Pub. Date:
McGraw-Hill Professional Publishing
E-Learning: Strategies for Delivering Knowledge in the Digital Age / Edition 1

E-Learning: Strategies for Delivering Knowledge in the Digital Age / Edition 1

by Marc J. Rosenberg
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Product Details

ISBN-13: 9780071362689
Publisher: McGraw-Hill Professional Publishing
Publication date: 10/26/2000
Pages: 344
Product dimensions: 6.40(w) x 9.30(h) x 0.92(d)

About the Author

Marc J. Rosenberg is an independent consultant specializing in knowledge management, e-learning strategy, and the reinvention of training. Prior to this, he was a senior direction and kowledge management field leader for consulting firm DiamondCluster International. A popular presenter with over two decades of experience in the field, Dr. Rosenberg is also a former president of the International Society for Performance Improvement. He lives in Hillsborough, NJ.

Read an Excerpt

Chapter 1: Learning Is a Lot More Than Training

The expotential growth of information that characterizes modern business makes the need for learning more important than ever. But the sheer volume of what we have to learn and the speed at which we must learn it can be daunting. So much so that old models of learning acquisition are failing us. Meeting this challenge requires new thinking about how we acquire knowledge and skill, and how we deploy learning resources that can keep up with the knowledge economy.

Learning and training are often thought of as synonymous; they are not. Training is the way instruction is conveyed; it supports learning, which is our internal way of processing information into knowledge. But since there are many ways we can learn, an effective learning strategy must transcend training.

Some dictionaries equate learning with activities such as training or education. Others use broader cognitive viewpoints like "acquired wisdom, knowledge, or skill," or scientific-sounding behavioral definitions such as "a modification of behavior as a result of experience." While all of these definitions are useful, we can go further to define learning in a way that works in the context of organizations and businesses.

What Is Learning?

In business, learning is a means to an end. Generally speaking, that end is enhanced workforce performance, which in turn reflects its value-better products and services, lower costs, a more competitive posture in the marketplace, greater innovation, improved productivity, increased market share, etc.

In the context of business, learning is the process by which people acquire new skills or knowledge for the purpose ofenhancing their performance. Companies want salespeople to learn new selling techniques so they can improve their sales results, which goes right to the business's bottom line. A hotel wants its desk clerks to learn more about customer service so they can be more helpful to guests, and, as a result, the hotel can increase occupancy rates and solidify brand loyalty. The independent plumber seeks to learn a new way to repair burst pipes so that s/he can do the job more quickly and thus handle more customers in the same amount of time. Investment houses want their stockbrokers to learn more about investment strategy so they can presumably provide a greater level of client service, while the firm can increase the amount of assets it has under management. In each case, learning enables an individual or groups of individuals to work faster, better, and smarter so that they and their organizations (or employers) reap business benefits.

The Role of Training

We have traditionally relied on training as the "default" approach to facilitating and improving performance, and instruction as the specific process that makes training work. Training/instruction is used when it is necessary to shape learning in a specific directionto support learners in acquiring a new skill or to utilize new knowledge in a specific way or to a specific level of proficiency, and perhaps within a specific time frame. Airline pilots are trained to be sure that they can demonstrate all the skills and competencies necessary to operate an airplane safely and efficiently before anyone flies with them. Surgeons are trained because of the grave consequences that might result if they practiced their craft without certification of their skills-in advance. Police officers are trained not only because society needs to be sure they are skilled, but also to be sure that they employ their skills appropriately in situations where life and death decisions are made in split seconds. Customer care representatives are trained to respond appropriately with customers every time, and technical experts are trained to fix infrastructure or systems problems quickly so our businesses run smoothly.

Training can be delivered in many ways-in the classroom, over the phone, through a computer or via satellite, to name a few. And a variety of instructional approaches are used to get the job done, including lecture, case study, simulation, drill and practice, laboratories, and small group work. In the end, training has four main elements:

1. An intent to enhance performance in a specific way, typically derived via needs assessments and reflected in learning goals and instructional objectives.

