Synchronous E-Learning: Simulation, Video or Animation?

As synchronous and a–synchronous learning become more entrenched in transferring knowledge from one source to the other, ideally through such tools as E-Learning, a number of complex issues begin to emerge in setting the bar for comprehension.

How to effectively delve into the content and communicate it in a meaningful and cost effective way is essential to understanding what tools offer the greatest efficacy. The later part of that statement is key since up to this point E-Learning has grown at snail’s pace, largely due to cost.

Often in Learning in general and E-Learning in particular, these methods of communicating knowledge are designed to inform us about the correct or preferred way to do something. They help us understand the decision making process that support a best practices and allow us to think through a process. If it is truly interactive it allows us to make mistakes and learn from those mistakes by visualizing what might occur and how we might handle unique situations or barriers to completing a task.

The current pantheon of tools has grown in ease of use, cost of deployment, penetration in the marketplace and feasibility in general. Let’s have a quick look at each to better understand their strengths and weaknesses. The first we can review is simulation. 

While simulations can take many forms they generally include still images, coupled with audio. These can include illustrated characters, or drawn figures, as well as real people that are animated to some degree. Using such imagery and motion helps us break down a process and are often more generic in nature so as not to skew the learning process with gender, age or ethnic biases. A simulation helps us control the environment down to the smallest detail and can be cost efficient. Its weakness is its strength, it can appear very simplistic to a well educated audience and appear to be “taking down” to learners while the technology that controls these figures often introduce slight delays. I must also say that in many professional environments, given the wide range of opinions, there will be some very positive and some very negative reactions. Simulations can be very effective when using inanimate objects and illustrating a process.

Video has been around for awhile and of course it is often the preferred means of illustrating a scenario.  Its strengths are that it shows real people undertaking specific processes that most of your audience can relate to. It often employs the willing suspension of disbelief in that its displays scenarios that may not have been experienced by the learner.  Its strengths are that audiences have become accustomed to video and recently in reality TV and now accept working professionals portraying their day-to-day roles much more so than actors. This allows us to cut costs by using real people doing their jobs, but it introduces complexity by demanding more careful planning, places more responsibility on the client as participant in developing the scenarios. Costs have some down dramatically for videotaping and editing as low cost, high definition technology is now readily available with a skilled workforce to support it. Since the decisions around using real people relate to availability, cost and knowledge we have to remain vigilant about stereotyping.

Animation remains a fairly high cost alternative since it utilizes more specific software and hardware and there are fewer skilled technicians to undertake production. Animation can offer some very dramatic and effective illustration of scenarios and it excels when trying to demonstrate three-dimensional images.  Its weaknesses are that it is still relatively costly to deliver on a consistent basis  and like the simulation it can over-simplify a scenario.

My experience suggests that each of these technologies has a place in the development of synchronous learning but the parameters of any given assignment will dictate which technology to use. The three main parameters used to determine which technology is most appropriate to illustrate protocols and techniques are cost, available resources and comprehension. More often than not comprehension is the least considered parameter for supporting the choice and cost is the most important.  



E-Learning – Not an Additive …An innovation!

 All too often administrators and managers see new technologies as add-on elements to their existing continuum of learning. Not so with E-Learning …rather than layer on E-Learning to existing learning processes such as classroom training, lectures,  print materials, workshops, video, internet etc. We really have to begin thinking about replacing existing learning with E-Learning as the cornerstone of an integrated learning process.

As the increasing demands of maintaining up to date knowledge overwhelm us in an avalanche of information we need to adopt strategies that allow us to cope with it. Many theories suggest that the total human knowledge doubles every five years and every two years in health and medicine.

Developing a unique strategy for implementing learning that utilizes new technologies, addresses changing social norms and considers human interaction and communications as it relates to learning will help organizations be more effective and deliver a better return on investment for each learning dollar spent. This can be a significant undertaking but testing the implementation of unique learning environments and validating that test allows us to understand how to develop new learning standards and implement administrative protocols that are applied across an organization. Layering on E-Learning onto existing learning process simply drives up the cost and does not hold the learner responsible for comprehension. 

There is a cost and the only way that this cost can be rationalized is by reducing budgets and expenses on traditional learning processes that are not as effective.  We first have to look at existing learning processes and ensure we understand the costs involved with having instructor led programs, the cost of having a group of people sitting in a room, the cost of preparing tools and learning assets, the travel expense, the cost of qualified instructors, the follow up costs and the administration of these traditional learning initiatives. Overhauling an entire system may seem daunting but if we select a unique project based on priorities we can test the scenario and mange the parameters to ensure a firm understanding of the learning’s effectiveness in terms of comprehension and cost. Such tests can include both a-synchronous learning and/or blended learning but parameters and protocols have to be defined in advance to ensure we can benefit from what we learn in such E- Learning tests.

