The more trainer/instructor driven the course is, the less participation is required from the learner. For example, the instructor makes all the decisions about the course objectives and content, develops the course, delivers the course and conducts the assessment.
As you move along the Learner Participation Continuum, the
learner is required to participate more and the trainer does less “talking”. The learner acquires knowledge and skills through activities that s/he experiences with the assistance of a “facilitator”. The facilitator is focused on helping the learners meet their needs and interests. It is through these first hand experiences and facilitated dialogue with other learners that thoughtful analysis and interpretation can become the focus of the instruction. The end result is that learners take full responsibility for decisions, actions and consequences.
Moving to a more Learner Controlled approach shifts the focus of the design from “deliver this content” to facilitate learning transfer for performance back on the job; which is after all the end goal for a training event. The new program includes opportunities for group participation, utilization of participants’ expertise and real life problem solving.
Learners are prompted to openly discuss issues and problems within the “learning lab”. Trainers become empathetic listeners as they create a climate of trust and safety. They become a Facilitator.
Of course, this shift also requires that site leadership and local management not only support the facilitated learning lab concept, but follow through on issues and concerns that surface. Failure to do so undermines not only the facilitator’s credibility but the entire training program. Wow, won’t this take longer to design, you ask? Yes, in the sense that the design is now from the learner’s point of view. This means that the designer will need to research examples, collect data, and develop a story from an incident, a deviation or significant CAPA, etc.
The reward is that the Classroom SME stops talking and gives employees more engaging learning sessions. So learners become more accountable for participating and guess what – the SME’s session is no longer a boring podium speech. — VB
Silberman, M. (1990). Active Training: A Handbook of Techniques, Designs, Case Examples, and Tips. Lexington Books, New York.
Who is Vivian Bringslimark?
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