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Earl Mathers

July 2009 - The Public Manager

Improved Trust Fosters Improved Results

Every year, companies spend billions on transformation initiatives—digital rollouts, new systems, reorganizations, mergers. Yet the sobering reality remains: 70–85 percent of these efforts fail to meet their intended goals. The reasons vary from poor communication and unrealistic timelines to underfunded training, but underneath nearly every failure lies the same root cause: lack of stakeholder readiness.Leaders meticulously track budgets, milestones, and performance metrics. They rarely measure the human side, the one factor that determines whether a transformation succeeds or stalls. Employees’ willingness, confidence, and capacity to adopt change have often been treated as intangible, immeasurable, or “soft.” But in today’s competitive landscape, where speed and adoption determine ROI, readiness can no longer be left to chance. Stakeholder Readiness: The Critical Missing Metric Think about it, would you launch a product without customer research? Or enter a new market without data on demand? Of course not. Yet organizations frequently roll out transformations without understanding whether their employees are ready to embrace, resist, or reject the change.Readiness is not simply a measure of training completed or emails sent. It’s a multidimensional view of:Attitude – Do employees see value in the change? Commitment – Are leaders at all levels visibly championing it? Engagement – Are people involved and responding favorably? Bias – Are past experiences, roles, or other factors shaping perceptions? These are not abstract ideas. They directly determine whether employees log into the new system, follow new processes, and ultimately deliver on the promise of transformation. Why Measuring Readiness Matters1. Predicting Adoption Success. Without readiness data, leaders operate in the dark. Measuring readiness provides a leading indicator of adoption outcomes, allowing organizations to predict risks before they derail projects.2. Reducing Costs and Delays. Every stalled rollout, missed deadline, or low-utilization scenario translates into wasted investment. By uncovering pockets of resistance early, organizations can target interventions where they are needed most, saving millions in rework and lost productivity.3. Accelerating Change. When leaders understand how ready people are, they can tailor communications, training, and support strategies. This targeted approach shortens adoption timelines by weeks or even months, accelerating the return on investment.4. Building Resilient Cultures. Readiness measurement sends a powerful message: your voice matters. When employees see that their perceptions are acknowledged and addressed, they are more likely to engage positively, strengthening resilience for future transformations. From Intuition to Intelligence Historically, organizations have relied on intuition, surveys, focus groups, or anecdotal feedback to gauge readiness. These methods are often slow, biased, and fragmented. The good news is that advances in AI and behavioral science now allow leaders to measure readiness with the same rigor as financials or customer satisfaction.By capturing and analyzing employee input, leaders can now track real-time commitment, motivation, and engagement patterns. This data can be distilled into a Net Readiness Score™, a single KPI that benchmarks readiness across the enterprise. With one metric, leaders gain visibility into where adoption is thriving, where it’s lagging, and what actions will make the most significant impact.In an era where change is constant, organizations can no longer afford to treat readiness as optional. The companies that will thrive are those that make stakeholder readiness measurable, actionable, and central to strategy. And when you can measure readiness, you can accelerate adoption, reduce resistance, and unlock the true ROI. 

