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Bren White

The Globalization Factor

A common question I am asked when delivering workshops on applying learning science is “what’s the best way to teach someone \[insert topic or skill\]?” Or, “What is the best way to explain a particular topic or concept?”Let’s think about this. If I want to teach someone how to make a new kind of soufflé, what’s the best way to do it? It depends!I need to know things like:Does the person know how to cook at all?Do they want to know how to make this new kind of soufflé?Has the person ever made a soufflé before?Do they know how to separate egg whites from egg yolks?Do they know how to make a water bath in the oven? Do they even know what a water bath is?Do they know how to use a whisk and how to tell when the whites have been whisked just enough?How I help someone make a new kind of soufflé depends on all these things (and more). But what it doesn’t depend on is the person’s “learning style.”Here’s a truth: Cognitive psychologists have conducted in-depth reviews of the literature in search of well-designed studies showing clear evidence of a connection between instruction tailored to learning styles and differences in student outcomes. Their conclusions: “There is no adequate evidence base to justify incorporating learning-styles assessments into general educational practice.”To be fair, the idea of people having different learning styles is appealing because it is intuitive. Just as height, head and foot size, and eye color and shape vary, people vary in their abilities.People are better at some things than others.Some people have an uncanny ability to remember faces, some can hear a piece of music and play it immediately, and others are extremely skilled at hand-eye coordination. Yes, we’re different, and we have certain preferences, interests, background knowledge, and motivations, but that doesn’t mean that the way we actually learn is better depending on our preferred modality of instruction.Back to the soufflé. Thinking about the “best” or optimal way to teach someone to make the new soufflé depends on the content, the context, the learner and their motivation, and how much they already know (their background or prior knowledge). To teach a complete novice how to make the soufflé, a video, an in-person demonstration, and some step-by-step, scaffolded practice would likely be needed. To the more seasoned soufflé maker, I could probably hand a printed recipe with the “innovative” part highlighted, and off they’d go.I am instructing neither person differently based on a stated “learning style.” Instead, I’m meeting them where they are and either starting from the very beginning and going over the basics using some visuals or live demonstrations, or letting them apply their prior knowledge and experience to learning a new recipe or technique.When I plan my workshops, I think about not discussing learning styles. It’s a subject people feel extremely passionate about, and it tends to stir up sometimes contentious, polarizing debates. Most importantly, these discussions can come at the cost of derailing otherwise productive discussions about improving teaching and learning using evidence that we know positively affects learning.Does it matter if some people believe that they have a “visual or an auditory learning style”? Is it really risky or damaging to keep this myth of learning styles alive?I think it does matter and here are some reasons why:Opportunity costs: As educators, we ought to think like scientists; consider the available evidence and tailor our teaching and learning practices to that. Trying to shape our teaching practices around individual learning styles comes at a cost; every moment of educator training or professional development spent figuring out ways to tailor instruction to learners' individual learning styles is an opportunity lost to help support the implementation of practices that have solid scientific support.Growth mindset: As well as costs in terms of time and money, another reason the notion of learning styles is risky is it creates the belief that certain people are unable, or less likely to learn because the material or mode of instruction is inappropriate for them. Talk about slamming the brakes on the idea of “growth mindset” (which interestingly, does not tend to stir up contentious debates and discussions).Telling people they can only learn in a certain way can both shape and constrain the way they approach learning. We have a tremendous capacity to adapt, change, and grow. It matters, therefore, for learners to believe they can grow and learn and are expected and encouraged to do so. Without that belief, people may lack the motivation to put in the mental effort and perseverance required to learn something new or get better at something. Learning is hard, and we do a disservice to learners if we let them believe otherwise or give them an “excuse” to give up on something they find more difficult.Square peg in a round hole: A person told they are a “visual learner” may try and process new content in the mode of their stated “learning style” even if the style does not fit the particular task. Or they might disengage from a high-quality learning experience because they think it won’t benefit them as it’s not in the “right” mode. This is an incredibly inefficient way to learn.Policy and practice reform: Misconceptions and myths about learning can impede education reform efforts at many levels. If a large percentage of people cling to beliefs on the benefits of a learning styles approach, they are less likely to support or engage with initiatives that oppose it. Some have used the analogy of climate change to illustrate this point. Skepticism and debate around climate change serves only to slow down meaningful policy action—even though there is broad consensus that climate change is real and poses a real risk to the future of our planet.Perhaps because most of us have encountered learning in some form, when we discuss ways to optimize learning, it can seem that everyone’s opinion is equally valid and that we don’t need to consider scientific data and evidence of efficacy. We do not all, however, have the same common experience with medical research, quantum mechanics, violin playing, or architectural design. This likely explains why we may be more willing to accept it when experts arrive at a consensus that a certain medical technique for knee-replacement surgery is no longer valid, or that a certain type of bridge design is better than another for a particular climate, than we are to accept that a common belief around learning is not based in evidence.In Think Again, Adam Grant wrote: “Scientific thinking favors humility over pride, doubt over certainty, curiosity over closure. If we believe we have already found the truth, then we stop searching for or recognizing gaps in our knowledge.” Grant uses the term “idea cults” for those who “preach the merits of their pet concept and ‘prosecute’ anyone who calls for nuance or complexity.”An admirable educational goal is to help make people better consumers of information. Equally so is the need to make educators and decision makers “critical consumers of scientific research” and to normalize the practice of evaluating research evidence. Surely this should trump the status quo of relying on personal beliefs and experiences and that which makes us “feel good”?My hope is that I can stop worrying about engaging in fruitless discussions about learning styles. This is because we are aware of and have respect for the wealth of excellent, reliable, robust research on how people learn and how to create effective learning experiences (details of which are outside the scope of this piece). And, perhaps most importantly, that we, in whatever teaching and learning role we play, continue to be open to evidence that calls into question existing beliefs, allows us to recognize gaps in our knowledge, and ultimately serves our goal of promoting long-term meaningful learning for all learners.

