Blog Archives

Jim Smith on letting go of your fearful boxes

ATD2015. Session SU304 is underway. Jim Smith says it’s not good enough to think out of the box. We need to get out of the box and act out of the box. 

To do that, you need to keep your personal power. You need to be able to be vulnerable enough to be yourself and not cater to the opinion of others.

But it’s not easy: There are many ways that we lose our personal power, from having fear of failure, to wanting to be liked, being overly-critical of ourselves or being perfectionists…

 

  

 

If you (like me) recognise any of these things, what can you do about it?

In short: Let it go. (I knew that was the theme song for ATD2015)

Really, that’s the whole message: Dare to live in the moment, stop worrying and believe in your personal power.

 

Want to see it in action (that sounds arrogant!) ? Here is my improvised mini-presentation from Jim’s session…

 

As I said to Jim later on, I think the key message here is far important than this post gives credit. Probably, I am not the only person with “self-esteem issues”. Lucky is the man who can say he is really in the moment, not caught up in what is “good” or “bad”, what has always worked in the past, or what “should” be done into future. Many of us worry (Are we doing OK? Will it work? Will people approve?). And caught up in the worry (box) we try desperately to keep doing the same things we always did in the hopes of getting the same satisfactory result.

But is “satisfaction” what we want out of life? Or do we want more? Do we want joy and awesomeness? If the answer if “yes” then it can’t be about staying in our boxes and conforming (to our own self-image or that of other side). “Awesomeness” is not a thing you can put in a box, measure, write and run a process for. It’s a “way” and a “being” that has to be felt. You have to trust in it. And that requires a little faith.

 

Let it go.

 

Read more:

Crowdsourcing learning design with Larry Israelite

For the final session of ATD2015 day 1, SU401 address the topic of “crowdsourcing”. According our speaker Larry Israelite, the learning world has a problem: Often, we are not in the right place, nor fast enough to respond to business needs. Crowdsourcing can help. “But”, he hears us say, “we already do that. We have subject matter experts who help us.” Good start, but an SME is not a crowd. So how is the concept of crowdsourcing applicable to what we do in learning? Read on…


Who is it good for?

The man sitting next to me works for the U.S. Federal Government’s procurement department. He needs to be sure that people around the world and across departments comply to rule and regulations, follow processes and do a good job. He gets a request for some formal learning programme. He makes it. He facilitates it. Now he wants to know if people learnt something. It’s time to test them. 

According to speaker Larry Israelite, our learning designer will have to book a meeting with a (busy) subject-matter-expert in order to create a test. And after his first design effort, he will no doubt go back to that busy person to correct and refine the test. If he instead asked the crowd to make the test for him, he would get much faster to a perfectly acceptable test.

How does it work?

In 1906, a British statistician Francis Galton observed during a country fair that the average answer of a crowd of about 800 people guessing the weight of an ox was correct to within 1% of the actual answer. He proposed that provided the size of the crowd hit a critical-mass, this would always be the case: The crowd is smarter than the sum of its parts. And its right.

To see the principle in action, our speaker asked us to make a test together using an online tool from Smarterer. The 200-odd attendees created quiz questions on “the 80s” related to different categories (trends, movies, hair-bands). Then we corrected the test questions that other people had written: Are the answer options correct? Is the question clear? Are there issues with the answers cited as correct? etc.. Within about 5 minutes, we had a test of 300 questions, signed-off by over 100 people.

My first reaction was: This is awesome! Crowdsourcing is brilliant. Where is the app for this? I want it!

Then I thought a little more…


Firstly, what about skills?
My neighbour made a knowledge-based training programme. For him, it might be interesting to test that knowledge. But how much do I really care about knowledge testing? How can I get the crowd involved in skills-assessment?


Actually, do I even care about testing at all?
If I slow down a bit and think about the final result I want from my learning initiative, it is hardly ever (never?) really about people passing a test. What I want is for people to do what they are supposed to do, to get the business results I need. Provided they are consistently doing that, do I really care what they learnt or how? Wouldn’t it be better to put the crowd’s wisdom and resources into we be putting more effort into supporting actual performance in the real workplace?


And finally: Am I really sold on the wisdom of the crowd? 
In Francis Galton’s original crowdsourcing experiment, the participants were “country-folk” living in an era of agriculture and farming. They might have known a thing or two about oxen. And they could see the ox, a physical thing, “weighed-up of” real facts.