Why Measuring Readiness Is the Missing Link in Organizational Transformation

Federal agencies are under increasing pressure to modernize learning and development, often with shrinking budgets and growing expectations. Mission readiness cannot wait, but traditional approaches to training are too slow, too rigid, and often too costly. Artificial intelligence (AI) offers a promising path forward, unlocking new possibilities for scalable, adaptive, and personalized learning. However, with this potential comes an equally important responsibility: to ensure that AI is implemented ethically, especially in sensitive federal and defense environments.Government leaders must navigate a dual mandate: harnessing innovation while upholding the trust, transparency, and equity that public institutions require. As more training programs move into digital environments, the case for AI is compelling. Intelligent tools can analyze learner behavior in real time, personalize content delivery, support adaptive testing, and streamline administrative tasks like grading and scheduling. When deployed securely and intentionally, AI becomes a powerful force multiplier for workforce development.Not all AI is created equal, and not every use case is appropriate in a government context. The risks of unethical AI—such as bias, lack of explainability, and unintended consequences—are amplified when applied to workforce development in public-sector environments. For example, if an AI model is trained on narrow or incomplete data, it may reinforce disparities rather than reduce them. If learners do not understand how AI makes decisions about their experience, trust begins to erode. And if agencies cannot validate the fairness or accuracy of outcomes, both performance and public accountability are at risk.This is why ethical AI is not optional. It must be considered from the very beginning. Ethical AI means building from a framework that prioritizes transparency, privacy, fairness, and human oversight. It requires asking hard questions early in the process: Where is the data coming from? Who is designing the model? How are outcomes validated? How will learners be supported and protected?Fortunately, agencies do not have to navigate this transformation alone. While more learning platforms are beginning to explore AI features, only a few are truly built to support the unique needs of federal training environments. The most effective solutions follow a human-in-control model, keeping AI transparent, accountable, and aligned with mission objectives. These tools offer a solid foundation for innovation, but ethical AI depends on more than secure infrastructure. It takes thoughtful design of the technology and the learning strategy to ensure AI builds trust and strengthens outcomes.Federal learning leaders can take these five practical steps to ensure AI is deployed responsibly:Start with cross-functional planning. Include IT, legal, instructional designers, and procurement early in the process. Ethical implementation is not just a technology decision; it requires coordination across teams.Pilot and evaluate. Begin with small-scale pilots where you can measure learner impact, gather feedback, and identify any unintended outcomes before expanding.Ensure human-in-the-loop oversight. AI should support, not replace, human judgment. Trainers, facilitators, and administrators should stay actively involved to guide decisions and intervene when necessary.Communicate transparently. Learners should understand when AI is being used, how it affects their experience, and where they can go with questions or concerns.Align with mission goals. Use AI where it strengthens training relevance, responsiveness, and effectiveness, particularly in field-based or high-stakes environments.Ethical AI does not slow innovation. In fact, it enables sustainable and trustworthy modernization. Government agencies can lead by example, setting a standard for responsible use of AI that protects learners, promotes equity, and enhances national readiness.Anthology is committed to supporting this vision. As we continue to partner with federal agencies, we remain focused on ensuring that every innovation is mission-aligned, secure, and grounded in ethical best practices. Because when it comes to AI in training, how we build matters just as much as what we build.For more insights and resources, visit anthology.com/government.

Modernizing Government Training With Ethical AI: Balancing Innovation and Integrity

Here’s the brutal reality: Most HR teams are often playing defense when they should be playing chess.Just like in chess, a winning HR strategy means thinking several moves ahead, anticipating shifts, and shaping outcomes before they arrive.The most strategic teams already operate this way. We call them HR Anticipators—and they drive 33 percent more high-quality leaders and 2X greater likelihood of top-tier financial performance for their companies.The difference isn’t resources—it’s mindset. While HR Reactor teams scramble to fill today’s gaps, Anticipators are already building tomorrow’s leaders.So, what sets them apart? It comes down to four nonnegotiable behaviors that the best HR teams execute relentlessly. The Four Behaviors That Define HR Anticipators 1. They Align Talent Strategy With Tomorrow’s Business HR Reactors fill vacancies as they arise, taking chances that the right person is in the pipeline or that they strike gold with an external hire.HR Anticipators take a different path. They map three- to five-year business strategies directly to the leadership capabilities they’ll need, using it to guide talent and development decisions now.The payoff? A 24 percent higher success rate for high-potential leaders who deliver real results after promotion. In today’s fast-paced environment, that speed to impact is critical.This foresight and its results don’t go unnoticed. Anticipators are 2.1X more likely to have executive sponsorship—crucial backing that fuels programs with the resources and influence they need to succeed.To get there, Anticipators create nested alignment by tying every leadership capability to specific business outcomes at each level. This builds the bench strength they need to support long-term strategy.If your talent strategy only reaches next quarter, you’re already behind.2. They Forecast Capability Gaps Before They Become Crises Accurate forecasting helps avoid costly missteps and limits the damage when disaster does strike.That’s why Anticipators are 2.7X more likely to use systematic forecasting. Placing talent in the wrong roles is expensive, but it’s avoidable. The key is to plan early and often. These teams run scenario planning monthly or quarterly, not just once a year. This is where they gain an edge. When disruption hits, they have leaders ready, instead of scrambling to find someone “good enough.” Consider this your wake-up call. By the time you feel the leadership gap, it’s already too late.3. They Design Development That Solves Real Business Problems In the HR evolution CEOs are calling for, generic box-checking leadership workshops are out.What’s in? Development tied directly to strategic initiatives—the kind that delivers measurable business outcomes and is tailored to each leader’s current needs and future growth.When development solves real business problems, it becomes a multiplier: Every dollar builds both leader capability and business results.4. They Measure What Matters Anticipators focus their measurement where it matters most: business outcomes.They’ve ditched vanity metrics like completion rates and satisfaction scores in favor of power metrics that resonate across the business: readiness rates, time-to-productivity, and revenue per leader.For example, Anticipators are 2.3X more likely to measure actual succession program effectiveness and results, rather than just participation.If you can’t connect your talent initiatives to bottom-line impact, you’re measuring the wrong things. Conclusion HR faces a critical choice: anticipate or get left behind. Every day in reactive mode is a missed chance to build the leadership advantage your organization needs.Becoming an HR Anticipator demands a full mindset shift: from order-taker to strategic advisor, from filling roles to building capability, from activity metrics to business impact. That’s how you elevate your role and claim the chessboard.The shift from Reactor to Anticipator is proven—and the business impact is waiting. Ready to transform your HR impact? Get the complete Anticipator framework in our HR Insights Report 2025. Read the full report.

