Hans de Zwart: Technology as a Solution…

On Wednesday, January 25th I attended the Learning Technologies exhibit at Olympia in London. I used agreeadate to schedule as many meetings with corporate learning luminaries as possible. Next to catching up, I decided to ask each of them the following four questions:

1. What will be the most exciting (professional) thing you are planning to do in 2012?
2. Which corporate learning trend will “break through” this year?
3. Which company (other than your own) is doing interesting things in the learning space?
4. What was the best book you have read in 2011?

So here goes, in the same order as during the day:

Steve Dineen

Steve is the Chief Executive at Fusion Universal. We mainly talked about Fuse their video-centric social platform. In the next few weeks they will swap out the current video player and will replace it with one that makes it easier to display subtitles and transcripts, will do bandwidth detection and will allow for much better reporting on how the video has been viewed. They will also roll out adaptive testing with adaptive learning journeys. See here for example:

His answers to my four questions were as follows:

1. The implementation of pull learning, seeing learning as a journey rather than a process and then the provision of the environment to let personal learning happen (as a platform and an environment). Another exciting thing is the Virtual School, they should be going live with a full secondary school curriculum by September.
2. People will start to understand that not all learning needs to be centered around a course. This is a big paradigm shift for which we are now seeing the pioneers emerging.
3. Fusion is not necessarily taking inspiration from the learning technology community. Instead, they are taking inspiration from YouTube. It is incredible to see what they have done to their platform. On design matters they take inspiration from Apple.
4. The four books he enjoyed in the last few months were The Presentation Secrets of Steve Jobs and Presentation Zen, Good to Great and The Innovators Dilemma.

Barry Sampson

Barry is one of the three partners in Onlignment, a learning consultancy with broad capability. He is also responsible for changing my life by properly introducing me to Markdown, the greatest thing since sliced bread for people who have to do a lot of writing of any kind. They have put a lot of effort into truly blending their own offerings. Rather than just teach a course on learning design for a few days they now design a journey towards independence. For one client they do a workshop first and then one-on-one coaching sessions (virtual and face to face). The end result will include e-learning content created by the participants themselves and guided by Onlignment.

Onlignment's Circles

His answers to my four questions were as follows:

1. Making the circles live. The circles make it very clear what Onlignment is offering and from now on we will only do work on things that fit with these circles.
2. What we will see is a lot of mobile learning done badly (“everyone will screw up mobile this year”). Everybody will deliver e-learning content on mobile technology. It is usually crap on a PC and will be worse on mobile. He has also seen more Moodle vendors than ever before at this exhibit, so Moodle seems to be breaking through too.
3. Two companies that are doing interesting things are Aardpress and Coloni. The former has a Software as a Service (SaaS) version of Moodle and the latter has a great licencing model: you pay on the basis of the space you take on their servers (their roots are a website development company) and they are very actively engaged with their clients.
4. The only book that Barry has read in the last year is a book about becoming a dad.

Lawrence O’Connor

Lawrence was the only person who was excused from my four questions. Instead we had a discussion around topics like mindmapping, authenticity, tools for conviviality (and the speed of transportation), theatre and doing what you love. We spotted Jaron Lanier who has written the thought provoking You are Not a Gadget, but were too late to invite him over to join our lunch.

Amir Elion

Amir works for Kineo Israel an e-learning development company and has written 100 Presentation Ideas which is now also available as an iPhone app. I have had many virtual meetings with Amir over the last two years (he participated in the Learning in 3D reading group for example, but this was the first time we got together in real life.

His answers to my four questions were as follows:

1. The first thing that he is looking forward to is to try and see if mobile learning can be made into something real. It has a lot of potential and is a new way of supporting performance. There are still many questions around it that need to be answered. There is a lot of technical work to do, but more importantly the learning models and the performance support models will need to be rebuild. Kineo is doing pilots with a few clients. The second thing he is excited about is advancing blending learning through using a learning typology. He has started drawing a table explaining which type of solutions solve particular challenges.
2. He hopes the break-through trend will be the open source Learning Management System (LMS) and would prefer that to be Totara. In Israel that is very likely to happen. Many companies there do not have an easy way to track learning now and the fear for open source has subsided. Companies now actually see the advantages of open source: flexibility, lower costs and supplier independence (“there is always another Totara partner”).
3. The companies that are creating the development tools are really moving forward quickly. Articulate Storyline is exciting in how it really supports non-linear learning and now can also work in Hebrew and other right-to-left language. The latest version of Adobe Captivate is also good. These companies really work with the e-learning development companies to incorporate e-learning best practices into their tools. Other than that it is mostly individuals that he learns from. Donald Clark, Cathy Moore with her Action Mapping, Cammy Bean (from Kineo US) or David Kelley.
4. The book he liked was Drive. The concepts of autonomy, mastery and purpose can directly be applied in corporate learning.