Just Because Learning Styles Is Intuitive, Doesn’t Make It True

The importance of fostering employee engagement within the federal sphere has been widely recognized. OPM white paper presents model for igniting engagement in government workforce.

OPM Model for Igniting Engagement in Government Workforce

Linda Hainlen is the director of business development at Sedona Learning Solutions, a Kirkpatrick Certified Facilitator, and an international author. She served as director of learning solutions for IU Health in Indianapolis, IN for 18 years.Linda has over 25 years of proven experience as a training manager--including real world experience applying the Kirkpatrick principles. “Utilizing the Kirkpatrick Business Partnership Model truly transformed my results and elevated my division at IU Health to a strategic business partner in the organization. I am passionate about working with other organizations to help them elevate their results through partnering and obtaining sustainable outcomes.”Linda is an engaging facilitator and presenter, who authentically and successfully connects with audiences by bringing concepts to life through sharing her own experiences from working in a highly regulated industry. Her practical and genuine approach inspires participants not only in thinking but in applying their newfound knowledge and skills.Under Linda’s leadership, her division at IU Health was awarded the highly prestigious ASTD Best award in 2011. Linda has been published several times, including a white paper co-written with Jim Kirkpatrick on the topic of healthcare. Her ATD Infoline on “Designing Informal Learning” made the top 50 best sellers and was translated into 83 languages. Linda has been a speaker at several international conferences and has worked with companies from around the world to improve their effectiveness and achieve measurable outcomes. Industries served include higher education, corporate learning, nuclear, and healthcare. Sedona Learning is currently the only US Kirkpatrick Partners affiliate.

Linda Hainlen

International best-selling author Shawn Achor is one of the world’s leading experts on happiness, success, and potential. His research has graced the cover of Harvard Business Review, and his TED Talk is one of the most popular of all time, with more than 17 million views. Shawn spent twelve years at Harvard before bringing his research to neary half the Fortune 100, as well as places like the Pentagon, impoverished schools in Africa, and the White House. His research has also been published in top psychology journals and featured in the New York Times, the Wall Street Journal, Forbes, and Fortune. His interview with Oprah Winfrey and his PBS program have been seen by millions. He now serves on the World Happiness Council and continues his research.Achor also partners with the nternational Thought Leader Network. For over two decades, ITLN have worked on the forefront of organizational advancement in collaboration with the world’s most distinguished thought leaders to deliver big ideas and best practices to a global workforce. ITLN, in partnership with Shawn Achor, assists organizations around the world in bringing happiness research to life at work and in education . . . through research partnerships, training, and large-scale interventions. The Happiness Advantage │Orange Frog Workshop™ www.OrangeFrogExperience.com and its accompanying parable by Shawn Achor, The Orange Frog, are designed to deliver key lessons from The Happiness Advantage while also serving as a rallying language for teams, organizations, and individuals to provide the foundation for sustained positive behavioral change. This change is linked to core work routines and best culture practices, supporting desired business results and educational outcomes.Today, ITLN and Achor have created the largest and most successful positive psychology training for organizations and educators in the world. Their work impacts every dimension of human potential performance, intelligence, creativity, leadership ability and health – in an increasingly interconnected world where our biggest potential lies in our ability to influence others.