From Cost Center to Profit Driver: The HR Evolution CEOs Are Demanding 

Economic uncertainty often triggers HR budget cuts exactly when companies need to secure their top talent. In this environment, future-focused efforts like succession planning can fall behind immediate business needs. But building a strong leadership bench is key to long-term stability and performance.High-potential employees are 3.7X more likely to leave when they lack growth opportunities, according to DDI’s Global Leadership Forecast 2025. This creates major risk, especially when development budgets are under pressure and top talent plays a considerable role in driving results.Succession planning reduces this risk and helps companies stay competitive. The same research shows that organizations developing leaders from within are 2.8X more likely to outperform their industry peers. Despite external instability, there are practical steps talent teams can take to safeguard their leadership pipeline. With a focused 90-day plan, you can protect your critical talent—even on a lean budget.In uncertain times, succession planning isn’t a luxury. It’s a business necessity. Here’s how to accelerate your succession strategy in just 90 days.Month 1: Identify Critical Roles and High PotentialsStart by quickly determining which roles are most essential to the business. Focus on positions that directly affect revenue, operations, or customer outcomes. This is especially important during economic instability. Next, use objective assessments to identify high-potential employees and evaluate their readiness to step into larger roles.To keep high potentials engaged and feeling valued, use quick-win visibility strategies. For example, pair them with senior leaders for mentorship, invite them to contribute to strategic projects, and recognize their achievements. These low-cost actions clearly show valuable employees that their growth matters.Month 2: Create Retention-Focused Development PlansOffer targeted development experiences that close skills gaps and keep high potentials engaged. Prioritize skillsthat address current business needs, such as managing change or driving cost-saving initiatives.Transparent career conversations are also critical during unstable times. Honest dialogue provides clarity and tells top talent that their growth is still a priority—reducing the risk they’ll seek opportunities elsewhere.You don’t need to have all the answers. Acknowledge the uncertainty while reinforcing your commitment to their development.Finally, shift the focus from promotion to growth. Even if upward moves aren’t possible right now, meaningful stretch opportunities can build trust and prepare high potentials to step into a different role as needs evolve.Month 3: Implement Accountability SystemsIn the third month, focus on sustaining progress and making measurable impact.Assign clear ownership to leaders to retain high-potential talent. When accountability is shared, retention becomes a business priority, not just HR’s responsibility. Support leaders with a simple, consistent talent review process to keep succession efforts on track.Use early warning systems to detect high-potential flight risks. Recurring check-ins build trust and offer insight into emerging engagement or succession concerns.Finally, track succession plan health with tangible metrics:High-potential engagement scores Internal mobility rates Behavior change in future-focused skills Conclusion: Protect Your Talent, Protect Your FutureWith a focused 90-day plan, you can protect your company’s leadership pipeline on a tight budget. Prioritize vital roles, develop high potentials, and sustain systems over time to strengthen organizational capability and reduce costs.And remember: the cost of replacing a high-potential employee far exceeds the investment to retain them. In an unstable business climate, succession planning isn’t optional. It’s your most reliable strategy for resilience.Now is the time to act. Taking the right steps today can help you shape a stronger, more stable future.Explore how DDI helps companies build stronger pipelines, even in uncertain times.

