#10 How People Learn
The multi-systems crises catalysed by Covid-19 have challenged business, society, the world economy, and many of our pre-established beliefs. However, even in these difficult times, we are given endless opportunities to learn and develop.
In this episode, Nick Shackleton-Jones joins us for a fascinating conversation to answer questions like:
- What separates organisations and individuals that learn effectively from those that don’t?
- What potential gains can be harnessed by taking a genuine learning approach to experiences, and what role do leaders play in this evolution?
Nick Shackleton-Jones is an iconoclast, free-thinking learning expert, HR Director, Learning at Deloitte UK.
Nick is an L&D industry leader, and the author of How People Learn – a reference must-read for any L&D professionals, that shows a new way of thinking and approach to learning. The book covers both contemporary and timeless topics such as AI, marketing and ethics, and shows how to design training that improves skills, capabilities, performance, and development.
Nick has been working in learning for around 20 years, starting out as a psychology lecturer. Since that time, he has worked for a communications consultancy, for Siemens, and for the BBC, in roles that have encompassed media production, e-learning, learning systems, and social media. Throughout his career, Nick has collected several awards in the industry including the Learning & Performance Institute’s Award for Services to the Learning Industry, 2017.
He is also a member of the Learning Performance Institute advisory board, an active speaker, and an eloquent blogger with content that challenges the thinking behind modern learning.Learn more about Nick Shackleton-Jones
In this Episode
How can we develop specifically tailored learning that responds to people's individual cares and interests? A way to personalise learning is to give people access to a whole range of things that they might care about and then track where they go, what they do, and over time patterns will build up - and then on the back of that build recommendations.
How can we build an ecosystem of things that people care about? You take representative samples [segmentation]. The different kinds of people in the organisation, their cultures, their roles. And you can start to catalog. What are the "top 20 cares” for somebody who’s new in a contact centre (…) "the top 20 concerns" with somebody in a customer service role, or somebody who's leader. And then you start to build up a significant body of resources that people can access - and they're experienced and quite personalised.
What is the affective context model? A way of understanding what it is that people are storing, and how it is that they're storing, across a wide range of circumstances, whether it's kind of formal education, or just what's happening in their lives.
The dilemma we face today with learning and education: it doesn’t matter how smart you are – if you start with the wrong assumptions you won’t be able to get to the answer. Nick Shackleton-Jones