, relate, categorise, summarise, explain, recommend etc.) and from that design the appropriate treatment.

Information Mapping

Information Mapping is a method of information development called structured writing, developed by Robert E. Horn.

Horn and his colleagues identified dozens of common documentation types, then analysed them into structural components called information blocks. They identified over 200 common block types. These were assembled into information types using information maps.

The seven most common information types were:

  1. Concept
  2. Procedure - set of steps for a person
  3. Process - set of steps for a system
  4. Principle
  5. Fact
  6. Structure
  7. Classification

Again, when we know the correct information type to be taught, we can define an appropriate learning objective and apply appropriate graphics to teach these content types.

Thursday, 16 October 2008

Flesch Reading Ease

My notes from a Cathy Moore article on writing tips...

We all agree the elearning should be concise, but what does this mean? If we use readability statistics to quantify style it's easier to guide writers.

readability_chart

What does this chart tell us?

The highest-circulation magazines tend to have the highest readability scores.

What score should you aim for?

Many plain-English advocates suggest aiming for a score in the 60s. I would settle for the 50s if necessary. Unfortunately, a lot of elearning ends up in the 40-something “Suits” category thanks to corporate drone.

De-drone to improve your score and motivate learners

The reading ease formula considers sentence length and the number of syllables in words, so short sentences with short words score better.

  • Say “you” and “we” (human beings in a conversation)
  • Cut 98% of adjectives and adverbs
  • Write active sentences that make clear who does what
  • Use strong verbs instead of wimpy “is”
  • Look for tacked-on clauses (”blah blah, which…blah blah, because…”). Turn them into standalone sentences.

How to check your score in Word

The readability check is part of Word’s spelling and grammar check, so check your spelling. If you don’t see a window with readability statistics, you need to turn the feature on:

  1. Select Tools > Options
  2. Choose Spelling and Grammar
  3. Check the box next to Show readability statistics
  4. Check your spelling. You should see the readability results.

Be sure to check a big chunk of text–500 words or more. Short snippets give unreliable results.

Check both on-screen text and narration scripts

All the text associated with your material should be concise, easy to understand, and direct. A lot of narration sounds dull and de-motivating because it’s coming from the “Suits” category.

Why not use grade level?

  1. Grade-level statistics have too much baggage. People worry about offending their audience by writing “below” their educational level. For example, a stakeholder could say “Our learners all finished college. Therefore, we should write at grade 16. Writing lower than that dumbs down the material.” Using the reading ease score and keeping the conversation focused on magazines read by adults avoids these issues.
  2. Grade levels aren’t global. “Seventh grade” means different things in different cultures, while the reading ease score isn’t tied to any specific educational system. You can really localise the process by determining the reading ease scores of local magazines and comparing your materials to them.

Monday, 6 October 2008

25 Free Tools You Should Be Using!

These tools are the most popular free tools in 25 tools categories of tools on the Top 100 Tools for Learning 2008 list. The Top 100 Tools list was compiled from the Top 10 Tools lists of over 200 learning professionals worldwide.

These tools are therefore NOT the Top 25 Tools. They are a mix of personal productivity tools (for managing personal learning) as well as authoring tools (for creating learning solutions). Many of them are Web 2.0 tools that promote a social, collaborative, sharing approach to learning.

Links to more information about the Tools:

  1. Firefox - a web browser plus extensions
  2. delicious - a social bookmarking tool
  3. Google Reader - an RSS reader
  4. gMail (or Google Mail) webmail
  5. Skype - instant messenger and voice call tool
  6. Google Calendar - an online calendar
  7. Google Docs -an online office suite
  8. iGoogle - a personal start page tool
  9. Slideshare - a presentation sharing tool
  10. flickr - an image hosting and sharing tool
  11. Voicethread - a collaborative slideshow tool
  12. Wordpress - a blogging tool
  13. Audacity - an audio/podcasting tool
  14. YouTube - a video hosting and sharing tool
  15. Jing - a screen capture and screencasting tool
  16. PBwiki - a wiki tool
  17. PollDaddy - a polling tool
  18. Nvu - a web authoring tool
  19. Yugma - a web meeting tool
  20. Ustream - a live broadcasting tool
  21. Ning - a (private) social networking tool
  22. Freemind - a mind mapping tool
  23. eXe - a course authoring tool
  24. Moodle - a course management system
  25. twitter - a microblogging tool

Friday, 26 September 2008

Missing the Point on Business Ethics

The fallout from 34 MBA students at Duke University having been caught cheating on an exam recently has put business education in the limelight once again. Business education hasn't received this much attention since Enron and WorldCom.

