Posted tagged ‘training’

20 real-world examples of Augmented Reality

26 January 2019

The 2019 instalment of Virtual Reality Working Out Loud Week kicks off next month. For a couple of previous VR WOL Weeks I’ve collated lists of the examples that the participants unearthed – see 20 real-world examples of Virtual Reality and 25 more real-world examples of Virtual Reality.

This time however I’ve decided to do something different. I’ve decided to focus my attention on Augmented Reality.

As with VR, there’s plenty of talk out there about how wonderful AR is and the incredible potential it offers us. There’s also a lot of talk about how much better it is than VR, which I find comically absolutist. Surely it’s circumstantial?

In any case, I’m interested in what people in the real world are currently doing with this emerging technology, so I’ve collated the following examples.

Mixed reality jet engine

In the post-Pokémon Go era, an increasing number of AR games pepper the market. While one game replaces Pikachu with robots, another goes a step further by leveraging the background environment as you ward off alien invaders.

For its part, Niantic is continuing to evolve Pokémon Go with occlusion, by which the augmentation integrates with the background environment. (For example, a monster pops its head up from behind your couch.) Word on the street is this kind of next level immersion will feature in their upcoming Harry Potter spinoff.

The trail being blazed by the entertainment industry is being quickly followed by workplace educators. For example, Japan Airlines uses AR to train its engine technicians, while Deakin University uses it to teach its healthcare students. In terms of performance support, doctors use AR to perform target guided surgery, while the Royal Navy uses it to aid the officer of the watch.

Some companies are also using AR to educate their customers. In my previous blog post Educate everyone I praised Hyundai’s virtual guide which helps Sonata owners maintain their vehicle. Another car maker, MINI, has glasses that not only provide its drivers with navigational prompts, but also lets them see through the car.

In the world of retail furniture, Ikea lets you see how their products look in your home and another app walks you through assembling them.

Customer education blurs with marketing, and prime examples of the latter are ModiFace’s hair colour and nail polish previewers. In a similar vein, Kinect lets you try on clothes, Lacoste lets you try on shoes, Shop 4 Rings lets you try on jewellery, while Speqs completes your look with glasses.

In regard to the point-and-play type of AR, one of the most impressive I’ve seen is that of winemaker 19 Crimes who brings the convicts on their labels to life. The eerie black-and-white treatment reminds me of Koko tormenting a cat in The Clown’s Little Brother – which was released back in 1920!

A cartoon clown riding a real cat.

My coverage of augmented reality here is by no means exhaustive; it simply represents the instances I’ve stumbled upon recently. If you are aware of another real-world example, please share it via a comment below.

For more virtual reality, follow the #VRwolweek hashtag on Twitter and I encourage you to participate yourself.

In the meantime, who fancies running an #ARwolweek…?

Advertisements

The foundations of innovation in L&D

14 May 2018

There are two sides of the innovation coin in corporate learning & development: technology and pedagogy.

The former is rather obvious and is often conflated with the term innovation. Futuristic hardware and magical software that educates everyone at the press of a button are tempting “solutions”. Some folks call this mindset Shiny New Toy Syndrome, and by golly, it’s a pandemic.

The latter is less obvious because it involves thinking, and I’m not being facetious when I say that thinking is hard. Traditional ways of learning in the workplace are, by definition, ingrained in the psyche of the vast majority of the workforce. Changing the concept of how we learn and redefining how we can help people do it better involve shifting the organisation’s culture, and that is a challenge greater than any IT implementation.

I see technology as an enabler of the pedagogical outcome, rather than it being the outcome per se. And just as we must learn to walk before we can run, so too must an organisation lay the foundations of innovation before it can reach for the stars. Though not as sexy as their more tweeted-about alternatives, these foundations are the building blocks of long-term efficiency, flexibility and creativity.

So what are the foundations of innovation in L&D?

I will hereby attempt to answer this question by looking through the lens of the 70:20:10 model. Whereas previously I have advocated this approach when designing a solution for a specific learning objective, this time I’m elevating the approach to the strategic level, with a view to designing a future-proofed solution for all the organisation’s learning objectives.

The Foundations of Innovation in L&D: content library, knowledge base, enterprise social network, and performance-oriented training

The 70

From the get-go, a false idol that must fall is the belief that the role of the L&D department is to create all the training to meet the organisation’s learning needs. These needs are so diverse within and across all the different job roles that the task is an almost comical impossibility.

Moreover, a large proportion of these needs is generic; despite what many organisations think, they’re not that special. Analytics is analytics. Decision making is decision making. Difficult conversations are difficult conversations. The nature of such content is universal.

