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Designing Learning Campaigns to Support Change Management

Vidya Rajagopal  |  December 20, 2019  |  Upside Learning

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The learning landscape is evolving rapidly, with more companies attempting to integrate learning and development within their performance eco-systems.

Organizations are looking for ways to align their learning initiatives to their business goals. It’s no surprise then that the focus of learning seem to be gradually shifting towards “performance” and not just “awareness”. Organizations are looking at improved individual performance as a desired learning outcome, indicating an increased scope for immersive and long-term learning interventions. Learning campaigns incorporating blended learning solutions that engage diverse learning forms and environments, and are spaced out over a longer duration seem to be the perfect answer.

When we look at any business goals, they are invariably about some form of change. So, if organizations want to align learning to their business goals, we need to start looking at blended learning solutions as a tool that supports Change Management – be it for products, processes or culture. However, the success of such initiatives is highly dependent on how well the workforce understands the purpose of change, and how well they adapt to the actual change process.

Lewin’s 3-Step Change Model provides a great framework Change Management, and can facilitate strategic planning for blended learning solutions like Learning Campaigns, to support the change process. With three simple steps, it captures the essence of how Change Management can be initiated and rolled out for maximum effectiveness.

So how can we support each of these phases of change by wielding the instructional value of a learning campaign?

The key lies in identifying the needs that each of these phases creates within the organization’s workforce, and aligning learning objectives to address them.

The graphic presented here identifies the feelings associated with each phase of Change Management, and attempts to link it with derived objectives from the viewpoint of a campaign. It then goes on to explore some possible learning components that best support the achievement of these objectives.

Having a framework that clearly identifies the phases of Change Management allows organizations to anticipate learner needs, and plan for them effectively.

As learning practitioners, we’re not new to the phrase “training is not always the solution”. True! That is precisely why we need to find ways to take learning outside the realm of classroom training and digital learning.

Learning design is coming of age, and it’s time we saw it as a sub-set of performance management. Combining media formats, environments, technologies, and modes of delivery allows learning design to be truly dynamic, and impact more areas of workplace performance by facilitating and supporting Change Management.

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Comments ( One comment )

  1. Diane January 17, 2020 at 6:38 am

    Good evening,
    Thank you for your insight. One of the things that I find challenging with change management is the downtime between teachings and the challenges between those who have been taught and those still needing the teaching. It seems as if we are constantly in the unfreeze and change phase and never get to the re-freeze, or by the time we do, we have to refreeze those that have lost sight due to time between phases.

    Anytime I have attended a conference, I come back energized and motivated to change because of the instruction, like-minded individuals that I get to meet, and the need for change. How do we cross the chasms between phases when time is of the essence due to perspective on the need to change now? I agree that lengthening timelines is one of the better ways to ease people into change, but oftentimes, leadership wants it now. How do we sell the longer timeline need?

    Thank you

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