But today, we were talking about people-culture, movies and random 80s opinion. There was no ox in the room and the questions did not concern physical factual attributes. Yes, we made a test together and yes we agreed on the questions and answers. But were we right? And if we are not yet sure and this has to be checked, then didn’t we just lose the whole (speed) mission of crowdsourcing the test creation in the first place (instead of just asking an “80s SME”) ?

I suppose therefore that this question of crowdsourcing expertise and testing is not about speed and test answers at all, but about trust and control. Can our U.S Federal Government learning designer put his faith in the crowd of government employees to make his test? Or will he feel the continued need to control and verify everything with someone who knows best?

To be or not to be, THAT is the question.

Should I ask the crowd?

The Happiness Advantage and The Orange Frog – Dick Ruhe at ATD2015

Following on the accidental theme of happiness in Orlando today, I wonder if The Universe is trying to tell me something.. Time to get happy? As a fan of Tal Ben-Shahar’s “Happier” and the unpronounceable Hungarian-American’s “Flow” I am intrigued to see what session SU31XD has to offer. 

Dick Ruhe has taken the stage to tell us what the latest research on positive psychology can do for the workplace. (Tip number one: If anyone is looking unhappy, just slap ’em!) 

Ruhe starts by noting that most organisations seems to have the happiness formula backwards. We tend to think: Work hard -> Get success -> Get happy. But actually, it’s the happiness we need first. When we can find ways to get happy, we will work better and get better results. And when we keep this in mind people produce better business results. According to Ruhe, there are 7 principles we need to bear in mind if we want intrinsic motivation and increased engagement…


The happiness advantage
Organisations need to know this: Happy people get better results and attrition goes down. Ruhe cites how the brain creates endorphins and people feel better. But he adds that studies of successful organisations show that happy people are more satisfied and tend to stick around.

Do you believe this?


The fulcrum and the lever

The lens through which we see the world (the fulcrum) doesn’t shape us. It’s the way we see things that shape us. Two people can see the same situation completely differently. And if we can do something with that (the lever) we can influence our happiness and our results. Ruhe says that will require effort from leaders. We need to look for and embed positive (happy) experiences and work towards getting more of that. 

Are you doing this?


The Tetris Effect

These are the patterns we have for doing things in the organisations. After time, those patterns become habits and traditions and we continue to get more of the same things, over and over again. We need to see how the pieces are falling and what we can do about it to line things up better for happiness.

Are you doing this?


Falling-up

When people fail, falling-up is about how they focus and take action to move in a new direction to bounce back. The “on the other hand…” vibe. Ruhe mentioned a study where people were told to imagine they had walked into a bank which was being robbed and got shot in the arm. They were asked: We’re you lucky or unlucky? 70% said “unlucky”.

What would you say?


Zorro circles

The brain perceives big movements and big changes as overwhelming, which limits forward progress. But if we can start off small and see results, the brain can record the “win” and maintain the belief that their efforts can have an impact. 

Are you helping your people see their results?


The 20 second rule

This is all about doing something that easily will move us forward. The next concrete (easy) action. For example, if you are thinking “I need to run more”, you might start making a big plan with a SMART objective and some challenges in there. But when it comes to actually running, if it’s easier to turn on the television than go running, no change is going to happen. We need to make it possible in 20 seconds to take some easy action towards are goal. Whatever it is.

How can you move forward now?


Social investment
Connecting with the people around us makes everyone more happy. Ruhe suggests that we take more time to do this, everyday. 

Are you?



Reading back my notes, some of the points seem so obvious, I wonder what I get from it. But if I’m honest, I know I can do better.

Can you?
Thanks for reading

@dan_steer


Creating a culture of engagement with Rick Lozano at ATD2015

ATD2015 kicks off with my first concurrent session (SU100), with Rick Lozano. I met Rick in Dallas at the 2013 ICE for his session on bringing rock ‘n roll to training. What an energiser! This year, he is here to talk about how to get people rocking their jobs, excited to be there, lost in their work, unleashing creativity and potential…

 

Several years ago, Rick was asked by his boss “What are you passionate about?” Rick’s first answer rejected (“Eh, training”) the boss asked again “No, your real passion.” Rick’s answer was “music” and his boss told him to bring that into his work. And although Rick does play guitar in his free time, that’s not how he brought music to his training work. Read my 2013 ICE session notes to see what he does.
The story is relevant in 2015, because we are talking about someone who brings real engagement to the workplace, somone can tune into what really turns him on and get that working for him. As a freelance worker, I always feel like no one workplace will ever be able to give me that opportunity. I would have to create it myself. But according to Rick, there are 3 things the average company can focus on to help their people feel the same vibe:


Get every individual involved in engagement
According to Rick, the statistics are not good for employee engagement: Only 13% of workers surveyed in the USA say that they are engaged. And engagement is not about “satisfaction”. If you want satisfaction, you can put in a bunch of video games, slides, a gym and plenty of other fun stuff. But just having a cool place where you do your work isn’t enough to get people engaged.