90-Day Succession Acceleration Plan: Protecting Your Talent During Economic Uncertainty

In every organization, decisions get made every day; some major, some minor. Yet, leaders often overestimate how much buy-in they actually have for those decisions. They announce a new direction, outline the plan, maybe even explain the logic, and still encounter resistance. Why?Buy-in doesn’t start when the decision is made. It starts when people feel heard.As opposed to what we call first or second leaders, third leaders don’t just make the right decisions, they build the right foundation for those decisions. That foundation is trust, and trust is built through voice, clarity, and shared ownership. Let’s break down how to earn real buy-in, not just compliance.People Support What They Help ShapeA core principle of the third leadership model is this: voice ≠ vote. Your team doesn’t need to make the final call in order to support a decision, but they do need to feel like their perspectives were considered. That’s what separates top-down directives from shared direction.When people feel like decisions happen to them instead of with them, they disengage. When they feel like they had a voice (especially early in the process), they are more likely to invest in the outcome, even if it wasn’t their first choice. Before announcing a tough change or strategic shift, ask:“Who will be affected by this decision? What context or insights do they have that I might be missing?”Then actively invite that insight. Set clear boundaries:“We are moving in X direction, but I want your input on how we execute it best.”This approach builds both clarity and commitment. You’re not outsourcing leadership, you’re deepening engagement.Listening Isn’t Slowing DownThere’s a misconception that involving your team in decision making slows everything down. Sure, if you poll everyone about everything, you lose momentum. However, third leaders don’t confuse urgency with autonomy. They know that a little bit of listening up front can prevent weeks of rework and resistance later.Think of listening as part of the decision-making process, not a delay. It’s how you test for blind spots, uncover risks, and build solutions that actually work in practice, not just on paper. Ask these questions before you move forward:“What’s missing from my view?”“What’s likely to get in the way of this working?”“What would make this feel more workable to the team?”When leaders take time to sense before they solve, the team moves with them, not against them.Tie Decisions to Purpose, Not Just ProcessOne of the fastest ways to lose buy-in is to explain what is happening without clarifying why it matters. This is where so many leaders stumble—they focus on the tactical shift and forget to anchor the change in meaning.We teach leaders to connect decisions to team key results (TKRs) and broader organizational goals. When people understand how the decision supports the mission and how their role connects to that mission, it changes the emotional calculus. Even tough changes feel purposeful. For example:Instead of“We’re cutting back this initiative,” say, “To stay aligned with our TKR around profitability, we’re focusing on what creates the most impact. This move supports that focus, and it helps protect the jobs and priorities that matter most.”Purpose gives people a reason to stay on board, even when it’s hard.Feedback After the Fact Still Builds TrustEven after a decision is made, it’s not too late to engage the team. Third leaders create space for reflection:“What went well?”“What could we have done differently?”“How did this affect your ability to focus or deliver?”When people are invited to debrief, even retroactively, they feel respected. Over time, that consistent practice of listening builds a culture of trust and accountability.The Bottom LineBuy-in doesn’t come from charisma. It doesn’t come from having the perfect plan. It comes from building the kind of leadership relationship where people feel seen, heard, and respected. In a world where teams are stretched and strategy can shift overnight, your greatest asset isn’t just your clarity, it’s your ability to bring others with you. At the end of the day, the best decisions don’t just look good on paper. They move people forward, and people only move when they feel like they matter.

