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Entered 20/03/04

E-LEARNING IS NOT THE PANACEA
Wilson, E. (2004) 'Customised Training Around Need and Motivation is E-Learning's Key' The Age Newspaper(Australia),'Next' Section 4 March 16th P.9

Wilson discovers that e-learning on its own is not returning value to an organisation. Face-to-face along with self-paced e-learning programs, ie., a hybrid learning model, continues to be the favoured model ...even by e-learning vendors !

Build it and they often don't come ! A mega-learning library on every conceivable and relevant subject does not instantly generate devoted users. This fact is supported by the crisis marketing of sophisticated e-learning programs to organisations. Some vendors, realising that few client staff members make adequate use of the subscribed library sign up companies on flat yearly rates rather than end-user usage time. Value may have been for the CFO in 'slashing the Training budget' but everyone else seems to come out losers with skills being eroded from lack of proper training.

IBM believes in a hybrid approach despite its traditionally high computer-savvy workforce :

'Nancy DeViney, general manager of IBM Learning Solutions, says her company spends $920 million a year on training, with only 48 per cent being done through "technology enabled" channels.'

Martin Hale, chief executive of The IT Masters e-learning vendor (programming certification) clearly states :

"The universities learned 400 years ago there has to be a semester and an exam at the end," he says. "Otherwise people never do it. The endless e-learning semester has been a huge failure."

Hale has learned from installing a distance-learning program for Charles Sturt University that pre-programmed lecture delivery must be accompanied by collaborative, generative learning software channels, ie., discussion forums, for proper learning to occur.

'A clear pattern emerges from all this. The mode of training isn't nearly as important as the way it's been customised to the individual's need and motivation. If companies aren't willing to spend good money consulting on how this might be achieved, their IT training investment will most likely be wasted.'

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- DEBRIEF -

KM is about changing an employee's behaviour for the better. It is primarily a people-development tool, that is managed by the employee primarily. That is the growing consensus in KM. Any tool that helps in competency development is worth examining.

E-Learning has tried to be a replacement learning tool for classroom learning or even peer-to-peer learning the latter of which KM is primarily based on. But even IBM declares they have never touted this type of hype about technology.

The reality as this article points out is that e-learning has a LIMITED role on its own and should RARELY be a substitute to classroom learning. It should OFTEN be complimentary to classroom learning.

Real-time (synchronous) learning by peers is what Hale was alluding to with his work at Charles Sturt for the distance learning program, through discussion boards/chatrooms. But what I would say to Hale is that typing a list of needs and concerns and solutions is too laborious for the average student/worker compared with face-to-face interactions. Text based learning is too slow for the pace of learning that students/workers desire.

E-Learning is best used for straightforward, 'linear' (low interpretation level) learning programs like computer software (Cisco, Java, Microsoft). Having a coach/peer to train you directly cuts the learning time dramatically. Let's face it, although comprehensive, computer-based learning is awfully time consuming. A live human coach actually is atleast twice as fast as a computer-based program to help me translate information into useable knowledge... and motivates you to higher skill levels better. When time is of the essence which mode would you go for ? A colleague who can spend 5 minutes teaching you a key skill that requires 15 steps or a CD Rom to teach you those same steps in 20 minutes... and you still have questions that it can't answer ?

NETg is a software e-learning vendor. I've used their teaching CD-Rom to learn Advanced Microsoft Word program. It was beautifully laid out with all categories of learning objectives. I still refer to it today. But with the dozens and dozens of 'pages' I had to process for each set of skills I knew an enthusiastic coach/colleague could have taught me in half the time. Nevertheless the CD-Rom has become for me an essential reinforcer of hard-won wordprocessing skills.

The admission that client users are just not using company subscribed learning libraries without 'exams' attached to one's job description, highlights e-learning's limited impact. But, like criticism of the obligatory Powerpoint slide format presentations, let's not criticise the tool unecessarily.

E-learning should be seen as a Backup learning tool & Reinforcement tool
(I reviewed NETg MS Word sections several times until I got the desired skills right).

But I declare that nothing beats peer-to-peer learning to boost professional excellence. E-learning in some cases may bring out competence. Peer-to-peer learning brings out excellence ! That is part of KM's growing consensus and drive.

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