What individuals want is to be trusted.  To be proactive. To be able to bring their own individual secret sauce to work. Engagement is when people are emotionally connected and psychologically committed. And it is worth investing in as an organisation. You don’t want to lose the talent and you want the people who stay to bring bottom-line value.

One of the major engagement problems Rick sees is that we outsource the “engagement issue” to HR, running surveys and creating “engagement initiatives”. But engagement is everybody’s job:

  • We need to let individuals make decisions and have a real impact on the company mission
  • We need to give people feedback on the work they do and how it matters
  • Engagement must be a part of every conversation with our managers, who must help us to find out what turns us on and how we are doing


Give permission to be creative

Lozano says that as a kids we were all creative. Given 2 rocks * and a little time we made games and stories. This beginners mind (or “no-mind of creativity“) holds a key to engagement: We try things, learn, grow and smile.

Give people time and permission to try new things and make mistakes, put them in new places and they might just get creative. Maybe even let them choose their own job titles (Please henceforth call me “The firestarter”).

* another mention of the word “rock” at ATD2015


Help people grow in the way they love

People want to grow, to master things. The buzz we get from getting better is massively engaging. We get lost in trying. Times flies.

As an organisation, we need to help people to grow like that. We need to let people focus on their strengths and passions. Repeat: To LET them. Whatever that means. Like Rick’s boss did. If we know what people love, we need to have the daring to say “bring that to work”.
Good luck!

@dan_steer

 

 

The 10 most important questions for ATD2015

It’s that time of the year again where weary trainers and learning managers shuffle out of their caves to meet up with their geeky friends and ATD it ’til the sun goes down. In my own cave, I fired-up my iPad app for the ATD 2015 International Conference and Exposition to see what’s on the agenda and how I will spend my long-awaited 5 days in the sunshine state of Florida. A few questions came to mind…

 

1 What will I learn, if anything?

This is my 4th consecutive year at the conference and although the question may seem a little arrogant, I am wondering exactly what I will learn this year and what new topics could possibly still be left. This is the first year I don’t have “some learning-thing” on my mind before leaving. And although I always come away with a thin-red-learning-line, I can’t imagine what it will be this time.

 

2 What’s in a name?

Since this is the 1st year ASTD is not ATD, will anything be different? Will we truly be innudated with Hollywood Talent producers, as the new-name-naysayers suggested in 2014? Or is “talent” just another way of saying L+D ?

 

3 Will JD Dillon still have a beard?

Seriously.. I saw him in Vegas for TK15 and literally didn’t realise it was him for about the first 30 seconds. Only by a process of association with Justin Brusino and Bianca Woods did I manage to extend my hand to the strange bearded fellow and say “hello”.

 

jd

 

4 What is the obsession with “rock” in the learning world?

When choosing sessions to (maybe) follow, I keep seeing this word in titles. If I follow them all, I’ll come home standing out as a rock-star at work and training like a rock-star … whilst turning my boss into a rock-star , as well as my company’s learning content and having had my brain rocked. And all of that before I even squeeze through tht back-door to get into what will surely be a sell-out neuroscience session with David ( …. wait-for-it … ) Rock.

 

5 (In the same vein) Is there really NeuroScience in everything?

If you search the ATD conference site for sessions with the word “neuroscience” in the title, you will get even more results than you would for “rock”. It’s in our training effectiveness, our behavioural change, Captain Kirk and Mr Spock’s decision making, happiness, performance advancement and performance management, person biases, leadership , employee engagement and learning design. So, if everyone and everything has something to do with neurosciences, question 5 is actually 3 more questions:

  • Did someone hypnotise the advisory board before they chose all these sessions?
  • Will the rooms for the NeuroLeadership Institute sessions be sold-out as I predicted above (as they rightly should be, because David and Josh are awesome) or will the neuroscience-lovers spread themselves out elsewhere?
  • Should I have entitled my own session “The NeuroScience of Social Media for Formal Learning” ?

 

9 (see above, it works, honestly) Did Rick Lozano pack an extra guitar to jam with me and is he going to dress as Elvis for his sessions?