Shawn Achor

Kieran King began her career in the talent field 20 years ago. In 1999, Kieran joined CBT Systems (now Skillsoft) and participated in the evolution of the learning industry by consulting with organizations across a wide variety of sectors and geographies. She has consulted with companies to design enterprise learning programs, implement learning and talent platforms, conduct learning strategy and benchmarking engagements, and advise on measuring learning's impact on business outcomes. Kieran has authored several methodologies and whitepapers; she also blogs regularly, has been published by industry magazines, is a well-respected conference speaker, and was featured on Sirius Radio's  In the Workplace, hosted by Wharton Business School. Today, Kieran serves as the global vice president of loyalty strategy for Skillsoft, where she studies the composition of successful learning programs and partnerships throughout the world.

Kieran King

Felicia White is vice president of global operations training and development for Church’s Chicken and has been with the organization for 12 years. She is responsible for managing training for the Church’s domestic operations.In addition to managing training, White is co-founder and chair of the employee resource Church’s Women’s Forum. Along with her work at Church’s, White is a member and volunteer with the Women’s Foodservice Forum and works closely with the Women of Color and LGBTA Communities of Interest, is the co-lead for the WFF Atlanta Exchange, and serves as the ambassador for Church’s.White also is a member and volunteer with the Council of Hotel and Restaurant Trainers. She holds an associate degree in culinary arts, a bachelor’s degree in hospitality administration, and a master’s degree in business administration. She is a sought-after subject matter expert in the area of frontline leadership development and offers consulting to various organizations in building leadership development and mentorship programs.

Felicia White

Kathy White, MS, Executive Director of Learning and Performance for Amgen’s worldwide Operations and manufacturing facilities. Kathy has worked at Fortune 100 Pharmaceutical and Bio-pharmaceutical industries for 28 years in manufacturing, quality, strategic planning, and training. Kathy and the Amgen Learning & Performance team have been on a multi-year transition from traditional training to becoming a human performance based group. This was recently recognized when the team received the 2012 ISPI Award of Excellence.