2. A design reflecting the instructional strategy that is best suited to the learning requirement and the learner's attributes, as well as the measurement strategy that gauges the effectiveness of the training.

3. The means and media by which the instruction is conveyed, which may include the classroom, a variety of technologies, independent study, or a combination of approaches.

4. In high accountability situations, a more formalized assessment or certification capability...

Table of Contents

Web Addressx
Part IThe Opportunity
Chapter 1Learning Is a Lot More Than Training3
What Is Learning?4
The Role of Training5
A New Era6
The Transformation Is Underway6
Broadening Our Perspective: The Role of E-Learning10
The Internet and Organizational Learning13
Learner Needs14
Business Needs15
What Is Your Purpose in the New World of Learning?16
Chapter 2The E-Learning Revolution19
A Short (and Often Frustrating) History of Technology for Learning20
The Rise of a Web-Based Learning Industry25
E-Learning Defined28
Benefits of E-Learning29
Why Have an E-Learning Strategy?31
A Strategic Foundation for E-Learning32
An E-Learning Journey35
Part IINew Approaches for E-Learning
Chapter 3Why Most CBT Doesn't Work and How It Can Be Better41
The Road to Better Online Training48
Does Multimedia Enhance Learning?55
Online Training at U S WEST58
Moving a Highly Successful "Soft Skills" Classroom Course to the Web: A Case Study59
Online Training Is Just One Part of E-Learning62
Chapter 4Knowledge Management: When Information Is Better Than Instruction63
The Web: Classroom or Library?63
What Is Knowledge Management?65
Types of Knowledge66
Knowledge Management Benefits: The Virtual Corporate Brain68
The Knowledge Management Pyramid70
Performance Support72
Is Expertise Always Required?75
Integrating Performance Support Into Knowledge Management76
Community and Collaboration in Knowledge Management78
Managing the Information81
Knowledge Structuring Is Key84
Knowledge Management for Sales Executives at AT&T Global Services85
Knowledge Management for Customer Service at U S WEST88
Knowledge Management and Performance Support at Merrill Lynch90
Moving Problem-Solving and Decision-Making Skills to E-Learning: A Case Study91
Commercial Examples From the Internet93
Building a Knowledge Management Solution103
Implications for E-Learning109
An E-Learning Journey111
Chapter 5Integrating E-Learning and Classroom Learning117
The New Role of Classroom Training120
Building a Learning Architecture121
A Learning Architecture for Sales Development at AT&T Global Services129
A Learning Architecture for Financial Consultants at Merrill Lynch133
A Learning Architecture for Initial Call Center Training at U S WEST136
Creating a Learning Architecture for Executives137
Can You Put Classroom Training on the Web?139
Killer Apps in E-Learning144
An E-Learning Journey145
Part IIIOrganizational Requirements for E-Learning
Chapter 6Building and Managing an E-Learning Infrastructure151
You Cannot Begin Without Access ... or a Strong Partnership With IT152
The Fall and Rise of PLATO: How Advances in Technology Almost Doomed One of the First Real CBT Systems154
Learning Portals157
Using a Single Web Portal to Consolidate Employee Orientation at Prudential159
Learning Management Systems161
The Goal of Interoperability167
Learning/Knowledge Objects170
Don't Just Throw Stuff Out There!173
Some Notes About Authoring174
Key Questions to Ask About an E-Learning Infrastructure and Tools176
Chapter 7The Four C's of Success: Culture, Champions, Communication, and Change179
Building a Learning Culture180
Culture-Building Strategies That Don't Work181
Culture-Building Strategies That Do Work185
Signs Your Senior Leadership May Not Be Serious About E-Learning189
Helping Senior Managers Become True Champions of E-Learning193
Leadership and Communication196
Why a Successful E-Learning Strategy Needs an Effective Change Strategy199
Four Additional Rules of Change201
How Dell Creates an E-Learning Culture203
Knowledge Management as a Facilitator of Change at AT&T205
What About the Training Organization Itself?207
An E-Learning Journey207
Chapter 8Justifying E-Learning to Top Management ... and to Yourself211
Success Criteria212
Justifying E-Learning Costs214
Demonstrating E-Learning Quality220
Evaluating E-Learning Service224
Evaluating E-Learning Speed225
The Two Questions Every Training Organization Asks ... but Perhaps Shouldn't225
The E-Learning Value Proposition227
An E-Learning Journey228
Chapter 9Reinventing the Training Organization233
Signs the Training Department May Not Be Truly Interested in E-Learning234
Can Training Organizations Change?238
A New Business and Governance Model for the Training Organization241
Reexamining Facilities as E-Learning Takes Root245
Outsourcing and E-Learning246
Professional Development and Recruitment249
Reinventing Training at Cisco Systems: A Case Study252
What Can E-Learning Organizations Learn From E-Business?255
Is It Too Late?260
An E-Learning Journey261
Chapter 10Navigating the Vendor Marketplace269
E-Learning Vendors Can Be Relentless--How to Manage Them271
Finding Good Vendors273
The E-Learning Request for Proposal (RFP)277
The Vendor's Perspective281
Maintaining a Good Ongoing Relationship282
Chapter 11E-Learning on a Shoestring285
When You Don't Have an Intranet286
Buy as Much as You Can ... Build Only When Necessary286
Use Partnerships287
Needed: One Good Professional287
Don't Do E-Learning When It's Not Necessary, but Be Ready When It Is288
Chapter 12Creating Your E-Learning Strategy291
Who Should Participate?292
Analyze Your Current Situation292
Describe Your Desired Situation294
Set Your Vision295
State Your Mission296
Gap Analysis297
Conduct Force-Field and SWOT Analyses298
Strategy Recommendations301
Build an Action Plan301
Be Wary304
Chapter 13The Future of E-Learning305
The Challenges Ahead306
The End of "e"311
An E-Learning Journey311
Appendix AThe E-Learning "Top 20"--20 Key Strategic Questions You Must Answer About the Sustainability of Your E-Learning Efforts317
Appendix BE-Learning Resources323
Supporting Materials, Resources, and Links at