So my first building block is a third-party content library. There are many players in this space, and sure it makes sense to pick one that matches your organisation’s profile, but their pedagogical purpose is the same: to provide your people with immediate access to an extensive suite of learning assets, covering a broad range of topics, on demand. Such a resource empowers self-directed learning which, in the language of 70:20:10, can be done on the job, just in time.

Another false idol to fall is the myth that all the information we need is at our fingertips. Clearly, not all our needs are generic. The organisation is special in the sense that has its own products, processes, systems, policies, etc, which a third party will never cover.

So my second building block is an in-house knowledge base. Whether the underlying technology is an intranet, CMS or wiki, again the pedagogical purpose is the same: to provide your people with on-demand access to bespoke content that improves performance.

The 20

Despite the best intentions of a content library and a knowledge base, they will never meet every conceivable learning need. An enterprise social network covers the “in-betweens”, principally by empowering everyone to ask their own questions to the crowd, and to keep abreast of emergent knowledge in the moment.

The 10

The building blocks in the 70 and the 20 spearhead an informal first approach to learning and development which lifts a mountain of weight off the shoulders of the L&D team. Freed from the burden of training everything, we can now focus our attention on what should be trained.

Furthermore, these building blocks enable change in the nature of the training. With the bulk of the content hosted elsewhere, it doesn’t need to be shovelled into the course. The class can be flipped, the narrative pared back to its key messages, and a scenario-based design adopted to train not the content, but its application.

In this way, the training becomes performance oriented.

A man working on a house frame

By no means do these building blocks exhaust the 70:20:10 model, nor do they represent the extent of innovation in L&D. Rather, they form the bedrock of further innovation.

For example:

  • User-generated content has a home, not only where it can be housed, but also where it can be governed.

  • Blended learning goes beyond pre-work online modules by integrating social activity and ongoing performance support.

  • Corporate MOOCs have a delivery vehicle.

  • Micro-learning and micro-assessments have a rich source of reference content to which remedial feedback can link.

  • If the content library, knowledge base and ESN are mobile accessible, they support mobile learning.

  • Any reduction in training volume creates more space to explore emerging technologies such as AI, VR and AR.

  • An orderly, structured L&D service offering provides the basis for a proper consideration of the value that a next-generation learning management system may add (or not).

So while I remain an advocate of ad hoc innovation, I see it as a necessity in the absence of a plan. My preference is a much more strategic approach, bedding down what matters most to meet the immediate needs of the business, prior to building additional innovative initiatives that stand firmly on that foundation.

In this way, not only do we innovate now, but we have a platform for innovating into the future.

25 more real-world examples of Virtual Reality

5 March 2018

A couple of years ago I started up Virtual Reality Working Out Loud Week to promote real-world applications of virtual reality.

The inaugural #VRwolweek unearthed 20 real-world examples of the emerging technology, and the enduring popularity of that blog post tells me that we are hungry for more.

Loath to disappoint, I hereby present 25 more real-world examples of virtual reality, drawn from this year’s and last year’s events. I thank everyone who contributed to the following list.

A virtual hand grabbing a virtual drumstick.

  • Kicking off with the Colonel, it would be remiss of me to omit KFC’s virtual escape room The Hard Way. Widely criticised for its evil genius paradigm, I urge us to appreciate the game’s otherwise authenticity. If used as a primer for training in real life, then it’s an engaging example of setting up an employee for success.

  • Anchor Construction uses virtual reality to train its construction workers, while UPS uses it to train its truck drivers.

  • South Wales Fire and Rescue uses interactive 360° video to train its new recruits on extricating a casualty from a road traffic incident.

  • The Dutch Fire Department uses 360° video to teach the public how to react in case of an emergency, while on the other side of the flames in Australia FLAIM Trainer combines VR with haptics and heat-generating clothing to immerse firefighters in realistic situations.

  • In Africa, Meet the Soldier aims to increase empathy among warring cattle farmers, while Cisco and Dimension Data are helping save the rhino.

  • This charming Kiwi uses 360° video to record pov tutorials for mobile productivity apps. “See the apps and devices in action, in the context of where we work, live and play.”

  • A group of middle school students has used 360° photos to create a virtual tour of Fort Vancouver, while the Chatham Historic Dockyard Trust uses 360° video to take you on a tour of their Age of Sail galleries.

  • This Australian agency creates virtual tours and visualisations for the mining, architecture and tourism industries.

  • Have you ever wondered how a self-driving car senses the world around it? Wonder no more with the Waymo 360° experience.

  • Emmy Award winner for Outstanding Innovation in Interactive Storytelling, Pearl is a beautiful 360° animation that heralds the future of narrative.