But the criticism and rebuttals have focused once more on whether business ethics can or should be taught. Instead, we should focus on teaching business students who already recognize right from wrong how to act on those values in the business world.

Business-ethics courses spend a lot of time teaching ethical theories and analysing those big, thorny ethical dilemmas - ones that can trigger what one professor called "ethics fatigue". Whether students find such approaches intellectually engaging or tedious and irrelevant, all too often they experience them as a primer on how to frame an ethical case to justify any position, no matter how cynical or self-serving. After all, utilitarianism is just made for a free-market economy.

And as for those "ethical dilemmas", too often they are couched as the kinds of choices that only a chief executive could love – because only a CEO would confront them. Suffice it to say that the average 30-year-old MBA graduate is not going to decide whether to run that pipeline across the pristine wilderness or whether to close that company's manufacturing plant.

When scandals arise, the skeptics snicker: "I told you so. You can't teach business ethics; a business-school course in philosophy or worse, soft-headed corporate social responsibility is just a politically correct exercise in cynicism."

The business-ethics professors patiently and reasonably argue: "Wait a minute! Did you really think that inserting one, often brief ethics course into the MBA curriculum would prevent all scandals? Does an accounting course prevent all balance-sheet errors, or does a strategy course ensure optimal competitive positioning? Why do we hold ethics courses to a higher standard?"

Let's not repeat this argument about whether ethics should be taught. Let's talk instead about what should be in those courses and to whom they should be addressed.

Rather than viewing ethics courses as a way to "fix" unethical students, let's focus on the majority of students who want to act on their values but are not at all convinced that it's feasible to do so. In their survey of MBA students several years ago, the Aspen Institute found that the majority believed that they would be asked to do things in their careers that would conflict with their values; that this conflict would be stressful for them; and that they didn't feel equipped to deal with that choice when it arose. These are not students who don't recognize ethical choices. They are not even people who don't want to do the ethical thing. In many cases, they simply don't know how to do it effectively.

Of course, that little modifier - "effectively" - can mean different things to different people. For some, "effectiveness" may mean that they are not systematically disadvantaged for taking their stand. In the case of those MBAs who cheated on their exam, often the excuse is: "Everyone is doing it so why should I be disadvantaged in the grading curve by not cheating?"

And for others "effectiveness" may mean doing the "right" thing in such a way that it makes a positive difference; that is, they don't want to take a stand (and perhaps take a hit) against "cooking the books" if someone else is just going to walk in and do it anyway. For both of these groups, ethics discussions need to be less about what's right and more about how to change the system, whether that means building a coalition of peers or convincing one's boss (or professor)that there is a better approach.

And some just don't have any idea what to say when the boss tells them to adjust their financial analysis before sending it to the client, or when team mates ask them to shift reported expenses from one quarter to the next in order to improve the numbers. They know it doesn't feel right but it seems to be the norm and they don't have a script at the ready to use, to slow down the action, to open the conversation, to make room for others to express their concerns, too, if they share them.

In research we conducted for a new curriculum, "Giving Voice to Values," sponsored by the Aspen Institute and the Yale School of Management, we have learned five important things:

  • Many ethical choices are not really "dilemmas." That is, many times the "right" decision is rather clear.
  • Pretty much everybody has stories of times when they have, in fact, voiced and acted on their values, as well as stories of times when they have not. That is, we all have the ability to do both; most of the time, we are not talking about "good" people or "bad" people."
  • We can learn to voice our values more frequently and effectively if we understand the different factors that enable each of us to do so. That is, for some it may be fear of punishment and for others it may be the chance to make a positive difference. And we are more effective when we build on our individual strengths and "enablers" than when we focus on our weaknesses.
  • Too often, classroom discussions of ethics spend more time analysing what the "right" thing to do is and what the rationalizations are for not doing it, than they do on crafting potential action plans and "scripts" to respond to those rationalizations. This time allocation should be balanced, if not reversed.
  • Instead of asking "what would you do?" ethical-case discussions should ask the question "What if I were going to act on my values? What would I do and say? To whom? How? In what sequence?"

