Transforming users into contributors – JD Dillon at ATD2015
Having spent the last 3 days missing the elusive slightly-bearded JD Dillon at ATD2015, I am in session W212 to find out how Kaplan is transforming users into contributors. Much of the time, our people know better than we do. How can we release that into the organisation? We know we are supposed to, but what are the principles and tools we need to keep in mind to make this happen?
Admitting that he has nothing original to say today (!), JD started by reminding us of one of the key messages from yesterday’s keynote speaker Sugata Mitra: “It’s not about making learning happen, but letting it happen.”
Adding to this, he notes that many learning professionals have trouble bringing something useful to the business table: We are slow, we are not the experts and we are focussed on building and pushing things into the organisation. We have limited reach, yet we still try to get everyone trained. And we are obliged to justify every last bit of our efforts and carefully spend a set budget (to get everyone trained). JD says we have to stop trying all this formal process-driven nonsense to get to the table and … BE the table.
What does that mean?
Firstly, think about the way we learn at work and compare to the way we learn at home: If I have a problem with my plumbing at home, I jump on Google or YouTube with a problem-based search in mind and find what I need to move forward with my problem right now. I don’t worry about the production value of what I find and I certainly don’t have to fill in any forms or get my manager’s permission to learn.
Why can’t learning at work be like learning at home?
Or rather: How can we shift our focus as learning professionals to make learning at work like learning at home?
We need to foster the right contribution behaviours
To ensure we have meaningful, relevant, scalable and reusable content from our users, JD proposes to focus on a few things:
- Firstly, we need to eliminate the perfection mentality. People need to know that it’s OK to just share stuff. One minute of video doesn’t oblige 5 hours of production. Spelling mistakes are not a problem.
- Secondly, enable bragging and helping. People who do good work should talk about that work and share their stories. Sometimes they will think that is arrogant to do this. But as users, we are all looking for content. So somebody has to share!
- Thirdly (actually, I’m pretty sure I missed points 3+4) we need to give some kind of structure that makes it easy for people to contribute from everywhere.
In principle, this all sounds great, but there is still some cynicism from learning professionals: We worry about control and consistency. We think people will surely get things wrong. “They don’t understand people’s needs like we do.” etc etc…
Here are the tips I heard from JD and some of the attendees today and my own 2-cents on the topic:
- Get a wiki
- Don’t try to moderate everything – let it go and let the contributors find the balance
- Keep a formal controlled space for the content that your company is not willing to leave in the hands of the users
- Teach (or encourage) contributors what makes a good contribution
- Help content-generators to “think SEO”
- Ask people to jump in and share a story. And thank them when they do.
- Add a little points system for sharing. People won’t generate content to get the points, but some (yes, ONLY some) will dig it and appreciate the “thanks”.
- Keep your eye on what is happening on your system or in the organisation (report, if necessary) and use that to think about what topics are hot, where people have picked up content after a formal learning initiative etc..
- Ask your users (consumers and content-generators) what functions or support they want on the platforms you use
- Ask people to create little video-blogs to tell more about “how” they do what they do rathe than just writing on the “what”
- Look for early-adopters in the organisations and whisper “requests to share” in their ears. When the latecomers start looking around, at least they will see something useful.
- Get top-level managers to “narrate their work”. When the top-guy is doin this, it sends a message to people that it’s OK to share. But be careful with the tone.. If you can feel that your top-guy is really not the guy to set the right tone with that, DON’T ask!
Thanks for reading