White Hat Experience
Always be Learning | The Mechanics of Success
◐ Curiosity ◓ Ingenuity ◒ Perseverance ◑
White Hat Objectives Creation Formula
Interactive Handout | ID Dialog Job Aid
Learning and Performance Objectives
Tying Workplace Learning to Business Results
Navigation: Where will your journey take you today?
Defining Success One Objective at a Time
White Hat Objectives Creation Formula
A: Performance Objectives
(Terminal)
In-house, Distance Working, and Hybrid
Existing and desired on-the-job metrics, directives, measurements, requirements, goals,
and return on investment (ROI) factors
B: Learning Programs Objectives
(Context)
In-house, Distance Learning, and Hybrid
Existing and desired learning programs
KSA: Knowledge | Skills | Attitudes
C: Learning Objectives
(Enabling)
Mimic on the job objectives as close as possible in the context of realities
KSA: Knowledge | Skills | Attitudes
A + B + C = D: Combining Learning, Learning Programs & Performance
(Hybrid)
Combining critical areas of awareness generates impactful guiding statements
Avoid objectives made in vacuums
A + B + C + D = E: Learning Champions-Driven Objectives
(Comprehensive Deliverable: Learning Champions Plan)
Presenting training objectives to decision-makers, subject matter experts (SME), stakeholders, and leaners
to gain buy-in and active participation
In-house, Distance Working, and Hybrid Objectives (Outside the Learning Experience)
In-house, Distance Learning, and Hybrid Objectives (Inside the Learning Journey)
The White Hat Experience Ecosystems
Balancing the Mechanics of Success (Risk Taking with Preparation)
“Give me six hours to chop down a tree and I will spend the first four sharpening the axe.”
Abraham Lincoln
“Every risk is worth taking as long as it's for a good cause, and contributes to a good life.”
Richard Branson
Mission, Vision, Purpose
The Current States vs. Desired Future States
Gap Analysis and Innovation Brainstorming
Engagement Realities and Possibilities
The Current States vs. Desired Future States
Teams | Partners | Collaborators
Program Needs and Realities
The Current States vs. Desired Future States
Gap Analysis and Life Cycles.
Existing | Desired | Priorities
The Current States vs. Desired Future States
Leverage | Activate | Research | Acquire
Universal Foundations (KSAs: Knowledge, Skills, and Abilities (attitudes)
Topics Supporting Multiple Types of Learning Programs
Learning Set #1: Leadership Foundations, Coaching Leadership Progression, Coaching the Frontline, Enterprise Culture
Learning Set #2: Critical Thinking, Problem Solving, Change Management, Innovation Facilitation, Project Management
Learning Set #3: Storytelling (Presentations), Selling Foundations, Selling Training to Organizations and Learners
Crafting White Hat Learning Frameworks
Conceptual Learning Structure | Insert Training Needs Here!
Variables: Learning Program(s) | Subject, Topics | Modules | Lessons | Levels: Foundations, Essentials, Intermediate, Advanced | Tracks | Area of Focus (AOF) + Strategies, Tactics + KSAs: Knowledge, Skills, Abilities (Attitude) | Learning Chunks
To what degree is each variable a factor: 0 = not applicable, 1 = minimal influence, 2 = in place no work needed
3= in place some work needed, 4 = main focus Signiant work needed, 5= mission critical
A: Learning Program(s) | Subject, Topics
Big Picture | Courses | Classes | Sessions | Workshops
-
High Level Needs Assessment – Requirements, considerations, realities, nice-to-haves
-
Who, What , When, Where, Why, How
-
Current States | Gaps | Desired Future States
-
Future Proofing
-
-
Purpose – Engagement, Motivation onboarding, certifications, licensing (Examples: forklifts)
-
Organizational Culture – Is the culture ready for this effort?
B: Modules | Lessons
Learning and Performance Objectives
-
Modules – What needs to be trained?
-
Lessons – Logical module breakdowns
-
Workshops – Application breakdowns
-
On The Job – Work experience
C: Levels: Foundations, Essentials, Intermediate, Advanced
Progressive Learning
-
Foundations – Introductory material, definitions
-
Essentials – Core elements needed to apply what is learned
-
Intermediate – Application of skills, interaction with knowledge
-
Advanced – Demonstrated on-the-job mastery
D: Tracks | Area of Focus (AOF)
Organize Content Sections
-
Audience – People engagement needs
-
Priorities – Nice-to-have vs. required
-
Sequence – Order of appearance in training
E: Content
Needed and Available Material and Resources
Form (content) Follows Function (framework)
-
Strategies, Tactics
-
KSAs: Knowledge, Skills, Abilities (Attitude)
-
Examples and Stories
Note: Perfect content does not exist.