Building Trust Through Better Decisions

Consulting is an attractive career option for professionals eager to share their knowledge and experience to improve workplaces and foster growth in organizations. The freedom of a self-directed work life, choosing clients that align with your ethos, and bringing in substantial earnings are some of the draws of starting a consulting practice. With your own practice, you will encounter many challenges and growth opportunities that might not come in a traditional employment situation. You can take what you’ve learned from your years of experience in talent development to become a trusted advisor and active partner to different organizations.To keep up with a rapidly changing landscape, every consultant can benefit from different perspectives on how their peers start, build, and scale their consulting practice. We asked two contributors for ATD’s Handbook for Consultants the questions that every consultant should ask themselves routinely throughout their career. Together, Sharon Wingron and Dolores Kuchina-Musina bring close to 40 years of experience to give you valuable insights to take into your consulting career. If you’re launching your company, are steadily growing, or need a new direction after years in business, these experts provide an honest glimpse into their practices, lessons learned, and advice for creating and sustaining a rewarding and meaningful career as a consultant.How did you decide to become a consultant?Sharon: With a degree in engineering management and work experience in telecommunications and manufacturing, I completed my MBA and decided it was time to figure out what I really wanted to be when I grew up. I did several informational interviews, took personality and career assessments, and reflected on my strengths, talents, and dreams. After my “year of reflection,” I determined I was destined to be in the training and development profession, and that having my own consulting business would be the best way to fulfill my purpose and have the flexibility and lifestyle I desired.Dolores: I chose consultancy due to my inherent curiosity and passion for unraveling complex systems. Raised in a physics-centric household, with my mother and grandmother holding PhDs, I learned the value of inquiry and exploration early on. Despite this scientific backdrop, I gravitated toward contract law and negotiation, fascinated by their creative use of language to shape outcomes. Venturing from science to law allowed me to nurture my creativity while engaging in intellectually stimulating work. Pursuing a PhD deepened my understanding of contracts, particularly Other Transaction Authorities (OTAs), enriching my analytical toolkit for navigating innovation policy. As a consultant, I’m driven by curiosity and a commitment to effecting meaningful change in contracts and innovation.What’s something unique or unconventional about your consulting practice?Sharon: Early on, I decided I wanted “products” to pay for life and my “services” to provide a positive contribution to the world and fuel my passion. I became an independent distributor of Carlson Learning Company’s DiSC assessments, which provided the opportunity to sell the assessments directly or embed them in my services. Being a part of this network supported my ongoing professional development while the tools legitimized my offerings and gave me frameworks to build on. Over time, this evolved into being an Authorized Partner for the Wiley Workplace Learning Solutions of Everything DiSC, The Five Behaviors, and PXT Select.Dolores: REXOTA’s consultancy stands out for its focus on fostering cross-sector collaboration and transforming innovation policy. While many firms target specific sectors, REXOTA bridges businesses, government, and academia, offering a holistic approach. It prioritizes practicality over theory, delivering measurable solutions for real-world applications. This approach reflects my diverse experience and ensures clients receive tailored actionable insights. Moreover, REXOTA’s mission to redefine acquisition practices underscores its forward-thinking ethos. By advocating education and support, it empowers clients to navigate innovation policy confidently. REXOTA’s commitment to cross-sector collaboration, practical solutions, and innovative acquisition strategies positions it as a leader in consultancy for driving impactful change.What’s your litmus test to determine if a potential client will turn into a mutually fulfilling relationship?Sharon: In our discovery and needs assessment discussions, I get a feel for the company and their leadership approach, as well as the services they are requesting and the outcomes they are pursuing. In addition, I seek information about their timeline, budget, and internal resources. While it is important to ensure I have the capacity and skillset to do the work and they have the resources to support a successful project, ultimately their foundational philosophy needs to align with my values and beliefs. I’ve learned that if they don’t value people as I do, the relationship won’t work.Dolores: I employ a litmus test aligned with REXOTA’s ethos. Firstly, I gauge alignment of objectives, ensuring shared values and missions. Collaboration is pivotal; I seek clients who value teamwork for mutual success. Prioritizing practical solutions over theory is key, resonating with REXOTA’s approach. Long-term commitment matters: I assess clients’ interest in sustained collaboration. Lastly, respect for expertise is crucial; clients valuing REXOTA’s cross-sector insights foster a trusting relationship. This multifaceted evaluation ensures partnerships are productive and mutually fulfilling, echoing REXOTA’s commitment to driving impactful change in innovation policy and acquisition practices.What’s a consulting mistake you made at the beginning of your career, and what did you learn from it?Sharon: Early in my career, I said “yes” to too many projects. This had negative outcomes: I did work that I wasn’t the best suited for, and I over-extended myself. I’ve learned to deeply consider the needs of the client, my skills and passion for the work, and my physical, mental, and energetic capacity to deliver excellent results, both from a project outcome basis and a client relationship perspective. I’ve learned to be more realistic regarding what I’m capable of and to manage my calendar conscientiously: blocking time, noting other responsibilities and commitments, and ensuring balanced work/rest/play time.Dolores: In my eagerness to always grow and meet the needs of my current and future clients, I sometimes took on more work than I could handle effectively, leading to high stress without asking for help. From this experience, I learned the importance of setting realistic expectations and managing workload effectively. I realized that it’s crucial to carefully assess my capacity and capabilities of myself before accepting new projects. Additionally, I learned the value of clear communication with clients regarding project timelines, deliverables, and potential challenges. I discovered the significance of prioritization and delegation. Recognizing that I couldn’t handle everything on my own, I brought on additional team members to help manage the workload. By delegating tasks appropriately and leveraging the strengths of my team, we could deliver higher-quality work within the allocated time frame. Ultimately, this mistake taught me valuable lessons about workload prioritization and the importance of building a capable team. These lessons have since guided my approach to consulting, resulting in more successful outcomes for both me and my clients.What’s an aspect of consulting that you still find challenging? What do you find rewarding about getting to the other side of it?Sharon: Like many consultants, I struggle to set my fees and price my projects, especially if it is a more complex, longer-term project. There are always so many variables to take into consideration. I prefer to use a “value-based” fee (popularized by Alan Weiss); however, it can be challenging to nail down the outcomes we are working toward and set up appropriate measures since we are focused on “soft/people” topics such as leadership development and culture. I am relieved when we move past the financial aspects and can focus on doing good work that makes a positive difference in people’s lives.Dolores: Staying in tune with the rapidly evolving consulting landscape poses a perpetual challenge. The industry continually births fresh methodologies, tools, and best practices, demanding constant learning and adaptation to maintain relevance. Embracing this challenge fosters expertise expansion, novel ideation, and innovative problem-solving for clients. By investing in ongoing education and skill refinement, I establish myself as a trusted advisor equipped to navigate the dynamic business milieu. Successfully navigating evolving trends empowers me to deliver heightened value, utilizing cutting-edge tools and methodologies to drive tangible results. Witnessing the transformative impact on clients’ enterprises reaffirms my dedication to perpetual learning and innovation in consultancy.Improve your skills with ATD’s certificate for consulting. Learn a five-phase consulting model to reach learning project performance goals.Browse chapters 10 and 19, and download a sample chapter of ATD’s Handbook for Consultants to get more in-depth insights on setting up, running, and growing your practice from Sharon and Dolores and the more than 37 consultants who contributed to this essential resource. In each chapter, you’ll get actionable consulting tips, in-depth discussions, resources, and other tools.How will you transform your consulting practice today?Sharon Wingron, CPTD®, has been enabling clients to connect, adapt, and thrive in the workplace with assessment-based solutions that develop PEOPLE (personal excellence–organizational performance–leadership effectiveness) since 2002. She is an award-winning Everything DiSC by Wiley Authorized Partner and a leader in the application of psychometric assessments. Sharon travels widely and supports clients around the world.Dolores Kuchina-Musina, PhD, MBA, PPCM, CFCM, NCMA Fellow, is the chief disruptor at REXOTA Solutions, a company in the Washington, DC, metropolitan area focused on strategy, planning, pursuit, capture, management, and administration of federal contract and agreement awards. Dolores has more than 10 years of experience in federal, state, and international public procurement.