As we pilot the "Giving Voice to Values" curriculum we have seen that when class discussions shift in this way, it can be magical. Suddenly, the proof of students' savvy and smarts shifts from their competing to see who can be the most "knowing" about the ubiquity of bad actors out there, to collaborating to build the most effective strategy and script for addressing those inevitable ethical choices they all know they will face.

Mary C. Gentile, senior adviser to the Aspen Institute Business & Society program

Monday, 22 September 2008

PowerPoint - Storyboard Sketches

Here's how you can draw straight in to PowerPoint:

  1. Switch to Slide Show mode
  2. Go to the slide you want to design
  3. Right-click and select Pointer Options
  4. Click on your preferred style e.g. Felt Tip Pen
  5. Use your mouse to sketch an image
  6. When you exit out of Slide Show mode (click Escape or select End Show), ‘Keep’ the annotations

image

It might be a little tricky to use your mouse, but you don’t have to switch to another application, and you don’t have to save an image to a folder somewhere else and then insert it, so it’s a big time saver.

Wednesday, 17 September 2008

The Story of Stuff

The Story of Stuff is a 20-minute, fast-paced, fact-filled look at the underside of our production and consumption patterns.

The Story of Stuff exposes the connections between a huge number of environmental and social issues, and calls us together to create a more sustainable and just world.

Kirkpatrick's Four Levels of Evaluation

To assess the effectiveness of a training program, educators often turn to the four-level model created by Donald Kirkpatrick (back in the 1950s). According to his model, evaluation should begin with level one and then should move sequentially through levels two, three and four as budget and time allow. Information from each prior level serves as a base for the next level's evaluation.

Thus, each successive level represents a more precise measure of the effectiveness of the training program, but at the same time each level requires a more rigorous and time-consuming analysis.

4levelpyramid_bw

Level 1 - Reaction

How learners feel about the training (e.g. happy sheets, verbal reaction, surveys and/or questionnaires).

Level 2 - Learning

Increase in skills, knowledge or attitude (e.g. pre and post tests, interviews and/or observation).

Level 3 - Behaviour

Extent of applied learning on the job. Are the new skills being implemented? (e.g. sustained change, observation and interviews over time). For many, this is the truest assessment of a program's effectiveness.

Level 4 - Results

Effect on the business or environment (e.g. increased production, improved quality, reduced costs etc.). Results in financial terms can be difficult to measure and hard to link directly with training.

http://instructionaldesign.gordoncomputer.com/Evaluation.html

Book List

  • The Accelerated Trainer, by Lex McKee
  • The Art of Changing the Brain, by James E Zull
  • Efficiency in Learning, by Ruth Colvin Clark, Frank Nguyen, and John Sweller
  • Games and Simulations in Online Learning, by David Gibson, Clark Aldrich, and Marc Prensky
  • Graphics for Learning, by Ruth Colvin Clark and Chopeta Lyons
  • How, by Dov Seidman
  • Informal Learning, by Jay Cross
  • Made to Stick, by Dan Heath and Chip Heath
  • Memory: From Mind to Molecules, by Larry R. Squire and Eric R. Kandel
  • Michael Allen's Guide to e-learning, by M.W. Allen
  • Rapid Instructional Design: Learning ID Fast and Right, by George M. Piskurich
  • A Theory of Fun, by Raph Joster
  • The Ultimate Book of Mind Maps, by Tony Buzan
  • Universal Principles of Design, by Jill Butler, Kritina Holden, and Will Lidwell
  • Monday, 15 September 2008

    See No Evil: When We Overlook Other People's Unethical Behaviour

    My notes from See No Evil: When We Overlook Other People's Unethical Behaviour, written by Francesca Gino and Don A. Moore, both from Tepper Business School, Carnegie Mellon University, and Max H. Bazerman from Harvard Business School, Harvard University...

    Introduction

    This paper explores those circumstances in which people see no evil in others' unethical behaviour. Specifically, it explores the tendency to:

    1. Overlook the unethical behaviour of others when we recognise the unethical behaviour would harm us
    2. Ignore unethical behaviour unless it clear, immediate, and direct
    3. Ignore unethical behaviour when ethicality erodes slowly over time
    4. Assess unethical behaviours only after the unethical behaviour has resulted in a bad outcome

    There are systematic and predictable circumstances under which people look the other way when others engage in unethical conduct. A critical input is the concept of bounded ethicality which refers to situations in which people make decision errors that not only harm others, but are inconsistent with their own consciously espoused beliefs and preferences - decisions they would condemn upon further reflection or greater awareness.