What People are Saying About This

Gloria Gery

Gloria Gery, Consultant in Performance Support and Learning:

Marc Rosenberg has nailed it. He surfaces the issues, realistically describes alternatives and operationalizes what a true e-learning strategy is. Good cases. Good ideas. Good writing. You need this book!

Pat Kelly

Pat Kelly, Vice President, People Development, AT&T Wireless Services

Rosenberg's vision and advice will guide corporate leaders in harnessing the power of e-learning. I will share this book with my colleagues.

Elliott Masie

Elliott Masie, President, The MASIE Center:

Marc Rosenberg is one of the key thinkers in the ever changing world of learning and technology. This book offers a pragmatic and powerful set of resources for any organization walking the sometime slippery e-learning pathway.

John W. Cone

John W. Coné, Vice President, Dell Learning, Dell Computer Corporation:

If there is any reason to fear e-learning, it's that we will fail to understand why we are doing it. This book combines the right amount of reflection on why with a heavy dose of sound advice about how to. It has a lot in common with it's subject. It's just what we need just in time.

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E-Learning: Strategies for Delivering Knowledge in the Digital Age 4.5 out of 5 based on 0 ratings. 2 reviews.
Guest More than 1 year ago
This is a must read for executives involved in implementing Corporate University initiatives within their company.
Guest More than 1 year ago
Author Marc Rosenberg provides one of the first books devoted to strategies for developing organization-wide, online learning. He goes beyond the obvious technological challenges of Web-based training to explain that technology and content are meaningless without a culture of learning. But creating this culture means confronting dramatic strategic, organizational and political issues. In this roadmap for building and sustaining a learning culture, Rosenberg offers an essential balance between the structure of e-learning (design and technology issues) and its implementation (acceptance and support issues). His book is an impassioned wake-up call to all executives who are concerned about the future of their organizations. To begin building your company¿s culture of learning, we at urge you to arm yourself with this practical, yet philosophical, manual ¿ a weapon for professionals on the front lines of the revolution in workspace learning.