Accelerated Learning for Breakthrough Results. Whole Brain, Person and Systems Approach to Accelerate Learning, Engagement,...

881 Pages·2014·6.54 MB·English

by  Debbie Craig, Kerryn Kohl

ACCELERATED
Learning for Breakthrough Results

Whole brain, person and systems approach to
accelerate learning, engagement, change and
growth

By
Debbie Craig
and
Kerryn Kohl

2014
Copyright © Knowres Publishing and all Contributors
All reasonable steps have been taken to ensure that the contents of this work do not, directly or
indirectly, infringe any existing copyright of any third person and, further, that all quotations or
extracts taken from any other publication or work have been appropriately acknowledged and
referenced. The publisher, editors and printers take no responsibility for any copyright infringement
committed by an author of this work.

Copyright subsists in this work. No part of this work may be reproduced in any form or by any
means without the written consent of the publisher or the author.

While the publisher, editors and printers have taken all reasonable steps to ensure the accuracy of
the contents of this work, they take no responsibility for any loss or damage suffered by any person
as a result of that person relying on the information contained in this work.

First published in 2014

ISBN: 978-1-86922-500-1
eISBN: 978-1-86922-501-8 PDF ebook eISBN: 978-1-86922517-9 EPUB
eISBN: 978-1-86922-518-6 MOBI

Published by Knowres Publishing (Pty) Ltd P O Box 3954
Randburg
2125
Republic of South Africa

Tel: [phone]
Fax: [phone]
E-mail:
TABLE OF CONTENTS

Authors’ Notes
Acknowledgements
Foreword
About the Authors
About the Contributors
Gamification On-boarding
Icons used

PART 1: Paradigm Shift for Accelerated Learning

Chapter 1: The need for Accelerated Learning by Debbie Craig
1.1 Introduction
1.2 Global talent and change challenge
1.3 South African talent and change challenge
1.4 Making the shift
1.5 Maintaining the foundations
1.6 An Accelerated Learning framework
1.7 Conclusion

Chapter 2: The paradigm shift in learning by Debbie Craig
2.1 Introduction
2.2 Digital, mobile and social media trends
2.3 Understanding today’s learner
2.4 Paradigm shift
2.5 Conclusion

Chapter 3: Insight into Accelerated Learning in South African
organisations by Debbie Craig
3.1 Introduction
3.2 Challenges or opportunities
3.3 Learning methodology trends
3.4 Examples of Accelerated Learning programmes
3.5 Leaders as learning champions
3.6 Learning involvement in change
3.7 Leadership skills needs
3.8 Key messages
3.9 Conclusion

PART 2: Whole Brain, Whole Person Approach to Learning

Chapter 4: Unique learning profiles by Debbie Craig
4.1 Introduction
4.2 Some basic principles
4.3 Learning = Change
4.4 Sub-conscious influences
4.5 Learning influences
4.6 Creating your own learning profile
4.7 Conclusion

Chapter 5: Neuroscience of learning by Natalie Cunningham and Debbie
Craig
5.1 Introduction
5.2 What is neuroscience?
5.3 Learning and neuroscience
5.4 Workings of the brain
5.5 The learning cycle
5.6 Attention and memory
5.7 The emotional and social brain
5.8 Brain deception
5.9 Environmental factors
5.10 Conclusion

PART 3: Creating a Learning Culture

Chapter 6: Creating a learning culture by Debbie Craig
6.1 Introduction
6.2 A tale of two companies
6.3 A learning culture framework
6.4 Embarking on a culture transformation journey
6.5 Conclusion

Chapter 7: Learning through coaching by Natalie Cunningham
7.1 Introduction
7.2 What is coaching?
7.3 Why coaching?
7.4 How do we go about coaching?
7.5 Conclusion