    When does it become easier for us to overlook other's unethical behaviour? When that behaviour serves our own interest.

    Why does it matter whether people condone others' unethical behaviour? Scandals such as Enron, WorldCom, and Arthur Anderson, which cost trillions of dollars, would not have occurred if leaders and employees had not overlooked the unethical behaviour of their colleagues.

    Motivated blindness

    • Psychologists know that individuals who have a vested self-interest in a situation have difficulty approaching the situation without bias, even when they view themselves to be honest.
    • Research suggests that people evaluate evidence in a selective fashion when they have a stake in reaching a particular conclusion or outcome. Humans are biased to selectively see evidence supportive of the conclusion they would like to see.
    • Example: accounting firms and auditors (e.g. Enron and Arthur Anderson).

    Failure to see through indirectness

    • Research suggests that people do not view indirect harms to be as problematic as direct harms. In certain studies, participants significantly discounted the unethicality if the focal firm acted through an intermediary.
    • As a result, individuals and organisations intentionally create opaqueness when they believe the public may have ethical qualms with their actions.
    • Example: a major pharmaceutical sells the rights of a new cancer drug to a smaller pharmaceutical, knowing that they will increase the price, to avoid negative attention.

    Unethical behaviour on a slippery slope

    • Research on visual perception has shown that people frequently fail to notice gradual changes that occur right in front of their eyes.
    • Investigating the implications of "change blindness" shows that individuals are less likely to notice others' unethical behaviour when it occurs in small increments than when it occurs suddenly.
    • Scandals such as Enron and WorldCom illustrate the "boiling frog syndrome" - if you put a frog in a pot of warm water and raise the temperature gradually, by the time the frog realises it is too hot, it will be cooked.

    Thinking there's no problem - until something bad happens

    • People tend to evaluate unethical acts only after the fact - once the unethical behaviour has resulted in a bad outcome, but not during the decision process.
    • Research shows that people judge the wisdom of decision makers based on the outcomes they obtain. Bringing this research to ethical context, we find that people too often judge the ethicality of actions based on whether harm follows, rather than on the ethicality of the choice itself.
    • One problem with this it that it can lead us to blame people too harshly for making sensible decisions that have unlucky outcomes.
    • Consider why more people questioned Bush's administration's pre-war tactics, such as unfounded claims of evidence of weapons of mass destruction, once the difficulties in Iraq became more obvious.

    Conclusions

    • Human awareness is bounded: unconsciously, our minds imperfectly filter information when dealing with ethically relevant decisions. As a result of these limits, we routinely ignore accessible and relevant information.
    • The clarity of evidence on bounded awareness and bounded ethicality places the burden on schools to make students aware of the possibility that even good people sometimes will act unethically without their own awareness.
    • In addition, leaders must understand these processes and make the changes necessary to reduce the effects of our limitations. Considering the critical information that is typically excluded from decision problems should become a habit. Executives should be held responsible for the harms that their organisations predictably create, with or without intentionality or awareness.

    Psychological Tests - Get to know yourself

    • Explore your memory
    • What's your brain sex?
    • Personality type
    • What disgusts you?
    • Spot the fake smile

    Try these psychology tests on the BBC website: http://www.bbc.co.uk/science/humanbody/mind/index_surveys.shtml

    Friday, 12 September 2008

    Shift Happens (UK Version)

    How NOT to Use PowerPoint

    Business Ethics and Global Companies: The Background

    My summary of Section 2 from the IBE's (Institute of Business Ethics) research document 'Living Up To Our Values' (2006).