  • Virtual reality isn’t new to gamers, but now it’s social. Check out Evasion and Poker VR.

  • I’m continually amazed at what can be achieved with CoSpaces Edu, such as the Virtual Reality Learning Lab’s uber cool reboot of Frogger. And while we’re going retro, have a laugh at Mario in real life.

  • Topshop allows their customers to ride a virtual waterslide over the black cabs and double-deckers of central London.

  • SeaWorld hybridises the real world with the virtual. Patrons of The Kraken Unleashed ride a rollercoaster while wearing VR headsets that plunge them into the abyss.

    It reminds me of Batman Adventure at Australia’s Movie World back in 1992, when we all sat on moveable seats in front of a big screen simulating the batplane screaming through Gotham City.

    A rollercoaster ramps the immersion up a few notches, to say the least, and I can see why it’s the perfect vehicle for a pre-recorded experience because the timing is precise.

  • In Norway, Audi lets you test-drive their new Q5 in a giant virtual sandbox. It took me a while to work out the prospective customer would dig the racetrack in a real sandbox, which was then scanned and transformed into virtual reality. It’s a modern-day twist on Daytona USA presumably intended to attract the Amazon generation in-store to be worked over by the sales reps.

    Incidentally, I see the clever Scandi’s have now moved on to Augmented Reality with the Quattro Coaster app, which lets you build a road and drive a mini car on it in your living room.

  • VR needn’t have an Audi-sized budget to be effective for marketing. A product manager in the medical industry created a WebVR experience to promote the hi-tech material in her range of surgical gowns. Given her name you may deduce I know this person, so I can tell you this impressive project was done on a shoestring.

  • Finally, these other examples of virtual reality in healthcare – for autism, disability and pain management – must surely turn the most ardent of sceptics.

Hugo Gernsback wearing his teleyeglasses.

Oh how far we’ve come since Hugo Gernsback strapped on his teleyeglasses back in 1968. Long may this wonderful technology continue to evolve!

Cognitive Reality

7 December 2016

Yet another year has come and gone at the speed of light!

For me, 2016 has been the year in which the Virtual Reality rubber finally met the road, while Augmented Reality made a surprise splash into the mainstream via those pesky Pikachu.

As a consequence, VR & AR dominated much of my blogging attention this year. But they weren’t the be-all-and-end-all of the e-learning universe. Plenty of other topics occupied my mind, from 70:20:10 and 3D printing to the extended enterprise and our universally despised compliance training regime.

I hope you found something useful among my musings, and I invite you to catch up on any that you may have missed…

Pulp fiction cover entitled Amazing Wonder Stories: Cognitive Reality: Virtual Reality, Augmented Reality, and other stuff!

Virtual Reality and Augmented Reality

Other stuff

Vintage spaceship

To those who celebrate Christmas, I wish you a merry one, and I look forward to reconnecting with everyone in 2017.

How to fix our senseless compliance training

4 October 2016

All big organisations have a Learning Management System.

It’s used to track and record the training that the employees do. In practice, it tends to be used to administer compliance training, though it can be much broader than that.

And this is a good thing. Despite the scorn that LMS’s attract, we should be tracking and recording the training that our employees do – especially compliance training.

Looking down at the buildings and streets of Sydney

But here’s the rub…

Let’s say I work at Bank A. I do all my compliance training within the first 3 months of starting at the company, and I keep those certifications up to date every 2 years. That’s normal.

Then I get a job at Bank B. But because my training records are locked up in Bank A’s LMS, I have to do my compliance training all over again.

This does not make any sense, because the laws governing privacy, anti money laundering, OH&S, and all the other topics, are the same for both banks! If I’m compliant at Bank A, odds are I’m compliant at Bank B as well.

I see re-doing my compliance training as a problem, not just because it’s an inconvenience for me personally, but also because the financial services sector alone employs half a million people in Australia. That’s a lot of people, a lot of movement, a lot of training hours, and a lot of wastage.

There has to be a better way, and as I explain in the video below, I propose the accreditation of compliance training with open badges as the solution.

Now some people misunderstand this idea, and they’ll say it’s not the role of the regulator to train a company’s employees. And I agree, but that’s not the idea.

The idea is that the regulator accredits the training that is delivered by the company to its employees, and authorises the issuing of the official badges for that training.

Clarifying the extension

10 May 2016

Extended Enterprise Training (EET) is a term that was introduced to me by Don Presant in response to my previous blog post Educate everyone.

EET is poised to become the “next big thing” in corporate L&D, but what is it exactly? Most sources I’ve looked up agree with Webanywhere’s definition of the term:

Extended Enterprise Learning is any training that is provided to learners outside of your organization. The training could be targeted at dealers, channel distribution partners, suppliers, resellers, franchisees, and even your customers.

