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Scenario-Based Learning and Behavior Change: A Brain Science Analysis

Key Stakeholders: Chief Learning Officers, Chief Human Resource Officers, Learning and Development Directors and Managers, Corporate Trainers, Content and Learning Product Managers, Leadership Trainers, Cybersecurity Trainers, Compliance Officers, Environmental Health and Safety Trainers, Sales Managers.

Why It Matters: People skills, compliance skills, safety skills and other skills involve choosing the right behavior in real-time or near real-time. It is behavior change that is the gold standard for Learning and Development, and many L&D vendors utilize scenario-based approaches to elicit behavior change. In this report, we use brain science to evaluate the effectiveness of scenario-based learning approaches in eliciting behavior change, and determine whether this approach helps employees to choose appropriate behaviors and to be more effective managers and employees.

Top Takeaway: Real-time interactive scenario-based learning approaches optimally elicit behavior change by directly engaging the behavioral skills learning system in the brain. Non-interactive scenario-based approaches are effective for behavior change (although to a lesser degree) because they engage emotional learning centers in the brain that draw learners in, and make them feel like they are part of the training. Non-interactive scenario-based approaches are practical and cost-effective alternatives to real-time interactive scenario-based approaches.

Overview

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Why Extended Reality (xR) is Poised to Disrupt Corporate Learning and Development – Part IV: xR Behavioral Skills Applications, and Recommendations

Note: If you missed Parts I, II, and III of this blog series, catch up and read

This is part of a four-blog series exploring the psychology and brain science behind the potential for extended reality tools to disrupt corporate Learning & Development.

xR and Behavioral Skills Learning: Whereas hard skills learning involves knowing what to do, behavioral skills learning involve knowing how to do it. People (aka soft) skills, such as the ability to communicate, collaborate, and lead effectively, or to show empathy and to embrace diversity, are behavioral skills. Similarly, technical skills, such as the ability to learning how to use new software, to upskill to a new software release, or to use and maintain a piece of hardware or equipment, are behavioral skills.

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Why Extended Reality (xR) is Poised to Disrupt Corporate Learning and Development – Part I: The Problem

(Note: This is the first of a four-party series on the Learning Science of xR in Corporate Learning.) Executive Summary Key Stakeholders: Chief Learning Officers, Chief Human Resource Officers, Chief People Officer, Chief Talent Officer, Learning & Development Directors and Managers, Corporate Trainers, Content and Learning Product Managers, Hiring Directors, Hiring Managers, Human Resource Directors,…

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Webinar: Leveraging Psychology And Brain Science To Optimize Retention And Behavior Change

Recommended for: Chief Learning Officers, Chief Human Resource Officers, Chief People Officer, Chief Talent Officer, Learning & Development Directors and Managers, Corporate Trainers, Content and Learning Product Managers, Hiring Directors, Hiring Managers, Human Resource Directors, Human Resource Managers.

On Tuesday, February 5, 2019 2:00pm EST, join the most cited  and referenced learning scientist in corporate learning, Todd Maddox, Ph.D.  as he presents on the psychology of corporate training with Dr. B. Price Kerfoot, Co-Founder of Qstream. 

Together, they will show why corporate learning and development professionals need to learn how to leverage the brain science and technology that change behavior.

In this webcast, you will learn:

  • the psychology of continuous learning for hard and soft skills development
  • the proof behind best practices in microlearning
  • the impact of spaced learning on knowledge retention and behavior change
  • the application of microlearning in corporate enterprise.

And by attending this webcast, you will:

  • Be armed with evaluation criteria for identifying best-of-breed microlearning solutions.
  • Become expert in how to affect behavior change at scale in the corporate learning environment.
  • Provoke thinking that applies proven spaced education research your own workplace L&D programs.

To attend this webinar, sign up on the ATD website and learn more about how to influence behavior, knowledge retention, and skills development based on the science of the brain. And Amalgam Insights thanks QStream for underwriting this opportunity for W. Todd Maddox Ph.D. to share his 25+ years of brain science knowledge with the corporate learning community.