Realities change.
F: White Hat Learning Chunks Structures
Learning Chunks are discrete, measurable units
that can be defined and negotiated.
-
Pre-training
-
During Training
-
Post-Training
A + B + C + D + E + F = G: Learning Framework
Comprehensive Deliverable: Learning Framework Plan
-
Defining Success – What does success look like by leadership, management, supervisors, and the front-line? How will you know it when you see it?
-
Measuring Training – Organizational metrics training can influence and reasonably measure. Kirkpatrick Levels: 1) Reaction, 2) Learning, 3) Behavior, 4) Results
-
Reality Check – Are all decisions made above realistic?
White Hat Enterprise Statements
The White Hat Vision: To offer life-changing learning experiences and inspire people with engagements crafted to strategically change the world.
White Hat Mission Statement
What: To cultivate White Hat mindset through real-life application experiences, collaborations, and partnerships.
Why: The world needs people and organizations of integrity dedicated to crafting positive change.
How: Active White Hat interactions strive to drive positive life-enhancing behavior utilizing all White Hat areas of influence.
White Hat goals drive performance relative to clearly defined values-based quality control.
White Hat Learning
Mission Statement
What: To equip stakeholders and
learners with relevant skills and knowledge.
Why: In ever changing times, a key is survival and thriving is to always be Learning and adapting.
How: We facilitate standardized, tailored, and certification training delivery services (experiences).
WHL goals drive reaction, learning, and behavior outcomes based on a needs analysis, design document, and feedback process.
White Hat Experience
Mission Statement
What: To provide a global reaching learning environment servicing career enhancing, philanthropic, and organizational solutions.
Why: Life is an experience.
Relevant learning, collaboration, and partnerships are experiences the help give each persons White Hat meaning.
How: People engagement learning experiences drive everything we do.
WHE goals drive innovation, collaboration, and partnerships based on common aspirations and like mindsets.
Nonprofit Initiative
Mission Statement
What: To support nonprofit
organizational training and personal career growth and results.
Why: Nonprofits perform noble services for all of humanity and the earth.
How: WHL provides tailored learning experiences driving nonprofit programs, people engagements, and resources.
WHNI goals drive peaceful world-changing revolutions based on key stakeholder mindsets and needs.
Tom's Career Portfolio
Mission Statement
What: My career mission is to enhance personal and organizational life-cycles using learning program design, instructional design, and training delivery.
Why: The world continues to navigate a new-normal and changing realities.
How: I seek to engage people in the process of envisioning and crafting new futures through interactions with skills and knowledge.
The Tom's Career Portfolio goals drive the communication of Tom's skills, knowledge, work history, and innovation based on learning and development best practices.
Values Foundation
White Hat Experience: Learning (Program | People | Resources), Initiatives (Giving Back), Tom's Career Portfolio
Activate the right actions and behaviors at the right times
People engagement is critical for success
Find organizational culture best fits
Leverage critical thinking skills
Trust through honest communication
Seek to understand and respect before agreement
Decoding Employee Engagement Mindsets
Missions | Vision | Values | Goals | Objectives | Ecosystems | Points of View (POV)
How do your employees perceive your organization and departments?
What words, concepts, and images describe the organization's efforts?
White Hat Instructional Design Model of Models
Learning Development Considerations
Curiosity | Ingenuity | Perseverance
Dragon Slaying Instructional Design
Tool Boxes
Tool Kits
Dragon Slaying – Defining the dragons you need to concur and tame.
Tools – Finding the data, information, knowledge, and wisdom need for success.
White Hat Instructional Design Model
(ID Project Management | A model of Models)
Investigation
Solutions
Creation
Continuous Improvement
Implementation
Life Cycles
Developing Leaders and Managing Performance
1st Investigation & Solutions | 2nd Creation & Continuous Improvement | 3rd Implementation & Life Cycle
1st Investigation & Solutions:
1st Investigation | Solutions – Learning & performance needs assessments driving solutions proposals
We work with key stakeholders and decision-makers to establish direction, approval, and a champion plan.
Themes – White Hat instructional design models, innovation, performance planning, project management, estimates, prototypes vs mockups, proposals, work-approval sign-offs, initial go or no go
1st Investigation & Solutions:
We work with key stakeholders and decision-makers to establish direction, approval, and a champion plan.