    Business Ethics and Reputation

    • Conducting business to high ethical standards is not new and can be traced back to the early 19th Century.
    • The IBE describes business ethics as the application of ethical values, such as integrity, fairness, respect, and openness, to business behaviour and it relates to all the activities of a company.
    • Globalisation and digitalisation means news (good, bad, true, or false) is instantly and widely available. There is a responsibility not only to act ethically, but to be seen to be doing so.
    • Reputation takes a long time to establish or rebuild but can be seriously damaged in a short space of time.
    • A company needs to ask itself "would this action (or inaction) damage the company's reputation in the mind of a right thinking person?" This is similar to those commonly used for ethical situations, such as "how would this be reported in tomorrow's newspaper?"
    • Management of reputational risk:
      • Ethical business conduct changes over time.
      • There may not always be a simple right or wrong answer (conduct that causes reputational damage in one country may not do so in another).
      • Standards of conduct may need to be above that required by law to avoid reputational damage.
      • Ethical business conduct should be integrated into existing decision making policies.
      • Openness and transparency are key elements underpinning ethical business conduct.

    Responsibilities

    Global Companies

    • Reputation is important for all companies irrespective of their size or sector (and is more challenging for companies that have operations across countries with differing cultures, values and legal regimes).
    • The rise of the Internet and 24 hour news means that reputationally damaging information can be generated on a scale and speed unthinkable as recently as 10 years ago.
    • Global companies derive their legitimacy from 2 core factors:
      • Their success in creating economic value.
      • Demonstrating that they operate to high ethical standards (economic success alone is no longer sufficient).
    • With power comes responsibility - one of the challenges of the 21st Century is to achieve and be seen to be achieving such standards.
    • Having high standards and demonstrating such standards will gain a competitive advantage.

    Boards of Directors

    • Directors of the Board are under a statutory duty to ensure and assure high standards, and that this is reflected in decision making throughout the company.
    • The Board should ensure that senior executive is responsible for the overall programme of implementing these standards.

    Specific Board Committee

    • The Board's Committee role should be to oversee and provide assurance to the Board that its overall policies are implemented and being followed.

    Senior Executives

    • It is the responsibility of the CEO and senior executives to develop and implement procedures and processes, and must therefore assume a personal responsibility.

    Global Codes of Ethical Business Conduct

    A Global Code should encapsulate "how we do business". Such a Code would be expected to:

    • Set out clearly the standards of behaviour.
    • Emphasise the commercial positive benefits.
    • Provide a means for employees to raise questions and concerns.
    • Give a warning to expect disciplinary action if there are breaches.
    • Use clear and simple non-legalistic language.
    • Include specific expectations of the behaviour of senior managers.
    • Include an explanation of how the ethics policies are implemented.
    • Be a living document.

    Policies and Procedures in Areas of Risk

    • Identify the particular areas of ethical and reputational risk.
    • Provide guidance and training to all employees.
    • Someone, somewhere will be acting unethically despite all the best efforts - how a company is seen to respond will be critical to its reputation. Critical elements include:
      • Promulgate the global code.
      • Provide training.
      • Provide specific functions, such as helplines and ambassadors with whom concerns can be raised.
      • Provide clear company policies, such as investigation, reporting, and disclosure.

    Openness and Transparency

    A global company cannot meet its obligations without a culture of openness and transparency. Being seen to follow the highest standards of ethical business conduct is as important as doing so. A company should ensure that:

    • The global code are key policies and procedures are publicly available.
    • Where allegations of misconduct are made, the company is open about the actions is has undertaken.
    • There is regular reporting, both internally and externally.

    Wednesday, 10 September 2008

    Code of Ethics - What Are They For?

    Ethical values
    Organisations often set themselves ethical as well as operational or business values which they aspire to observe in carrying out their business. Ethical values are those such as respect, honesty, openness and responsibility; whereas business values often focus on efficiency, service, quality, growth and profit.

    Ethical values guide ideas of acceptable and desirable behaviour above and beyond compliance with laws and regulations.

    An ethics policy:

    • sets out an organisation's ethical values, standards and commitments to stakeholders that will underpin the way that it does business
    • confirms leadership commitment to the above
    • describes how this will be achieved and monitored through an ethics programme
    • identifies the main ethical issues faced by the organisation/sector
    • identifies other policies and documents that support and detail aspects of the ethics policy - such as a code of ethics, a speak up policy, a bullying and harassment policy, a gifts and hospitality policy, an environment policy etc.

    It usually takes the form of a public declaration on values and ethics and can often be found on corporate websites.