I don’t disagree with this definition, but I do wish to provoke deeper thinking by challenging it.

You Keep Using That Word, I Do Not Think It Means What You Think It Means

Take franchisees as the first talking point. I consider it a stretch to think of them as being outside of your organisation. Sure, they might not be on your payroll, but my local McDonalds is a part of the universal Golden Arches empire. I bet my Big Mac that Ronald says so too.

I put dealers in the same basket. Indeed, the folks in Aichi Prefecture don’t pay the sales guy at my local Toyota dealership out of their own pockets, but they’d choke on their saké at the suggestion he didn’t belong to the Toyota family. And rightly so.

Partners, suppliers, resellers… these make much more sense to me. And I would replace “even your customers” with “especially your customers” – as that’s where I believe the untapped upside of EET lay.

So I guess my argument relies on the concept of brand. To me, anyone doing business wearing your logo is a part of your organisation, whether you pay them or not. Anyone doing business with you or for you, without wearing your logo, is not a part of your organisation.

I hereby propose EET applies to the latter.

70:20:10 for trainers

12 January 2016

Learning & Development Professional has been running a poll on the following question:

Is the 70:20:10 model still relevant today?

And I’m shocked by the results. At the time of writing this blog, over half the respondents have chosen “No”. Assuming they are all L&D professionals, the extrapolation means most of us don’t think the 70:20:10 model is relevant to our work.

But what does this really mean?

In LDP’s article The 70:20:10 model – how fair dinkum is it in 2015? – by the way, “fair dinkum” is Australian slang for “real” or “genuine” – Emeritus Professor David Boud says he doesn’t think there is proper evidence available for the effectiveness of the model.

If this is a backlash against the numbers, I urge us all to let it go already. Others have explained umpteen times that 70:20:10 is not a formula. It just refers to the general observation that the majority of learning in the workplace is done on the job, a substantial chunk is done by interacting with others, while a much smaller proportion is done off the job (eg in a classroom).

Indeed this observation doesn’t boast a wealth of empirical evidence to support it, although there is some – see here, here and here.

Nonetheless, I wonder if the hoo-ha is really about the evidence. After all, plenty of research can be cited to support the efficacy of on-the-job learning, social learning and formal training. To quibble over their relative proportions seems a bit pointless.

Consequently, some point the finger at trainers. These people are relics of a bygone era, clinging to the old paradigm because “that’s how we’ve always done it”. And while this might sound a bit harsh, it may contain a seed of truth. Change is hard, and no one wants their livelihood threatened.

If you feel deep down that you are one of the folks who views 70:20:10 as an “us vs them” proposition, I have two important messages that I wish to convey to you…

1. Training will never die.

While I believe the overall amount of formal training in the workplace will continue to decrease, it will never disappear altogether – principally for the reasons I’ve outlined in Let’s get rid of the instructors!.

Ergo, trainers will remain necessary for the foreseeable future.

2. The 70:20:10 model will improve your effectiveness.

As the forgetting curve illustrates, no matter how brilliant your workshops are, they are likely to be ineffective on their own.

Ebbinghaus Forgetting Curve showing exponentially decreasing retention over time

To overcome this problem, I suggest using the 70:20:10 model as a lens through which you view your instructional design.

For example, suppose you are charged with training the sales team on a new product. As a trainer, you will smash the “10” with an informative and engaging workshop filled with handouts, scenarios, role plays, activities etc.

Then your trainees return to their desks, put the handouts in a drawer, and try to remember all the important information for as long as humanly possible.

To help your audience remember, why not provide them with reference content in a central location, such as on the corporate intranet or in a wiki. Then they can look it up just in time when they need it; for example, in the waiting room while visiting a client.

Job aids would also be useful, especially for skills-based information; for example, the sequence of key messages to convey in a client conversation.

To improve the effectiveness of your workshop even further, consider doing the following:

  • Engage each trainee’s manager to act as their coach or mentor. Not only does this extend the learning experience, but it also bakes in accountability for the learning.

  • Encourage the manager to engineer opportunities for the trainee to put their learning into practice. These can form part of the assessment.

  • Set up a community of practice forum in which the trainee can ask questions in the moment. This fosters collaboration among the team and reduces the burden on the L&D department to respond to each and every request.

  • Partner each trainee with a buddy to accompany them on their sales calls. The buddy can act as a role model and provide feedback to the trainee.

In my humble opinion, it is counter-productive to rail against 70:20:10.

As an L&D professional, it is in your interest to embrace it.