Themes – White Hat instructional design models, innovation, performance planning, project management, estimates, prototypes vs mockups, proposals, work-approval sign-offs, initial go or no go
2nd Creation & Continuous Improvement:
2nd Creation | Continuous Improvement – Building and updating learning assets based on the latest information
We develop and pilot test learning assets and delivery platforms.
Themes – Readiness Assessment Needs Assessment, Solutions Assessment, Success Definition(s), By What Measurements, Learning and Performance Objectives, Minimum Viable Products (MVP), Building and Testing, Life Cycle Continuous Improvement, Life Cycle Approvals, process considerations, project management, revised estimates, proposals, work-approval sign-offs, continue or halt
2nd Creation & Continuous Improvement:
We develop and pilot test learning assets and delivery platforms.
Themes – Readiness Assessment Needs Assessment, Solutions Assessment, Success Definition(s), By What Measurements, Learning and Performance Objectives, Minimum Viable Products (MVP), Building and Testing, Life Cycle Continuous Improvement, Life Cycle Approvals, process considerations, project management, revised estimates, proposals, work-approval sign-offs, continue or halt
3rd Implementation & Life Cycle:
3rd Implementation | Life Cycles – Launch and relaunch learning interventions while capturing realities and planning
We launch first life cycles and plan for future continuous improvement.
Themes – Minimum Prime Time Product (MPTP) launches, innovation research, life cycle leadership, learning management systems (LMS) (Needs, Readiness, Solutions), project management, implementation sign-offs
Life Cycles –
4.0: Post Training: After Action Desired Future State
4.1: Leverage the Past | Craft the Future
4.1.2: Backstory and Background Knowledge
Competency Building Leveraging Abilities (Natural, Innate) & Attitudes (White Hat Mindset)
Competency + Capacity = Capability
3rd Implementation & Life Cycle:
We launch first life cycles and plan for future continuous improvement.
Themes – Minimum Prime Time Product (MPTP) launches, innovation research, life cycle leadership, learning management systems (LMS) (Needs, Readiness, Solutions), project management, implementation sign-offs
What do you want to discuss during your White Hat Lunch and Learn?
Exploring Lunch and Learn Subjects and Topics in an Experiential Context
Tom's Career & ID Services
Presented as a Training Delivery
Teach-Back
Career Management | Presentation Skills | People Engagement
The White hat
Track
Track
White Hat Learning and Working
Track
Track
Track
Strategies and Tactics
White Hat Instructional Design
The Truth About
Learning Models and Project Management
Curiosity | Ingenuity | Perseverance
You need these three traits while navigating instructional design projects. No perfect effective and efficient instructional design learning model exists. Definitions are never 100% agreed upon for any learning model.
All training subject matter experts have unique points of view, and none fully utilizes or knows about every learning model.
My solutions was to create the White Hat Instructional Design model.
Learning Experience & Performance Architect
Internal and External Learning and Development
ID project maangementWhite Hat Red Flag Warning!
Champions & SMEs
Discovering the Language and Wordsmithing for Deliverables
Key Stakeholders and Subject Matter Experts (SMEs)
In this Portfolio Experience, you will see these warning boxes. Being a good collaborator and partner is in part about mitigating risk and setting expectations. This my goal!
White Hat Instructional Design
Creation
Learning Models
ID Creation Table of Contents:
-
White Hat Hybrid Needs Assessments –
-
ADDIE (Tom's Quality Control Approach [Roughly Speaking]) –
-
SAM (Tom's Process Approach [Roughly Speaking]) –
-
ID KISS Project Management – Keep It Simple Sam.
Best Practice Instructional Design Models
(WH ID Model Leverages all ID Models as Needed)
ADDIE – ID Quality control and assurance
SAM – Iterations development and life cycle ID project management process
Enhancing Learning Models –
SAT Methodology
The Systematic Approach to Training (SAT) Methodology
(Instructional Systems Development (ISD))
ADDIE: Analysis | Design | Development | Implementation | Evaluation
I use "|" instead of "→" because I see these as interrelated elements and not a linear work progression.