One of the most important protocols in implementing such a test is that existing traditional methods of learning such as classroom, instructor led or simple printed information presentations must be removed as an option in the learning process.  Once we have taken the time to design and implement a learning process that responds to our needs, we have to ensure that learners cannot not fall back into familiar patterns of learning.  The new strategy must be championed to ensure the new learning standards are implemented effectively and that and the initiative can be measured for effectiveness of comprehension, ease of administration and return on investment.

The Basic Press Release

One of the most important lessons that beginners need to learn is that writing media releases is all about developing a persuasive communication within the framework of a traditional news story format.

Editors will quickly trash media releases that make outlandish promotional promises -- "the best ever," "everyone wins," "one-of-a-kind," "changing humankind forever." You get the idea. Instead, press release writers must think like a reporter. Media releases must follow journalistic style in order to be given any kind of consideration. How do you accomplish this task? Here's the basics.

1. The Headline: In about ten words -- or less -- you need to grab the attention of the editor. The headline should summarize the information in the press release, but in a way that is exciting and dynamic; think of it as a billboard along a highway -- you have just a few words to make your release stand out among the many others editors receive on any given day.
2. Opening Paragraph: Sometimes called a summary lead, your first paragraph is critical. This paragraph must explain "the five Ws and one H" of the story -- the who, what, when, where, why, and how. This paragraph must summarize the press release, with the following paragraphs providing the detail.

The opening paragraph must also contain the hook: the one thing that gets your audience interested in reading more -- but remember that the hook has to be relevant to your audience as well as to the news media. A hook is not a hard sell or a devious promotion -- it's just a factual statement.

3. The Body: Using a strategy called the inverted pyramid, the body of the press release should be written with the most important information and quotes first. This inverted pyramid technique is used so that if editors need to cut the story to fit space constraints, they can cut from the end without losing critical information.
4. The Closing Paragraph: Repeat the critical contact information, including the name of the person, his or her phone number and/or email address.

Something to Enhance

Add Video or Images to the press release to offer other media outlets package materials that they can use in writing articles about the content of your press release. It may cost more but it is worth it.
Include a spokesperson who is available for post-press-release interviews with the media and can speak about the contents of the press release in detail. Finally, try and i
nclude observations and comments by respected industry peers that confirm the contents of your press release.

Calling All E-Learning Champions

Video, for many years and even in this day and age was and is considered, somehow, to be the preferred means for transferring information or teaching.  Video is a static presentation offering little opportunity for the leaner to interact but it does do some things well in that it is able to illustrate things very succinctly and that is why it remains so successful.

MacDonald’s has made an empire based on consistently delivering the same product and customer service to its customers while consistently trainings their employees using video. This is an example of a training video from 1972 … seems antiquated but you might be surprised to learn that many organizations continue to use some form of video to inform customers and train staff.  

As training has progressed over the years, interactivity has been added through such programs as PowerPoint, and in-classroom instructors which offer greater learner engagement and comprehension but at a significant cost in terms of labour and time.  While the comprehension levels have increased with more hands-on  or in-classroom training  the real cost of learning has continued to escalate in recent years since learning incorporates new and different kinds of media, increasing labour costs and more in classroom technology.

. E-Learning has been around for some time, and the technology has matured and become cost effective  when compared to traditional in-classroom training  but most organizations remain entrenched in the use of legacy learning practices  and tend to defer to the IT gatekeepers to help rationalize the initiative rather than champion  its merits. Surprisingly, most organizations, who have significant learning needs such as in health care, continue to use in-classroom training, along with their video and/or PowerPoint presentation and some handouts even though they know that this method is not cost effective nor does it result in enhanced comprehension.

Recent studies have shown that E-Learning is 40 % more cost effective than in-classroom training.  This was proven by researchers from the University of Chicago and the University of Washington who confirmed that a 30 minute multimedia CPR training program was more effective at training adults between 40 and 70 years of age than the traditional 4-hour instructor led classroom training.

My own experience has taught me that one hour of E-Learning is equivalent to about 4 hours of in-classroom training.  This is a result of removing the social interaction that typically occurs in a classroom that does not contribute directly to the learning process, disruption caused by people entering or leaving the classroom, instructor’s lack of focus or preparedness and lack of consistency in the lesson plan and testing process.

By enlarge most company and organizational leaders will agree with the concept that E-learning is more cost effective and more efficient as a learning strategy …yet there seems to be little appetite by professionals organizations and businesses to employ E-Learning. True self-paced learning (E-learning) learning has been slow to be adopted despite its many advantages. This has largely been due to the demand for significant initial investment required and the ongoing need to administer and manage learning.  This boils down to the  investment in time and effort by administrators in setting up policies, procedures and long term benchmarking practices that will guide the evolution of E-Learning and maintaining records and updating content within an organization.  