Kineo has a tradition of producing very useful promotional booklets. They gave me a copy of the very sensible Designing Mobile Learning (available on the Free Thinking area of their website) . It has ten tips on designing mobile learning:

1. Always ask “Why make this mobile?”
2. Use those off the shelf information and communication apps NOW
3. Bring the informal into the blend
4. Make sure it’s more than e-learning on a tablet
5. Make it tactile
6. You’re in their personal space; you’d better make it worth their while
7. Make the limited space count
8. Consider developing templates for efficient design
9. Extend the impact of your media assets
10. Find the right place to use mobile learning in your new-look blends

and 10 examples of where mlearning can make a difference:

1. Make it easy to review the latest news and information
2. Scan it, learn about it
3. Just-in-time guides
4. Performance support and checklists
5. You know where I am, help me!
6. Refresher learning
7. Push reminders
8. ‘Mobile company uses mobile learning’ shocker… Use the medium they use
9. The LMS on the go
10. Talk to me, interactively

David Perring

David is director of research the UK-based and EMEA focused educational technology analysts Elearnity. Elearnity has been working hard at writing vendor perspectives. The summaries will be available for free and the in-depth reports are available for a fee.

His answers to my four questions were as follows:

1. The most interesting and exciting thing for him is always working with clients who have interesting challenges. It is fascinating to work for people who have different perspectives but also bring intelligence into the process. For him it is the “freshness of working with 10 organizations rather than with one”.
2. He is not sure that there will be any more break throughs in the next year. Certain organizations might have find some “inspirational moments”, a lightbulb going on. Maybe some sales forces will start using mobile technology for its real potential, rather than having people use mobile technology in the classroom. He thinks the economic pressures will mean that there might be a lot more technology assisted learning and less face to face training in the years ahead.
3. He doesn’t believe you will find companies doing interesting things, you will always find people doing interesting things. It is very difficult to find people in organizations who are willing to share the interesting things they are doing: the catalysts for change, the mavens who help organisations reach tipping points.
4. The book he really enjoyed reading last year was Spike Milligan’s Adolf Hitler, My Part in his Downfall. Milligan is a comic genius.

We also discussed how great it would be to create more pencasts, using the Livescribe to sketch out and explain concepts. This is something that is still on my list to try out properly.

Rob Hubbard

Rob runs his own company LearningAge Solutions and is the chair of the E-learning Network (ELN). The ELN was present at Learning Technologies and was campaigning hard for effective elearning through “The Campaign for Effective Elearning” (also see: #c4ee on Twitter. He is very worried that people will start to think that all e-learning is cheap and crap. This would be bad for the industry (I see this kind of reaction in my company already). The ELN will therefore start highlighting things that really make a difference. Rob will be a busy man in 2012 because there is a publishing deal with Wiley Pfeiffer for a book from the ELN and with LearningAge he has created a piece of web based technology that implements the concept of “goal-based learning”, which is all about solving the transfer problem and putting learning into practice.

His answers to my four questions were as follows:

1. He hopes that he will be able to do a very big project which uses games and simulations to train thousands of people up to a certain skill level. Another exciting thing is his Rapid E-Learning Design course (I met Rob as a pilot participant of this truly excellent course) which he will be offering for free for the first time this year. Why free? Because it is a great way to meet new people.
2. Something that really seems to be gathering pace is the concept of gamification. People are starting to take it more seriously and the market is picking up on that, there even was one stand that advertised with “gamify your learning”. He likes how it aligns with the way our brain works: we have always learned through experimenting and getting awards for behaviour that works.
3. HT2 is doing interesting stuff, but in general he would consider science fiction to be more inspiring than what other companies are doing. One thing he showed me as an inspiration was an an interactive storybook on the iPad titled The Fantastic Flying Books of Mr. Morris Lessmore made by Moonbot studios. It is incredible interactive and it teaches children how to play a song on the piano or how to write with the letters in a cereal bowl.
4. He is really enjoying The Diamond Age by Neal Stephenson which at some level is basically a book about e-learning and performance support.