Kathy White

The following is a Q&A with Ben Bisbee and Kathy Wisniewski, the authors of The Unashamed Guide to Virtual Management, an ATD book about how to address the unanswered and critical questions that arise when managing virtual teams.What, from your own virtual management experiences, prompted you to write this book?Ben: We were experiencing a variety of daily challenges and frustrations in our own virtual management efforts. We both started in the virtual management landscape in 2009 and were shocked by how little information you could find when it came to typical daily management issues and how they should be or could be best experienced in the virtual workplace. At one point, I was asked to provide employee engagement and team building opportunities for more than 80 virtual employees to help repair morale and build community. With no funding and just a few weeks’ notice, this felt like an impossible task. Another time, Kathy was trying to figure out how to build a strong new virtual volunteer orientation model that didn’t rely solely on written web documents or phone conversations. We weren’t even that deeply interested in innovation; we were just craving some best practices to do our jobs in that moment and could not find resources on Google or Amazon.Kathy: The tools and resources addressing real daily issues did not exist. Discussions were focused on the possibility and costs of virtual workplaces and on how to move offices online. There wasn’t a community of virtual managers talking about daily, classic experiences and solutions. Best practices did not exist—nothing anyone could point to, anyway. And, so we started developing ideas and found them to be successful. We knew we needed to share them with others who found themselves in the same position.Where is virtual employment in 2019?Ben: Virtual employment is one of the fastest-growing professional areas in just about every white-collar industry. We needed to move past the idea of virtual management being novel. It’s 2019. People need real tools about real topics to help them be the best they can be as managers behind a computer, leading one or more people to success.What were some of the challenges you were facing as you started to manage virtually, and how did those struggles lead you to write this book?Kathy: When we began managing virtually, we did not realize that communicating virtually could be such a challenge. We assumed that email and telephone would be fine mediums for communicating with remote employees. We quickly discovered that email has limits and shortfalls. It is a terrible medium to talk one-on-one about heavy issues. And there were better mediums than the phone as well. We realized we had to get comfortable with new technology— namely, the medium of virtual video for complex or difficult meetings. In fact, video meetings are essential because these meetings need a “human touch,” requiring some eye contact and face-to-face interaction.Ben: Knowing how to leverage a variety of technologies is critical. Elements of that realization absolutely made it to the book in a wide variety of ways. We wanted to explain that tech needs to aid you, not allow you to evade important management moments.What answers were you looking for that you could not find out there?Ben: Most of them, honestly. It was often like trying to convert a recipe from U.S. measurements to metric measurements. We found standard day-to-day management struggles, successes, answers, and policies but nothing that helped us figure out how to convert those strategies and successes to the virtual landscape. Topics like hiring and firing may sometimes discuss about virtual models, but they often would start with suggestions like, “If you can fly them out to your offices, we recommend you do . . .” And in many cases, there wasn’t some model of “headquarters” and everyone else. It was all just everyone, everywhere.Kathy: Or when we wanted to try to learn more about topics like managing effectively across multiple time zones—not just trying to schedule an occasional or standing meeting but truly managing people across a variety of time zones with different ideas of a workday or bandwidth. There are a ton of topics and issues that are unique to the virtual workplace that were literally impossible to find information on. For example, how to tackle online happy hours; how to handle digital awkwardness in text, print, or on camera; how to handle random power outages; what to do when you know someone is taking a meeting from the bathroom. These were issues related to personal, cultural norms or issues for which we did not find anything to support our daily needs.What seems to be the hardest issue to address with virtual employees or the greatest challenge in managing virtually?Kathy: This is less of a universal thing and wildly varied based on the employees or manager at the center of it. For more introverted virtual folks, the hardest issue may be teambuilding or work parties. For the extroverts, their challenging issue may be building the landscape for equitable meetings where it’s not just the same three people talking over each other on a conference call. For managers, perhaps the challenge is getting comfortable on camera or having to fire someone thousands of miles away.Ben: In many ways, the hardest issue is knowing how to leverage the technology or tech-driven process based on whatever is already feeling burdensome as a manager or for the employee at hand. It’s about gaining a virtual management intuition as much as it’s about knowing the rules or most effective process. That takes time and experience. Even if you grew up as a digital native, there are still the skills and experiences necessary to blend classic management effort to the virtual workplace.How do diversity and inclusion factor into virtual management?Ben: Diversity and inclusion factors into virtual management powerfully and dynamically if done correctly. In the virtual workplace, talent isn’t held to a specific geography, worldview, background, or ethnicity. On the one hand, the virtual workplace can quickly level the playing field when it comes to new, diverse, inclusive hires. On the other hand, it can also “wire-wash” the idea of diversity and inclusion, which means we almost disvalue (or devalue) the need for diversity and inclusion because we start to look for only individuals with the privileges, background, and experiences of virtual employment—an area that is still highly white and middle class given its requirements for modern technology and environmental temperament.Kathy: The note here for virtual managers is that smart, equitable technologies afford a wealth of advantages to help level the playing field for employees of all backgrounds, types, and experiences. They can create a way to address issues such as workplace inclusion and diversity with a fresh set of tools and approaches.What is something that every virtual manager must adjust to or do to be successful?Kathy: To be a successful virtual manager, you do have to be tech savvy. This doesn’t mean you need to be the tech expert; it just means you need to be comfortable enough for both advancements and daily tech struggles.Ben: Your virtual staff will come to you often with questions or problems—like they would for any workplace issue—and your technology knowledge and comfort will give you a stronger sense of virtual workplace empathy when things are broken or confusing.Is there something within virtual management that we will never get right? If so, what is it and why is it problematic or elusive?Ben: This is all in the eye of the beholder. Do you love the smell of someone else’s burnt popcorn on the breakroom? Do you miss being able to walk down to an employee’s cubicle to talk quickly one-on-one about something pressing? Do you miss having to physically gather everyone into one room for a meeting? In many ways, just about every management and workplace experience can be virtually replicated successfully.Kathy: Virtual management will not be experienced or felt the same way by every person. For some, that will be refreshing, maybe even the new normal. And for others, they may be forlorn or frustrated by this new reality. It just depends on their expectations. On the other hand, virtual employment may not be for everyone. And that’s OK.Does it cost more (or less) to manage virtually?Ben: No matter how you lay it out, running a virtual office is far less expensive than running a stationary office. In virtual management, there are no expenses for leasing or buying office space, building supplies, utilities, or office and breakroom equipment. There is no need for security staff, cleaning, or administrative or office management.Kathy: There is the cost of the technology itself and upgrades when necessary, but those costs are still likely going to be present in a stationary workplace. The overall costs for virtual offices are far less than the costs of a stationary work environment.What about the future? Will managing virtually get easier? Or, with more of our workforce working remotely, will there be even greater challenges?Ben: We believe that managing virtually will get far easier. There are innovative, cool, wild technologies coming out to help us work better together no matter where we are in the world. With stronger, hands-on collaboration tools, in-real-time language translation tools, the daily advancement of artificial intelligence (AI) and augmented reality (AR), this is an exciting time to be in virtual management.Kathy: It’s already fairly easy for a good manager to be a great virtual manager with the right instincts and efforts, even with slightly outdated and limited technology. It’s about blending classic management skills to match existing technologies to make virtual management successful. As more and more digital natives join the workforce, working and managing remotely will become the norm and become second nature.The Unashamed Guide to Virtual ManagementISBN: 978-1-949036-55-8 | 248 pages | Paperbackhttps://www.td.org/product/book--the-unashamed-guide-to-virtual-management/111911To order books from ATD Press, call 800.628.2783.To schedule an interview with Ben Bisbee or Kathy Wisniewski about their book, please contact Kay Hechler, ATD Press senior marketing manager, at [khechler@td.org](mailto: khechler@td.org).

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