If there IS one rock session you should follow, its Rick’s. Seriously – if you don’t go and see at least ONE of Rick’s TWO sessions (really – they gave him two!) you will miss the opportunity to move like Jagger. I followed him before and it was awesome. HE was awesome? He IS awesome. Got it? Just go!

 

ricpicsmall

 

10 Will the  bookstore have a nice new ATD-branded polo-top for me to buy?

I promise, if they don’t, I’m just going to wear my grey ASTD one anyway. So there!

 

Don’t forget to check out David Kelly’s ATD2015 backchannel page here.

And catch me throughout the week via my YouTube channel for speaker interviews and DisneyDiaries, Twitter for cynical discussions and attempted humour with JD and absent-Bianca and this blog for a much more serious live-account of the sessions I follow.

 

ps – all my session posts from all previous A(S)TD conferences can be found via this tag.

 

D

 

 

Katie Linendoll on using media skills for training and other learning

To round-off the ATD TK 2015 conference in Las Vegas, keynote speaker Katie Linendoll takes the stage. Linendoll is a global technology consultant, speaker, writer and media personality who contributes regularly to TheToday Show and The Huffington Post. Linendoll says that her work in media can provide several tips for the learning professional, to help us to a better job of improving people. Here is what she has to say…

 

Be a social chameleon
This line comes from Red Bull, where Linendoll started her career in marketing and sales. Going around the country meeting lots of different people, her mission was to educate people on the drink, at a moment when no-one knew it. The key for her was “creating rapport”.

If you want to connect to people, you need to “read the room” and adapt to people. If they say “awesome”, you say “awesome”. In short, like Covey told us with habit 5: “Seek first to understand, then to be understood”.

 

Get trained yourself
If you want to be an expert in your space, you need to be able to walk-the-talk. This is not just about gathering and understanding the content, but about truly understanding the reality and the issues of the learners you are working with.

Comparing this to Robert Todd and Laura McBride’s session on the context conundrum, I was slightly critical of this point. I agree that we need to know what we are talking about. But in 2014, I think learning professionals have so many opportunities to not do this work themselves. The real experts are the learners themselves and the experts in the organisation. Surely they are better placed to bring that context to the learning initiative, or create and deliver content?

 

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Clarify and simplify
Working for a shopping channel, Linendoll’s job was to get her message across in anything from 30 seconds to 1 hour. Feedback was immediate: If she couldn’t make it clear, there were no sales.

Work on your marketing and presentation skills. Even if you are a designer not delivering training yourself, the ability to make your point is key.

See also Connie Malamed’s work on how to really make your point with visuals.

 

Leverage technology
…clearly the running theme of a conference called “TechKnowlege”, but still worth reinforcing one more time. The technology is there. Use it!

Too often in the learning world, we try to create clever things from scratch to achieve important goals. Linendoll reference the challenge of delivering books to Africa to help build literacy. Where some villages don’t even have good roads to get in there,, how are you going to deliver piles and piles of books? The answer: Don’t!

I’ll let you think of better tech solutions yourself…

 

Get your own style and have fun
People want to be entertained. Throw out your materials and forget the PowerPoint, says Linendoll. Bring some fun to learning and be authentic. Some people won’t dig it, but most will appreciate having an authentic real human in front of them.

 

…thanks for reading. Catch you at ATD ICE in May!

@dan_steer

 

Links that for some reason WordPress wouldn’t let me add…

NanoModules of knowledge for training efficiency

Scope: Big company, diverse functions, lots of data, regulatory + compliance needs, large geography, reduction in budget and a need for quality training.

ATD TK 2015 speakers: Kimberly Green and Erika Steponik of Blue Shield California.

Solution: Nano-Modules.

 

Several years ago, Blue Shield took the classical approach to training:

 

Build something in-depth to deliver in a classroom and invite everyone there for a day.

 

If you have ever made such training, you know what the issues are: Time, budget, lost opportunities, attention, travel…

 

Today, they have opted for Nano Modules:

 

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According to the speakers, these modules have multiple benefits: They are repeatable, scalable, flexible and much more economical.

To make it work, we were told to standardise the look and feel of the modules and catalogue them well. This leads to a good, secure and trustworthy feel for the users. In addition, it is important to have an intuitive centralised system that reduces barriers to access and learning. In short, once again, form sells function.

 

If I understood what Blue Shield is delivering to their learners, we are however only talking about giving pockets of knowledge.

 

I say “only” because I am not convinced that delivering knowledge = learning. But that doesn’t make the session irrelevant.