Laura Overton

Laura is the Managing Director of Towards Maturity an organization that helps companies get the most out of their learning technology. She was incredibly busy at the conference trying to connect “upstairs” (where the conference is) to “downstairs” (where the salespeople are exhibiting) through organising exchanges between speakers at the conference and attendees at the exhibit.

Her answers to my four questions were as follows:

1. One of the things Towards Maturity is looking at in 2012 is how to use all the data they have for practical change and to stimulate thinking. They will start doing some sector views. Next week they are launching a series of in-focus reports on particular issues that they know are holding the industry back. One of them is the cycle of indifference to change. One research report will be focused on business leaders asking them to demand more and be less satisfied. She hopes this will stimulate some new dialog between business and learning. She would not consider herself a technologist, instead she wants people to act: it does not matter what technology they use as long as they get better results.
2. A lot of people expect social learning to break through. She doesn’t think that will happen this year, especially the use of external social media (i.e. Facebook) will not work. Mobile learning is really on the verge of break through. User-generated content and an openness to that is an interesting thing too. They have seen quite a bit of growth in that.
3. She naturally has something good to say about all the Towards Maturity ambassadors. She likes the e-learning vendors that are really looking at the business issue. They come up with business solutions rather than with elearning modules. Things like natural assessment, storytelling, experiential learning. Concepts rather than the technology.
4. She thought Nudge, a book about influencing and persuasion, was great.

Ben Betts

Ben has his own company H2T and inhabits the edge between academic research and innovative education technology practice.

His answers to my four questions were as follows:

1. He is the most excited about Mozilla’s Open Badges project. He hopes it can help bridge the gap between Open Educational Resources and traditional formal accreditation. Anybody or any organisation can become a badge prodider (it will be one of my goals to start handing out Hans de Zwart-related badges before the end of the year), so he could already see something similar happening as in LinkedIn, “I recommend you and you recommend me”. I could see how you might get a meta-badge ecosystem with accreditors accrediting accreditors (Where would the buck stop? At Stephen Downes?). In 2012 he will also finish his doctorate thesis which is currently titled “Improving Participation in Collaborative Learning Environments” (I hope he doesn’t follow Dougiamas’ footsteps on this one).
2. There was one word that he thought would be the word to watch for 2012. Unfortunately he could recollect it and then had to go for “Curation” (which he think is probably last year’s word).
3. He quite likes what Epic is doing with Gomo, although they still have some way to go. Another great company is of couse Mozilla. He wasn’t particularly overwhelmed by Apple’s iBook announcement.
4. The most interesting book for him was probably the biography of Steve Jobs. He is currently reading Kahneman’s Thinking, Fast and Slow. Also good was A Theory of Fun for Game Design which shows that having learned something is the definition of fun in a game. Another great book was Business Model Generation (I just read that too). Finally he would like to recommend Resonate by Nancy Duarte, which is basically “stuff you already know put really complicated” (mostly about telling stories), but it the best example he knows of how a book should be layed out.

Concluding

I didn’t have a lot of time to spend at the exhibit, but did do a very quick walkaround and found companies I just want to highlight:

• Toolwire is going to evolve what they call Learnscapes into gamescapes, using their normal interface and turning it into a realtime multiplayer event.
• I have never written about Lynda on this blog before. They provide videos teaching people how to do things with software applications (think about teaching you a particular effect in Photoshop for example). You can pay per video or get a subscription. They are hugely successful. I consider them another example of a thing that “geeks” have managed to get right, without the rest of the world noticing. Why aren’t they an enlightened example in the corporate learning world? Related to this I will create a theme for myself this year: Open source communities have been the first to find solutions for certain problems (collaboration at scale for example). What can businesses learn from this?

It was a great privilege to be able to speak to these eight people in a single day (I could have talked for hours with each and everyone of them…) and it takes an event like Learning Technologies to bring these people together. I will have to find a good reason to go again next year. Maybe a speaking engagement?

Hackers by Steven Levy

Wow! This is a masterful book.

Levy reports on three different eras that have shaped modern computing:

• The group of hackers at MIT in the early sixties who were the first to use computers for anything other than computing things (the first computer game, the first chess computer, the first time that a computer is connected to a robot, etc.) and created a culture, the hacker ethic, in the process.
• The people around the Homebrew Computer Club in California in the early seventies who were the first to create hardware at a scale that could work for hobbyists and in households
• A group of Apple and Atari enthusiasts (fanatics?) who invented whole new genres of gaming and birthed the modern game industry in the early eighties.