Building a Career in Consulting: Insights From Two Seasoned Consultants

Bloom’s Taxonomy was created for instructional designers, as a framework to create holistic learning experiences that focus on each of three domains of learning.The key piece that is so often forgotten is those first few words: Bloom’s was created for instructional designers. Not learners.An instructional design needs well-crafted learning objectives to ensure that training is accomplishing specific goals. Learners need training that is developed around those meticulously honed objectives so that their behavior can change—and time is well spent. The learner DOES NOT need a bulleted list of those perfect objectives.When I am not designing web-based training, I am also a piano teacher. In that realm, I may design a lesson this way:After completing this lesson, the student will be able to:analyze melodic lines for intervals and patternspredict chord structure based on the movement of the melodyexperiment with cadence and inversion to produce a variety of soundsinterpret the melody in a range of styles including classical, jazz, and rock.When a student walks in the door and wants to know what we’re doing, I don’t show them those objectives. I tell them, “Today, we’re going to learn your favorite song by ear, and add a little improv!” Why? Because that’s what they care about. The behavior that matters to the learners will get them sprinting to the bench to get started. Yes, properly designing the lesson matters—but not to the learners.It is because those bullets don’t have “meaning” to them. How objectives are crafted is only really important to those of us designing training. Regardless of the age of your audience, when they walk in the door, they just want to know what they will be able to do after leaving and the benefits for their time.Quick TipsDon’t tell your learners they will be able to “explain the purchasing policy”. Explain how they can minimize the time it takes to get their purchases approved.Don’t say they will be able to “comply with the safety requirements.” Tell them they’ll prevent injuries.Don’t say they will “formulate effective development plans” for their employees. Tell them that they will support their employees in developing skills and landing promotions.ATD young professionals are encouraged to get involved and submit content to ATD blogs. Find out more information about how you can share your content.Want to learn more about Bloom's Taxonomy? Enroll in our Bloom's Taxonomy course today and start the program immediately!