 

In Belgium, one of the organisations I work for is working hard to create a truly flipped-classroom experience. The concept is simple: Put the knowledge-acquiring part of learning out of the classroom so that training time is us to better effect. It works much better than before.

 

If we could further reduce and compartmentalise that knowledge-acquiring in the way Blue Shield have done, maybe we could make it even better.

 

Food for thought…

 

 

Thanks for reading
@dan_steer

 

Jedi Mind Tricks with Tan Le

Tan Le is the founder and CEO of Emotiv Lifesciences, a bioinformatics company inventing and innovating technology to do amazing things with the human brain. Since an early age, she has been fascinated with the brain, which is for her one of the most amazing machines we have at our disposition. Having failed to achieve true Jedi status (moving objects at distance didn’t work!) Tan Le look for other solutions…

 

In the last few years, man’s merging with machines has become very trendy: Bio-sensing devices that observe, measure and record activities and experiences have gone to market and their applications are impressive; GPS, wearable devices and smartphone accelerator can already give us massive amounts of information about our movements, health and even mood. For Tan Le, this is already a big leap. But the real potential is not yet realised. Things will get really interesting when we can merge technology with the human brain.

 

For Le, one of the obstacles to bringing brain-linked-technology to market is the level of expertise required to just put EEG sensoring equipment on the subject. EEGs help us to better understand what is happening in the brain and that is the first step towards the kinds of goals Le has. EEG machines have traditionally been limited to qualified (hospital) personnel using expensive bespoke equipment. Enter Emotiv Lifesciences and Tan Le’s easy-use wearable EEG…

 

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In a stunning display of true keynote awesomeness, we moved to a live demo (or parlour trick?). Learning Geek @CammyBean took to the stage and was hooked up to Tan Le’s EEG. First she looked at a video of a flower blooming and tried to focus on what was happening. Then came the amazing part: She thought about the flower blooming and made the video advance by itself.

 

 

Tan Le’s mission is to democratise EEG devices, making them available and easy-to-use for normal people. Does this mean we are really going to get our hands on technology giving us some kind of FireFox-style-ability to control objects (fighter planes?) with our minds? In short, it is clear to me today that the answer is “yes”.

 

During the session, we saw examples of things that are already happening with wearable EEG devices:

  • In Australia, the RAC has created an attention powered car. The driver is hooked up the EEG. If attention is good, the car moves normally; if it’s poor, it slows down. At the moment, this is being done to sensitise drivers to the importance of attention. But Tan Le’s organisation is already collaborating with Volkswagen to create mind-driven cars.
  • In supermarkets, studies are being done to see how consumers give their attention and focus when shopping. Where and how we look at things will give marketeers a lot of data to improve the shopping experience. (Yes, more marketing!)
  • In classroom environments, we can see how we focus on what is being learnt, how mood affects recall and use this information to create strategies to improve learning.
  • Personally, I was moved to tears by the “DJ Fresh MindTunes” work. People with physical disabilities were hooked up to the EEG machine and created music using thought. Watch the video… it is really outstanding. What a beautiful gift to the world!

 

…and guess what? Tan Le says that we will be able to get our hands on a wearable brain-monitor for $300 in a near future. How long will it be before we get an app for that device that lets us do some of the amazing Jedi mind tricks we have seen today?

 

Bring on the revolution!

 

Other references:

 

Thanks for reading!

@dan_steer

 

 

Aaron Silvers and Megan Bowe on (the philosophy of) content wrangling

ATD TK 2015, session TH304 is about content wrangling. The word (wrangling) seems to fit the first speaker, Aaron Silvers. A very peaceful looking man, I can imagine him coming in to put order into the mess and bring everything together. As a learning designer, technologist and strategist, he has worked with the NFL, US departments of defence, homeland security and education …and plenty of others. His equally cool co-speaker Megan Bowe works at Knewton, is a principal at consultancy company “Making Better” and co-created the “Up to All of Us” community.

 

Would you like to audit all the content in the organisation to know what is out there and to organise it better? Or set-up a platform to improve social learning and sharing of expertise and content? Or make existing materials more easy to search and digest?

If the answer is yes, you need to do a good job of content wrangling: Find what you have and make it usable for your people.

 

Megan tells us the primary steps for getting your content in order:

  • First, you need to get everything together (inventory) and know what you have, what you can delete and what you need more of (audit)
  • Next, think about how your people search for content, so you can create an effective “tagging taxonomy” to improve search of that content. Megan’s suggestion for doing this effectively is to do a card-sorting exercise with the users/stakeholders in the organisation. Together, they will create the right structure for the content.
  • Now think about how small you can make content, so that it is effective, but easy to swallow (granularity)
  • Then make things modular, so that content can stand alone. This will allow you to put things in the right order and also re-use content for multiple uses.