Levy is an excellent writer (you have read In The Plex, haven’t you?) and through his writing I was immediately and completely awed by the brilliant playfulness of these geniuses.

The hacker ethic is something that still today has tremendous value. Levy teases out these principles from the MIT culture that he investigates:

1. Access to computers—and anything that might teach you something about the way the world works—should be unlimited and total. Always yield to the Hands-On Imperative!
2. All information should be free.
3. Mistrust Authority—Promote Decentralization. (From the book: “Bureaucracies, whether corporate, government, or university, are flawed sys-tems, dangerous in that they cannot accommodate the exploratory impulse of true hackers.”)
4. Hackers should be judged by their hacking, not bogus criteria such as degrees, age, race, or position.
5. You can create art and beauty on a computer.
6. Computers can change your life for the better.

Paragraphs like this:

As for royalties, wasn’t software more like a gift to the world, something that was reward in itself? The idea was to make a computer more usable, to make it more exciting to users, to make computers so interesting that people would be tempted to play with them, explore them, and eventually hack on them. When you wrote a fine program you were building a community, not churning out a product.

made me understand more fully why Richard Stallman is so pained thinking about what we lost. Greenblatt is also pretty vocal:

The real problem, Greenblatt says, is that business interests have intruded on a culture that was built on the ideals of openness and creativity. In Greenblatt’s heyday, he and his friends shared code freely, devoting themselves purely to the goal of building better products. “There’s a dynamic now that says, ‘Let’s format our web page so people have to push the button a lot so that they’ll see lots of ads,‘” Greenblatt says. “Basically, the people who win are the people who manage to make things the most inconvenient for you.”

Some things haven’t changed though. Go to places like Fosdem and you realize that the following is still the case:

It is telling, though, to note the things that the hackers did not talk about. They did not spend much time discussing the social and political implications of computers in society (except maybe to mention how utterly wrong and naive the popular conception of computers was). They did not talk sports. They generally kept their own emotional and personal lives—as far as they had any—to themselves. And for a group of healthy college-age males, there was remarkably little discussion of a topic, which commonly obsesses groups of that composition: females.

There is a lot of hacker wisdom:

[..] An important corollary of hackerism states that no system or program is ever completed. You can always make it better. Systems are organic, living creations: if people stop working on them and improving them, they die.

This book was written in the mid eighties and discusses some topics that are still relevant today. Read the following paragraph and think about the current battle between Android and iOS: hackers insist

[..] that when manuals and other “secrets” are freely disseminated the creators have more fun, the challenge is greater, the industry benefits, and the users get rewarded by much better products.

We also encounter Bill Gates and Steve Jobs right at the start of their companies. I thought it very was very funny how already then they showed something of their later self: Gates was complaining publicly in 1976 how everybody was just copying his version of Altair Basic without paying for it and Jobs was already purely focused on marketing, the user experience and what the actual hardware would look like (even when you opened the Apple 2, it had to look neat and accessible).

We absolutely have to thank O’Reilly for republishing this classic!

Moodle 2.0 for Business

Packt is a new type of publisher. They have found a model that allows them to publish books (likely on demand) in what other publishers might call niche markets. They are usually the first publisher to have a book out about a particular open source product. They leverage the enthusiasm that exists in these communities in how they recruit writers, they stroke people’s egos by asking them to become (technical) reviewers of the books and they do most of the hard work that is necessary to create a book in countries that have lower wages than (Western) Europe and the United States. All of this means that the quality of the books is a bit hit or miss.

Another trick up their sleeves is the way they promote their books. They seem to understand the Internet well and offer bloggers review copies of books. I was offered a free copy of Moodle 2.0 for Business, Implement Moodle in your business to streamline your interview, training and internal communication processes by Jason Cole, Jeanne Cole and Gavin Henrick in return for a review. So here goes!

Most books about Moodle assume an educational setting. As I know a lot about Moodle and am starting to understanding corporate HR more and more every day, I was curious to see what I could learn from this title. The authors of the book have a very deep understanding about Moodle and have all used it for years (as they write “The authors of this book have collectively spent more than 5,000 hours experimenting, building, and messing about with Moodle”). They are active members of the Moodle community and work for a Moodle partner. In many places their hard-earned experience comes through like when they point out a fundamental flaw in Moodle richly complicated roles and permissions system on page 194. The books contains a few suggestions and warnings and I would recommend any reader to heed to them.