    Ethics Programme
    This consists of the activities and resources used to support, implement and embed the ethics policy, thus ensuring that business practices and decisions are in line with ethical values. An effective ethics programme will be made up of the following elements:

    Codes_fig

    A code of ethics
    A central element of the ethics programme will be a code of ethics. Its main purpose is to provide guidance to staff. Unlike a code of conduct which is generally more specific ("do this or else" in tone), a code of ethics will usually be predominantly aspirational and supportive and guide staff to make decisions based on principles. The code illustrates how a company's values translate into concrete policies and procedures.

    The main aims of an ethics policy, code and programme

    • Values - to embed a set of ethical values into the organisations goals and strategies and the way it seeks to do what it does
    • Ethical behaviour - to provide guidance and support to staff for making decisions and carrying out their work in a way that is compatible with the organisation's ethical values and standards
    • Corporate Culture - to consolidate and strengthen a culture of integrity and openness so as to facilitate a sustainable business
    • Risk - to minimise operational and integrity risks
    • Reputation - to enhance trust among stakeholders so as to facilitate business success
    • Sustainability - to minimise the organisation's negative impacts on and maximise its positive contribution to the social, economic and environmental wellbeing of wider society

    Making an ethics policy work
    Most large businesses have a code of ethics (c. 85% of the FTSE100), yet ethical lapses continue. To realise the aims described above it is not sufficient to draw up an ethics policy and post it on the intranet. An effective ethics code and programme are required.

    Retrieved from Institute of Business Ethics (http://www.ibe.org.uk/codes_1.htm)

    Mohive Webex - Interactivity L1

    Notes from Mohive's first Webex on Interactivity (9 September 2008):

    • The purpose of interactivity is to encourage the user to focus on and think about the subject matter. So, for interactivity to help enhance learning, there must be a connection between the subject matter and the choices that the user is asked to make. The point of interactivity in e-learning is to get the user involved and engaged in the subject matter – not in the interaction itself!
    • Be aware that the ‘continue’ button in disguise (‘click on screen’ to move on) is not a real interaction.
    • Understand the difference between a test and an exercise. The point of a test is to check whether the user has already obtained the required knowledge; an exercise is a tool for helping the user acquire that knowledge.
    • As people learn by making mistakes, exercises should not be set up to punish the inquisitive user for clicking all the wrong alternatives out of curiosity to see what will happen by losing points or getting a negative score. Neither should the truthful user whose immediate reactions are not exactly what the organisation is hoping for be punished. The point of an exercise is to induce the user to think about his or her attitudes and actions, not to achieve a 100% score.
    • Feedback in exercises should always be relevant and informative. Getting an answer wrong should provide a further learning opportunity rather than a slap! It is also often useful to give the learner another chance to find the right answer rather than telling them it the first time they fail.
    • We should approach e-learning with the Socratic technique as it encourages thinking and treats the learner as a peer. E-learning often presents all the information, and then tests on it. This can have the effect of being very patronising (“What did I just say?”) and does not treat learners as peers. The Socratic method opens with questions to allow learners to explore their own knowledge and learn from any mistakes they make. The question should be ones where the learner can use their own reasoning to find their way to the answer and not “see how much you don’t know” haphazard ones!
    • As a rule there should be one interactive exercise for each Learning Objective and any feedback should be strictly relevant to the point being made. It should add to rather than simply parrot the text in the exercise.
    • Feedback could also be used to present a technical point. For example, if the course is on computer security, the options in an MCQ exercise could be (a) lock screen when away from computer (b) always close all files when you leave your computer etc. with (a) being correct. The feedback could then take you through the process of setting up your computer to lock the screen.
    • Feedback should motivate the learner to want to learn more.
    • Learning points should be presented in a practical context wherever possible.
    • Remember, the 'Continue' button is not usually useful interactivity.

    Useful Interactive exercises for teaching:

    Letting the user explore a page with one or more pictures or diagrams (usually rollover or click to reveal) is useful for:

    • Technical training where the user learns about the parts of a machine
    • Understanding user interfaces or diagrams
    • Understanding the points of view of a group of people with different interests (“panel debate”)

    Sorting exercises where the user sorts elements into differently labelled boxes (usually drag and drop) are useful for:

    • Learning procedures where things have to be done in a certain order
    • Sorting products into customer groups
    • Understanding the responsibilities of business areas

    Multiple choice exercises can be used for:

    • Understanding the meaning of a word or concept
    • Choosing the correct response in a given situation
    • Tests

    Exercises where an elaboration is presented where the user clicks on key words or sentences (usually rollover or click to reveal) are useful for:

    • Interviewing the CEO or an expert about a topic (Create a series of questions covering all points in that information and allow the leaner to find out about the information the CEO wants to present in the sequence the learners wants to discover it. This will feel more like a balanced dialogue between equals and empowers the learner.)
    • Learning the meanings of several related words or concepts
    • Expanding on or explaining each element in an emergency procedure

    Interactivity

    Excerpts from Michael Allen's Guide to e-Learning on interactivity...