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Artificial Intelligence/Machine Learning (AI/ML) and Learning Systems in the Brain

Simulating Learning Processes in the Brain With AI/ML

Key Stakeholders: Chief Learning Officers, Chief Human Resource Officers, Learning and Development Directors and Managers, Corporate Trainers, Content and Learning Product Managers.

Why It Matters: The skills necessary for success in the corporate world are varied and include hard skills, people skills and situational awareness. While L&D is embracing the use of AI/ML to analyze learners’ data and to personalize learning paths, curate effective content, and attempt to better engage learners, what L&D has failed to embrace is the application of AI/ML to model each of these distinct learning systems, and their interactions.

Top Takeaway: Corporate learning vendors would be well served to develop AI/ML models that capture the processing characteristics of the three learning systems in the brain known to mediate hard skills, soft skills, and situational awareness learning. A comprehensive AI/ML model that captured the processing characteristics of each of these three distinct learning systems could be used to develop and test products and tools that optimize content curation, learning paths, engagement, and delivery processes that will differ substantially across systems and tasks to be learned.

Vendors with the Skillset and Expertise to Build this AI/ML Tool: Cornerstone, CrossKnowledge, IBM, Infor, LTG, Oracle, Saba, Salesforce, SAP, Workday, and likely many others.

Artificial Intelligence/Machine Learning and L&D

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The Scientific Case for Augmenting Learning Management Systems with Percipio Experience Services

Leveraging Brain Science to Build a Modern Learning Ecosystem

Key Stakeholders: Chief Learning Officers, Chief Human Resource Officers, Learning and Development Directors and Managers, Corporate Trainers, Content and Learning Product Managers.

Why It Matters: Many companies today aim to deliver a more modern learning experience to their employees, but they’ve already invested heavily in a Learning Management System (LMS) or other tools that may lack some of the learner engagement and content curation features that can be found in emerging Learning Experience Platforms. They need a hybrid solution that provides services associated with a modern Learning Experience Platform that can be integrated with their existing LMS.

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Optimizing Leadership Training and Development by Leveraging Learning Science: A Brief Primer

Key Stakeholders: Chief Learning Officers, Chief Human Resource Officers, Learning and Development Directors and Managers, Corporate Trainers, Content and Learning Product Managers, Chief Executive Officer, C-suite, Managers Top Takeaways: If you want high-quality leadership at all levels of your organization then you need to provide employees with effective broad-based leadership training and development solutions. Optimized…

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Why Corporate Learning Solutions Ignore Brain Science and Create Corporate Adoption Gaps

Cognitive and Behavior Systems of Learning

Key Stakeholders: Chief Learning Officers, Chief Human Resource Officers, Learning and Development Directors and Managers, Corporate Trainers, Content and Learning Product Managers

Key Takeaways:

  • Learning & Development (L&D) vendors offer a number of amazing technologies but minimal, if any, scientifically-validated best practices to guide clients on what to use when. This is an oversight and one that can be remedied by leveraging learning science—the marriage of psychology and brain science.
  • Even the vendors beginning to embrace brain science stop at the prefrontal cortex, hippocampus, and medial temporal lobe structures that have evolved for hard skills learning. This is unacceptable as vendors effectively ignore people (aka soft) skills and the emotional aspects of learning that are mediated by different brain regions with distinct processing characteristics.
  • To close the adoption gap in learning technologies, L&D vendors must start to embrace all systems of learning in the brain, and customers must demand better guidance and scientifically-validated best practices.
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Why Learning And Development Efforts Misuse Gamification (One-Size-Does-Not-Fit-All)

Approach-Avoidance

Recommended Audience: Chief Learning Officers, Chief Human Resources Officers, Learning and Development directors and managers, Corporate Trainers, Enterprise Librarians and Content Managers, Instructional Designers, Corporate Communications, Product Managers with a Content or Learning focus.

Key Takeaway: L&D-based gamification is ignoring major swathes of personality and human motivation, which prevents most current business approaches of gamification from being effective.

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