Today’s qualification architects primarily refer to the 70:20:10 rule for guidance. This means that 70% of “learning” ideally takes place right at the workplace, 20% during interaction and collaboration with other learners and only 10% as part of classical learning forms, such as seminars or stand-alone e-learning. In each case, sustainable qualification therefore requires a combination of the approaches mentioned. This intelligently enables both, self-learning via virtual micro-learning at the workplace, and testing/experimenting in communities or F2F-formats such as workshops or coaching.
Learning communities in virtual and/or F2F rooms are state of the art. Competencies are built and verified through exchange, practice-related questions and inputs (e.g. blogs). This can happen in larger groups, but preferably in peers of 3-7 learners. It’s where user-generated content finds its place, which in return contributes to keeping learning content up to date.
Coaching is an indispensable instrument in the new learning orchestra. It ensures individualization and a targeted transfer of learning content. It can be virtual, demonstrating its efficient side, or F2F. This is intended whenever the learning content addresses the person, its attitude or social skills.
Social Workplace Learning
This L&OD format is currently in great demand. Learning takes place within the organization, integrating as many interested and involved employers as possible, primarily F2F. In most cases, “frames” are offered as guiding formats for this purpose, which the learners then apply in a self-organized way. Well-known frames of this type are e.g. “Working Out Loud” or “Lunch & Learn”.
(Large Group-) Workshops
Today, the classic workshop still has its place. Especially when it comes to exchanging information on specific topics and the development of behaviour-oriented skills. Depending on the specific requirements and goals, a workshop can be accompanied either by more or less control. Here, a structured seminar design is just as conceivable as a relatively open format, such as a “Meet-Up”.
Straight from our toolbox…
Scrum is an agile development method that originated from project management. It ensures that the development of a product takes place in small steps (sprints) and repetitive stages. This allows experience and knowledge to flow into the development process quickly. A self-organized development team is at the centre of scrum, getting along without a project manager. The product manager has the task to define, prioritize and exchange requirements. A Scrum Master ensures that the development team is always working at the optimum level. In today’s world, Scrum principles are conquering more and more new fields of application.
Design Thinking is an agile method in which a variety of creative techniques are combined to develop innovative products and services. The starting point of the Design Thinking process is the customer and his needs, which are both first researched and understood. Approaches towards a solution are focused, ideas generated, and prototypes developed. These are then iterated with the customer until a best-case solution has been developed.
Business Model Canvas
The Business Model Canvas is a simple tool through which a business model can be developed and visualized. The essence of a business idea is presented on a sheet of paper in a clear and comprehensible way. The major focus is on customer needs and the business model then derived from this perspective. Potential weak spots can be found early while at the same time unique promoters are identified.
Kanban (Japanese for “signal card”) is the Japanese adaptation of a classic to-do list. Kanban is an agile method to organize work within teams. For this purpose, a Kanban board comes into play. The use of this board is to visualize project processes as well as tasks and their current status. This increases transparency throughout the team while bottlenecks become visible. Consequently, lead times can be reduced.
Sprints & Hacks
The very best of agile formats can be found in Sprints & Hacks. Teams agree on individual, small nuggets of agile methods and approaches (so called “hacks”), which are first tested during sprints (short working time intervals) and then usually implemented afterwards. For example, this approach can be applied with methods from Management 3.0.
This method allows participants to gather information and/or test and verify their knowledge at several stations. Nowadays, this ideally takes place in a format that allows participants to determine the sequence by themselves, e.g. by using a “marketplace”. The individual thus becomes an active designer of the topics he or she is most interested in. As part of a small group they can then work on these topics independently. Consequently, the participants themselves are active shapers of their qualification. Our “Learning Lab” for example, is a journey of this kind.
Creative techniques are mental aids that enable your own creative spirit to take off and can therefore be invaluable in finding solutions. There are several basic principles on which these techniques are based. They all focus on the same target: to generate as many ideas as possible! Classic methods which are used for this purpose are brainstorming, mind mapping, visualization and prototyping.
The Open Space Method is a large group format to deal with complex issues and achieve action-oriented results within a short period of time. It is based on the principles of self-organization and self-determination of the participants involved. Each participant has the opportunity to contribute his or her own topics and questions. This method is particularly useful for complex challenges, such as the quick and creative design of change processes in organizations. One of today’s popular formats, the “bar camp”, is an example of such an open space setting.
The World Café method sets a creative process in motion in a relaxed coffeehouse-atmosphere. This promotes the exchange of knowledge and thoughts among participants over several rounds of discussions. In this format their ideas can connect, interlink and fertilize each other. This allows to use the collective intelligence of the entire group to gain new insights.
A “circle” is in essence a closed round of discussions. It starts with a selected question on a specific context and then continues to develop its own solution. Each participant of the “circle” has his say and integrates his topics and potential concerns.
Dynamic Facilitation is an approach developed by Jim Rough, which is suitable for dealing with complex and conflicting challenges. Through the use of an openly moderated group discussion, participants can let their thoughts run freely and are enabled find a solution within a self-organized framework.