    Definition: Opportunity for learner to engage with the content by responding to a question or taking an action to solve a problem.

    Interactivity has dual powers that are capable of achieving behavioural change:

    • THINKING – Thinking leads to understanding, which leads to increased capabilities
    • DOING – Rehearsed performance can build skills

    Well designed exercises provide encoding opportunities – integrating new knowledge with existing knowledge in long-term memory; promoting more connections.

    Interactivity creates external events (i.e. clicking and/or dragging) AND internal events (thinking i.e. classification, analysis, and decision making). Interactivity forces learners to commit to an answer before receiving feedback (unlike questions/puzzles in books).

    Interactivity is NOT:

    • Navigation
    • Buttons
    • Scrolling
    • Browsing
    • Animation
    • Video

    Essential Components of Interactivity

    1. Context – framework/conditions e.g. aerial view of office
      • Should simulate real-life environment
    2. Challenge – stimulus to action e.g. identify the most immediate safety threat
      • Good: apply learning, multiple steps, put at risk (i.e. start again)
      • Poor: revealing correct answer after mistake; using “No, try again.”
    3. Activity – Response to challenge e.g. decide, then move employee to your office
      • Good: allow learners to change their responses
      • Poor: artificial questioning (a, b, c, all, none), one chance, allows luck
    4. Feedback – Reflection of effectiveness
      • Good: instructive, honest (negative/positive consequences), delayed
      • Poor: immediate judgement, focus on passing test

    e-Learning and the Science of Instruction

    Clive Shepherd's summary of e-Learning and the Science of Instruction, written by Ruth Clark and Richard Mayer:

    Use of media

    • Use words and graphics rather than words alone (89% gain in learning).
    • Keep graphics and text that relate to each other near each other (68% gain).
    • Where possible, describe graphics using audio narration rather than text (80% gain). An exception here would be text (unfamiliar terms, instructions, etc.) which require time to process.
    • Avoid presenting words as both narration and text (79% gain).
    • Cut out extraneous/non-essential text, audio and graphics (82% gain).
    • Use a conversational style, using the first and second person, for both text and audio (67% gain).
    Practice questions and worked examples
    • Better learning results when practice questions are distributed throughout the learning, rather than all at the end.
    • Questions that ask the learner to merely recognise or recall information previously provided in the training will not promote learning that transfers to the job.
    • Transfer is maximised when the practice questions mirror real-work situations.
    • For critical tasks, such as those with safety consequences, more practice is required.
    • The more practice the better the learning.
    • Instructions for practice questions and feedback should be presented as text rather than audio and placed alongside the question.
    • Where audio or video is needed for practice, include a replay option.
    • Worked examples/demos are popular with learners and can replace some practice questions.
    • For procedural tasks, a single worked example is likely to be adequate.
    • For problem-solving tasks, a wide range of worked examples might be needed.
    Collaboration
    • Collaborative tasks should be designed in such a way that they require learners to interact and contribute to a group outcome, i.e. they cannot be achieved by single participants working alone.
    • Collaborative tasks work best with learners working in pairs or groups of no more than six.
    • Heterogeneous groups get better learning outcomes than homogeneous groups.
    Control
    • Learners like learner control rather than program control.
    • Student preferences and judgements often may not be good indicators of the way they learn best.
    • Use learner control for learners with high prior knowledge or metacognitive skills and/or for courses that are advanced rather than introductory.
    • When using learner control, design the default navigation options to lead to the most important instructional elements.
    • Make sparing use of links that take the learner away from the current screen or which provide the primary means of access to important elements of the course (because most learners will regard these as peripheral).
    • Provide advice to help learners make decisions about what to do next.
    • Use program control when most of the audience is likely to be novice and/or high levels of skill attainment are critical.
    • Use course maps to provide an overview and orient learners.
    • Provide basic navigation options (back, forwards, menu, exit) from every display.