Today’s E-Learning utilizes the best of video, so-called speaker support, audio narration, interactive forums, chart functions, questions & quizzes and simulations to present concepts and test your comprehension.  Video has become a tool set within the E-learning environment as have the PowerPoint presentation and other forms of media information presentation. E-learning has become fairly easy to implement and there are plenty of flavours to help organizations manage and administer E-Learning through Learning Management Systems where there isn’t a significant investment required in hardware or software and organizations can evolve into E-Learning strategy that works for them at an affordable price.

Want to learn more ..stay tuned or give me a call.

Product Knowledge & Training as a Marketing Strategy

Educating existing and potential clients on the unique benefits of a product or service or simply creating awareness for your brand is poorly understood by many companies and organizations. The process of offering your clients information that for free - they can benefit by - without a clear ROI has long been considered a benefit that only large scale organizations can afford to entertain.

This has changed dramatically as new online technologies make the process more cost effective to implement in a broader geographical marketplace. The one thing , however, that has not changed is the focus and investment that has to be made on the part of the delivering organization to ensure that the information is professional, responds to clients needs and is valued by clients.

The most cost effective manner to implement “Knowledge Training as a Marketing Strategy” is to create an interactive “on-demand” presentation or “live-event” online event.  These events help your customers understand how your products benefit them and helps recognize their unique needs through such ancillary assets as case studies, frequently asked questions and live interactive question opportunities.  Once such a marketing tool is developed it can be delivered repeatedly with little cost and can be revised to respond to changing customer needs.  In this discussion I will focus on the “Live Event:” scenario but many of the same steps apply to the “on-demand” scenario.

The 11 steps to “Knowledge Training as a Marketing Strategy” are as follows:

1. Define one product or service that will define your brand in the marketplace
2. Write it down in a brief overview - the features and benefits and the “how-to’s”
3. Develop one statement defines the unique selling feature or allows the client to relate to your message best
4. Visualize: how this story can be made easier to understand through video, images, simulations, etc.
5. Determine if this can be passive interactive information or live interactive information online
6. Consider a budget for marketing channels: this tends to be online - complemented by other mediums
7. Create a marketing plan & database for the live event:  PR, e-mail, print awareness, follow-up, etc
8. Create a database to capture contact info: use existing database, online invitations, meetings, calls, etc.
9. Define who are the players in implementing a live event online: script the event from beginning to end
10. Determine what assets: such as images, video, documents, interactivity, questions, etc
11. Pre-plan and implement follow up on the event with phone calls, e-mails, in person presentations

The only drawback to producing such “Knowledge Training as a Marketing Strategy” events is that you do have to focus resources on developing a complete professional presentation to maximize effectiveness. However, this is an elegant solution that allows small and medium sized businesses to reach into the marketplace like never before. The cost of acquiring (qualified) contacts, developing the media event and following up can be managed easily and can be very cost effective.

Trade Shows...is your USF Showing?

We’ve all read the many articles that offer tips and strategies for taking advantage of conferences or trade shows. Newsflash - most of this information is either inaccurate or just plain wrong.  These obvious strategies can range from recommending, “Use a Prize Draw or Contest” to, “Make sure you’re your booth is staffed at all times.”

While some of these tips can be useful if you are just getting started, they remain very basic and do little to differentiate you from your competitors. Trade shows and conferences will often have displays lined up, aisle after aisle; each jammed into a small space; each with its own colours. It can all be very confusing to visitors. For many of us the cost of registration, creating a display, allocating the time from a busy schedule, delivery and set-up and the cost of marketing before and after the trade show can be overwhelming.

As a result we don’t take the time to understand why people are attending, what they want to learn, and what attracts them to one display versus another. The psychology of trade shows and conference attendees crosses many boundaries and there are as many reasons for visiting as there are visitors; but one factor that is common to all attendees …the Human Factor. In the final analysis, a trade show or conference display is still primarily about…one-to-one selling with a focus on your USF!

Your Unique Selling Feature (USF) is the inalienable truth about your product or service that creates demand. This is what separates you from your competitors; and it helps create a focused message and profile for your company or product. One clear message, sparse text in large fonts and dramatic images that tell a story can bring a clear focus to your message.

Preparing a focused message means research before you attend the trade show or conference. It means taking the time to understand your customer’s challenges and distilling them down into a single statement on your display that engages them as they walk by. This lets them know that you understand their need and are not just trying to push product. If you’ve done everything right, the customer stops at your display - now what?