Chapter 8: Learning through authentic conversations by John Gatherer
and Debbie Craig 8.1 Introduction
8.2 The context of the problem
8.3 The imperative for holding authentic conversations
8.4 Towards a culture of healthy conflict
8.5 The learning imagery of holding authentic conversations
8.6 The learning process of initiating and holding authentic conversations
8.7 Conclusion
PART 4: Designing Accelerated Learning Programmes

Chapter 9: Learning architecture by Debbie Craig
9.1 Introduction
9.2 The challenge
9.3 A framework
9.4 Understand – the strategic priorities and capabilities
9.5 Design – the performance and competency standards
9.6 Analyse – the proficiency levels and the needs
9.7 Develop – organisational and individual plans
9.8 Conclusion

Chapter 10: Learning design by Kerryn Kohl
10.1 Introduction
10.2 Learning design for Accelerated Learning
10.3 Design in practice
10.4 Retention of learning
10.5 Steps in the design process
10.6 Methods and tools
10.7 Conclusion

Chapter 11: Gamification in learning by Darryn van den Berg
11.1 What is gamification?
11.2 Foundation principles driving the success of gamification
11.3 Building a gamification strategy
11.4 Gamification mechanics
11.5 Examples of gamification
11.6 Gamification lessons
11.7 So what does all of this mean, and how can you apply it?
11.8 Conclusion
Chapter 12: Learning assessment by Kerryn Kohl
12.1 Introduction
12.2 Levels of assessment
12.3 Strategic considerations in assessment decisions
12.4 Designing assessment to be incorporated into Accelerated Learning
programmes
12.5 Assessment methods
12.6 Assessment dilemmas
12.7 Assessing the overall value of the ALP
12.8 Conclusion

PART 5: Making it Real – Case Studies of Accelerated Learning

Chapter 13: How to guide – Learning to accelerate change by Kerryn
Kohl
13.1 Introduction
13.2 A new perspective
13.3 The learning landscape and audience
13.4 The learning design
13.5 Alignment with learning design principles
13.6 Conclusion

Chapter 14: Case Study: Breakthrough Learning for talent pools by
Debbie Craig
14.1 Introduction
14.2 What is Breakthrough Learning?
14.3 Why Breakthrough Learning?
14.4 Setting up the programme
14.5 High-level design
14.6 Programme outline
14.7 Selection of programme participants
14.8 Assessments
14.9 BL launch workshop
14.10 BL learning modules
14.11 BL project work
14.12 Learning portal
14.13 Final presentation and celebration dinner
14.14 Final wrap-up: ensuring results and sustainability
14.15 Conclusion

Chapter 15: Case Study: Creating a culture of effective decision
management by John Gatherer and Debbie Craig
15.1 Introduction
15.2 Context and rationale for effective decision management
15.3 Background to the case study
15.4 The company business case for decision management
15.5 The learning themes and outcomes
15.6 A robust process for WISE decisions
15.7 Accelerated Learning principles
15.8 Conclusion

Bibliography
Searchable Terms
Endorsements from people who have read this book
AUTHORS’ NOTE

This book started as an idea, developed into a plan, expanded in content
mind-maps, and then evolved into a collaborative project involving the
creativity, energy and effort of many. We have constantly been amazed at
the power of collaboration when one holds a vision in mind but lets go
of one’s own personal attachment as to how this vision can be achieved.
This means staying open to ideas, exploring different approaches,
following up on opportunities, learning from everyone, sharing widely,
communicating often, accepting and responding to feedback, and
allowing the process to FLOW.
The book and the wider learning community took on a life of their own
and became a true example of Accelerated Learning in Action over about
nine months. It appears before you in its current and evolving form. We
hope that you join us on this Accelerated Learning-and-sharing journey
and participate fully in the many suggested activities; rabbit-holes of
additional learning nuggets; and shared resources to further your own
understanding of learning how to learn for yourself and for others.
We hope that you share what you learn with your organisation,
colleagues, family and community. We encourage you to share
successes, case studies and lessons learnt with our online community
through www.accelerated.co.za.

Debbie Craig and Kerryn Kohl