A: Analysis – Job tasks, skills and knowledge components, task standards
D: Design – Training objectives and requirements, prerequisite relationships, grouped and sequenced (courses and lessons)
D: Development – Course material, Exams, each objective is addressed
I: Implementation – Conduct training and programs
E: Evaluation – Collection of feedback, information gathered, life cycle, continuous improvement
-
Formative Assessment – Monitor student learning and provide ongoing feedback
-
Summative Assessment – Evaluate learning at the end against standard or benchmark
-
Learning Program Feedback – Pre and post training surveys and observations
ID Project Management
(White Hat Simple is Relative to Realities)
Hyb123arning
Existing12tudes
Crafting White Hat Learning Experiences:
I watched.
White Hat Instructional Design
Before, During, and After
Learning Models
ID Creation Table of Contents:
-
White Hat Hybrid Learning – White Hat Learning Interventions
-
Blended Learning –
-
Flipped Learning –
Learning Sequence Best Practices
Hybrid | Blended | Flipped
Lecture-Based | Self-Study | In-House | Virtual
(123)
123 –
123 –
White Hat ID
Mechanics of Success
Learning Models
ID Creation Table of Contents:
-
Defining White Hat Success –
-
Minimum Viable Product (MVP) –
-
Kirkpatrick's Levels of Training Evaluation –
-
Bloom's Taxonomy –
-
White Hat Learning Program Design Ecosystems – Making Learning Program Relevant to Participants
-
White Hat Learning Styles –
Defining White Hat Success
White Hat Minimum Viable Product (MVP)
(White Hat Simple is Relative to Realities)
Short term and long term –
Comprehension, Retention, Application –
Evaluating Learning Impact
Kirpatrick's Evaluations
(123)
123 –
123 –
Building Learning Solutions
Bloom's Taxonomy
(123)
123 –
123 –
White Hat Multimodal Learning Styles and Hybrid Interactions Model
(Traditional Learning Styles is a Myth)
VARK Baseline: Visual, Auditory, Reading and writing, and Kinesthetic
White Multimodal Hybrid Instructional Design – Mix and match as needed for the greatest impact!
-
Visual – Graphical depictions of learning facts and concepts putting training points into perspectives
-
Auditory (Verbal, Aural) – Listening to information that is presented vocally
-
Reading and Writing – Used for text-heavy resources. Learners are note-takers reference written text.
-
Kinesthetic (Physical) – Hands-on Tactile experiences engaging all senses (where reasonable and possible)
Guidelines: Learning styles require situational guidelines to be impactful. Engage the Learner’s Senses from multiple perspectives. All learners have things in common and differences. Nature, nurture, and current circumstances influence different outcomes using the same training materials.
Notes: Learning styles are influenced by requirements, learning environment limitations, preferred styles vs. needed styles, physical limitations, time requirements, funding, legalities, and access
Finding the Best Hybrid Learning Interactions Mix – Balance the following options for your audience
-
Face-to-face vs. Online Instruction – 123
-
Assignments – Solo, group, projects, tasks
-
Assessments – 123ms
-
Fact-to-face Learning Materials Interactions – Preparing for learning, on-the-job learning,
-
eLearning Materials Interactions –
-
Tailored Learning Options – Where possible give learners choices. Learners like having a
-
Learning Style Enhancers – Direct vs. indirect experience, Social (interpersonal) vs. solitary, logical (reflective) and mathematical, sequential, simultaneous, whatever works that you can think about and use.
-
logic models,
White Hat MVP Training Video Production
Gorilla Training Video Creation Elements
White Hat Strategies:
-
1st Minimum Viable Products – What will make stakeholder and decision makers happy (Required vs. nice to haves)?
-
2nd 70% Go Progress – How will we know when we are ready to start any given element?
-
3rd Continuous Improvement – Given all leadership realities and required timelines, how many realistic iterations can we plan to fully complete?
Gorilla Tactics:
-
1st Situational Realities – What positive and negative items are worthy of note?
-
2nd Available Resources – What do you need (on-hand, acquire) to function inside the current realties?
-
3rd Mechanics of Success – Given all of the above, how will you know when you are successful?
Stakeholders and Subject Matter Experts (SME)
Content Providers – Who will provide the raw materials? Are they willing and able to help?
Content Verifiers (Fit for Purpose) – Who will validate and approve what is being trained?
In-video Talent – Will non-trainers be a part of training vides (Front of Camera)? Are they willing and able to help?
Call to Action
But Wait, There's More!
Tom's Portfolio
Artifacts & Evidence
But Wait, there is more to this topic for you to explore and experience using these links.
Expand your possibilities.
Tailored Instructional Design and Learning Experiences – Let's talk! How can we make stuff happen and drive performance? I work with stakeholders and subject matter experts to cultivate collaborations and partnerships designed to accomplish your goals.