What You Forgot About Bloom's Taxonomy

Dovetailing neatly with the crowd sourced learning trend discussed in last week’s post, The Wisdom of the Crowd, is the concept of massive open online courses (MOOCs). Again, this was a huge trend in 2012, but if you’re not aware of them, MOOCs are a type of online course aimed at large scale participation and open access via the Internet.The roots of MOOCs lie in distance learning, and they initially took hold in further education. Again, the United States has seen commercial models emerge from the likes of Coursera and Udacity. Meanwhile the concept has spread to the UK. For example, JISC has funded the Open Learning Design Studio’s MOOC (OLDS MOOC) on “Learning Design for a 21st Century Curriculum,” which began in early January 2013. Collaboration is keyThe open nature of these courses means there are likely to be large numbers of learners and subject matter experts involved. This affects the instructional design. Everyone on this type of course needs to be able to connect and collaborate with each other to make it work. Crowd-sourced interactions, peer reviews, and group discussion all suddenly become more than a nice to have—they are now of fundamental importance to the structure of the course and the learning experience.Indeed, collaboration is a major key for success, whether that’s in terms of feedback and debate between learners, or in the development of the course material itself. In this scenario, learners will need to become more connected and collaborative than ever before.Don Taylor, chairman of the Learning and Performance Institute, recently wrote about the relevance of MOOCs to those of us involved in workplace learning and development: “MOOCs are a symptom of something larger—the seismic shifts that are taking place in our profession. In a few years’ time you may be asked to justify your training course against one provided by Harvard, by a local college in Hyderabad and by an online training company in Singapore. You’d bet start preparing your answer now.”Different types of MOOCsNew variations of MOOCs are now even starting to appear. A blog post by Martin Lugton describes the differences this way: xMOOCs include discussion forums, and allow people to bounce ideas around and discuss learning together, but the centre of the course is still the instructor-guided lesson. cMOOCs, on the other hand, are based on a connectivist approach in which learners set their own learning goals and types of engagement.But it is the cost of MOOCs and the crowd sourcing of content that can provide corporate organizations with the means to create enough cost-effective, regular material to truly democratise learning. The combination of a collaborative ethos and easy-to-use technology for authoring and publishing content can be realised in the model that my business partner, Martin Belton, has termed a mini-MOOC.  This might sound like an oxymoron, but in practice could really work as it’s not its size that matters.A mini-MOOC can be executed primarily in two different ways. The first is organisations within a particular industry work together to create an online course on an area that is currently affecting their industry. If several training managers, for example, can collaborate to create relevant content in the first place and share it via a single platform, it taps into a collective wisdom that can then be shared across an entire industry. This leverages a broader bank of knowledge than individual organisations would normally have access to—not to mention the potential cost savings.Internal MOOCs: where L&D steps inThe flip side of this is an internal model. This comes back to breaking down those corporate silos and getting the best information out of your best people, then using it to help others. . For example, if there is a need to improve sales training, the L&D team work with the high flying sales people internally and get them to contribute to the development of a mini-MOOC. Their contributions could be in the form of recorded interviews, or input into forums and learner feedback that can be used to form part of an online sales course that can also include e-learning and assessments.This not only taps into tacit knowledge that might otherwise never leave those sales people’s heads, but helps create genuinely valuable learning resources and a single course that becomes the de facto standard for sales across that organisation. The L&D team is at the heart of this process, facilitating the collaboration, supporting the creation of user generated content, managing the inputs, and distributing the outputs.

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