 

Once your content is broken down into the right collections of granular and modular well-tagged pieces, it’s time to think about how and where you will put it all together.

Back on the mic, Aaron Silvers says that when we do this, we must remember the mission of our work and the context of today’s business: Our aim is to make it easier for a responsive organisation to pull out content, even when the context or environment changes. We have to be sure that what we make is effective today, as well as sustainable for the future.

Silvers suggests that we take a lean approach to this work, focussing on what really matters: Where are our users? Who are they? What are they trying to do? And why?

 

Rather than get into the technology of content platforms at this point, the formal part of the session came to what seemed to be an abrupt end, opening the floor to any and all questions.

Not being a real techy guy and never building systems for corporate learning, I wondered why I was in this session for a while. But when I looked a little closer at what was being discussed, I realised that what Silvers and Bowe have done is give an effective and lean approach to consulting with customers and organising things (anything) in a given context.

I can imagine (I know, I’m a geek) going home to my DVD collection like a character from “High Fidelity” and getting all that film in order, searchable and chunked down into “all the best bits” for consumption by friends and family. But their work is much more than that…

When they talked about card-sorting, it reminded me of courses on metaphysics, Pirsig’s books (“Zen and the Art of Motorcycle Maintenance” and “Lila”) and how the structure you give to something defines the experience you have of the world. There is beauty in this functional work. Silvers and Bowe are not wrangling content at all. They are defining purpose and values for the organisation, creating the space for breathing creativity and innovation.

 

Humans like to categorise and structure things. It brings comfortable order and a sense of safety. But the way these categories and structures are defined can change the way we experience things.

For example, if I look out of my window to Las Vegas Boulevard, I may compartmentalise what I see into buildings, water, people and lights. If I were thinking about making changes to that environment or its processes, I might then think of how the space is used and the efficient flow of traffic. But if I break down that same vision into entertainment activities, advertisements and mood, I would have a completely different vision. And that vision could lead me to work instead on improving the user experience or linking publicity to user emotions.

Our perception defines our reality and our subsequent behaviour.

And so, the work of “putting things in order” is not to be overlooked. Get it wrong and you may have an impossible mess that no-one can deal with. Or you may have a specific vision that leads to specific (potentially undesired) outputs. Get it right and you will give people the power to see new things, find more value and create change.

You might also find the answer to the questions that opened this blog-post.

 

Thanks for reading!
@dan_steer

ps For more “how-to” information on content wrangling, go here: http://eepurl.com/LpdwD

Connie Malamed on how to really make your point with visuals

Humans have selective attention. And they have a bad capacity for processing information. But: If you can get their attention and help them process what you show, humans have excellent long-term memory. Professional Explainer Connie Malamed is here to give tips on how to use visuals to really pass across your message.. Welcome to ATD TK15 session W400.

According to our speaker, there are 3 basic (good) ways to pass across information: Story, graphs or data representations, and diagrams.

Stories are good for creating emotion. If it really IS a story. A real story has a situation, complication and resolution, with a character/protagonist that achieves a goal. That IS the story: How the protagonist deals with the complication. During the session, Connie showed us some beautiful examples of comic book style stories.

Graphs are an excellent way to show data. If you get it right. According to Cleveland and McGill, our understanding of data changes dramatically depending on the type of graphic used. Humans can deal with position and length easily, but not so well with volume.

Malamed says that, although very fashionable, info-graphics are actually pretty bad for recall. They look nice, but they don’t serve the basic purpose of a data-driven graph. If a graph is to get and keep attention and create recall, it needs to SHOW the viewer the shape of the numbers. Personally, I found Zelazny’s book on charts quite handy.

Diagrams are also really good, if you use the right one.

Our speaker noted 5 different types of diagram and gave some basic rules to follow.

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As I write this blog-post, I realise that as a reader it might be tough for you to get some real learning from it. Connie Malamed’s session was quite simply brilliant. But it’s difficult for me to summarise all the guidelines here (live). Look below and you will find a lot of references to help inspire and instruct you.

The basic message is this: How you visualise things DOES make a difference. As a trainer, I pay a lot of attention to my flipcharts, even if they are mostly text based. Connie has got me inspired to go further…

Further references you might like:

Thanks for reading

@dan_steer