The Magic Learning Triangle
How do companies with remote teams ensure successful behaviour & results following training? Field-based teams struggle to transform the learning experience into performance in the field.
How can teams bridge the gap between knowledge retention and skills implementation?
Magic happens when teams put in place learning with specific practice and feedback. Teams perform better when they share what looks good with each other.
The challenge of remote teams
How do remote teams practice and share best practices? How can a virtual team share industry experience, product knowledge, or communication skills?
Many organisations face the challenge to evolve training programs and optimise cost. It is a challenge for remote team members to practice, coach and share best practice. It is also an important change management issue for managers.
How you involve managers in this process of change? How can they provide observational-based feedback on their performance?
Managers have access to the volume of activity, and completion of tasks via their CRM and LMS. Yet, these systems do not provide an insight into the qualitative of behaviour.
Imagine a football manager who coaches a defender. He tells him that he needs to win more matches to qualify for European Championship. How does the player process and make sense of this information and change his behaviour?
Practise makes perfect
Athletes and actors practice to improve their performance. Business people are no different. They say “well-laid plans never survive contact with the enemy”. It is still important to practice to improve the probability of your planned goal. Managers and coaches who can observe the behaviour can provide qualitative feedback. Remote teams make this challenging both in time and money.
The Magic Learning Triangle
Let’s rethink the approach by redesigning the learning experience.
The learner should learn at the point of need. The learning experience should be contextual, relevant and meaningful to the learner. Many learning opportunities happen outside the classroom with managers and peers.
New starters should learn from experienced team members, recognized for their contribution. This creates team spirit and drives performance.
This learning paradigm requires a new instructional design approach. Re-purpose classroom material into self-paced and virtual learning sessions. Deliver via desktop and mobile technology as well as face to face training.
Organisations must extend the learning process beyond the end of training evaluations and “happy sheets”. Ensure participants practice the knowledge and skills they have learnt. This practice should be pertinent and applicable to their daily activities. The 70:20:10 rule highlights the need for practice, feedback and social learning outside the training room.
The magic learning triangle encourages learners, peers and coaches to share experience and provide performance feedback. Observational feedback ensures behavioural performance and improved results.
When planning your next training, ask yourself how you can bring learning to life beyond the classroom?