Having experienced, knowledgeable staff at the display that are passionate about the products and services is extremely important. Perhaps even more important is ensuring that the people you have at your display know how to listen. As David Ogilvy (Advertising Icon) once said “we are not selling ¾" drill bits . . .we are selling holes.” What he meant was that it is our responsibility to sell solutions and to do this we need to listen and ask probing questions that will help us understand a potential customer's challenges. Once we understand the challenges we can then propose solutions from our products and services that are tailored to overcoming challenges for each customer.

Taking notes while speaking with prospective clients can be an asset but it often leaves them feeling left out. Making good eye contact and engaging one customer at a time in a meaningful discussion can be far more effective than having many visitors flowing through your display, picking up trinkets. Staff who are attending a display should be able to provide notes for follow up at the end of the day. It is always a good idea to debrief after a trade show session and discuss each encounter and their prospective potential for your company. Often a gut feeling about a client can be just as dynamic as detailed notes. In a recent book, entitled “Blink”, Malcolm Gladwell discusses the concept of choices that are made in an instant. He brings together a number of research studies to help define the strength of the gut reaction in the decision making process. Make sure the trade show booth is staffed with experienced people – not just junior stand-ins!  

Another fallacy in trade shows and conferences is that the displays with the most traffic are perceived as more effective. The total number of potential visitors does not often support effective strategies at a trade show because it is not about the quantity of visitors to your display but the quality. You may go to a show and only get several visitors but if they are the right visitors they may help increase your sales significantly.
Consistent and timely follow up will help determine the ROI on your trade show. This, along with a marketing strategy that combines a well-maintained web site, professional collateral materials and frequent if not strategic ad placement make all the difference. A large client is always harder to bring to the table and takes much longer to do business with you as their business cycle can often take 1 – 2 years and so needs to be exposed to your consistent message over a longer period of time through a variety of mediums.
Is it luck when you finally land that large client – perhaps not – remember that luck is the combination of preparation and opportunity!

The Window of Opportunity

A window of opportunity can take many shapes and forms and can have impact on a company’s destiny regardless of where that company is in its lifecycle. As businesses we are always seeking to take advantage of some opportunity either through an innovation in a product or service, a trend in the marketplace or a change in the forces that regulate the marketplace.

Each of these can have a ripple effect and catapult a company to success but as with any window, the opening is narrow and the opportunity brief. To benefit from the “Window of Opportunity” we first of all have to be looking for it – ready to change and rise to meet the challenge of that opportunity. This means in part that we have to ensure that we are scanning the horizon (this is where your SWOT Analysis “comes in) . This simple SWOT chart provides us with the parameters for scanning that horizon.

By embracing change and understanding that a company has to evolve in the marketplace just as its customers must evolve we can begin to evaluate the potential windows of opportunity. Equally important is that we also have to understand that as people it is our natural tendency to avoid change and to embrace clear predictable patterns especially in business given its turbulent nature.

The most important component in the process in scanning for these “Windows of Opportunity” is understanding how your company, product or service can evolve to respond to marketplace demands. You must have clear understanding of your current company, products, services - features and benefits and how they meet the needs of your clients. This coupled with a change in the forces that shape the marketplace can offer ideas and unique solutions that can be adopted into your product or service design.

Some clues to identifying "Windows of Opportunity" can often be seen in some of the most obvious places. These can include traditional news media, online trend magazines and directly from the mouth of your client. A combination of these and other indicators will provide you with some insight into changes affecting your clients and how they use your product or services.

In more than 25 years of marketing I can’t say I have ever witnessed a client directly advising a provider or supplier to change a product or service to better respond to their needs. This may occur but only when the client/supplier relationship is so integrated that it become more difficult to supplant the existing supplier. Often, there is an alternate provider who has already seen the opportunity and is only too ready to fill the client’s requirement and displace your company as the supplier of choice. To take advantage of the "Window of Opportunity" you have to be ready to change your business model (and in some cases dramatically) to respond to those changing needs.

The idea that the "Window of Opportunity" is short is very important, since it suggests that you have a very limited time frame in which to act. Developing a plan, incorporating good advice from business advisors, gauging the client’s appetite for the evolution of your product or service and actually making changes that will affect company production and personal at the ground level in your organization all take time. This usually suggests months rather than weeks or years to take advantage of the "Window of Opportunity".

This applies to new and innovative technology even more so. New technologies today are eclipsed very quickly and the new technology that was a “have-to-have” just a few months ago could be old hat tomorrow. One final point, don’t over consult about this – rapid change usually is a result of one person’s vision because they have their finger on the pulse of clients and they have to champion the idea through the process. This is where the old adage of “no pain – no gain”, can be applied very effectively but it can be the difference between closing a business down and becoming a viable business in a very difficult business climate.