The books kick of by trying to to answer the “Why Moodle?” question. It nicely lists five learning ideas that form the core of Moodle’s educational philosophy (I must have mentioned them before many times, but they are worth repeating):

• All of use are potential teachers as well as learners – in a true collaborative environment we are both
• We learn particularly well from the act of creating or expressing for others to see
• We learn a lot by just observing the activity of our peers
• By understanding the context of others, we can teach in a more transformational way
• A learning environment needs to be flexible and adaptable, so that it can quickly respond to the needs of the participants within

The authors also mentioned the 2008 eLearning Guild survey about Learning Management Systems: “Moodle’s initial costs to acquire, install and customise was $16.77 per learner. The initial cost per learner for SAP was $274.36, while Saba was $79.20, and Blackboard $39.06″. Even though I think the survey is comparing apples with pears, I still think it says something: Moodle could be a way to get more functionality out of the same budget. Another good reason to choose Moodle is is that it “makes it easy to try things, figure out what works, change what doesn’t and move on”.

The meat of the book is a set of chapters which look at different parts of the HR process finished with a case study of a company or organization which has done something similar (see here for an overview of all the chapters in the book). Through these chapters a lot of the different Moodle functionalities are explained in very concrete terms. Many of the examples make quite creative use of Moodle. One of the first chapters for example deals with the hiring and recruitment process. Moodle is used to capture people’s resumes, rate the resumes, let people choose an interview slot and assess people with a simple online test. The authors have a pleasant tone and are not afraid to share their own failures to make the reader learn (like when they set up quiz questions in the wrong way, page 47).

Some of the case studies give real insight into the path that these organizations have travelled. I particular like the enlightening example from the Gulf Agency Company (GAC) corporate academy starting on page 164:

After a less than successful strategy of purchasing off-the-shelf SCORM content, GAC has now move to developing courses with a combination of internal subject specialists, HRD e-learning consultants, and facilitators. The course content is uploaded into Moodle course page with GAC-specific assignments and discussion forums added. There is a clear strategy to ensure that the learner does not simply click through a series of screens without context or interaction. Interaction and collaboration in courses is now a fundamental part of the learning process, with the courses tightly integrating content, tasks, and collaboration.

Through these chapters we get some good explanations of functionality that gets glossed over in many of the other books on Moodle. There is a good explanation of the database module, outcomes (a Moodle word for competences) are explained, the new way of setting conditions for accessing particular parts of the course and for considering a course complete get good attention and they have found some useful examples for relatively advanced role configurations. On the slightly more technical side they give sensible advice on how to install modules (page 209) and I love the fact that they explain how you create your own language for the interface (something that is usually very hard to do in other systems) on page 285.

The book ends with a few chapters that show you how you can integrate Moodle into application landscape. There are some good explanations about using webconferencing/virtual classrooms, the portfolio and repository APIs are used and they show you the first steps towards integrating authentication and enrollment.

The book has some minor areas that could be improved. It is written by three authors and seems to keep switching perspectives between the author as “we” and the author as “I”. Also, ocassionally the case studies become too much of an advertisement for a Moodle partner: “The uniqueness, and in some ways, complexity of the project meant that A&L were keen to engage with a service partner that had extensive knowledge of Moodle to enable them to bring the project to a succesful completion. Ennovation not only had the Moodle knowledge and experience that A&L were looking for, but also a proven reputation in the legal sector with their long term customer, the Law Society of Ireland.”

There are also a few things missing that I was hoping to read more about:

• The explanation of the portfolio and repository APIs wasn’t conceptual enough. I am not just sure that the average reader will be able to generalize from the exampls and see what a gamechanger this type of technology can be when it is embedded correctly in the organization.
• There is small battle going on in corporate Moodle land. Multiple service providers are creating their own more commercial “distributions” of Moodle with extra functionality that is relevant for enterprises: Remote Learner publishes ELIS, Moodlerooms has joule and Kineo and Catalyst have come together to create the aggresively marketed Totara LMS. The book never mentions this (I can think of good reasons why this is the case), but it is highly relevant to know more about these systems if you are considering using Moodle in your organization.
• Related to the previous point is reporting. Moodle is not known for its strong enterprise reports and this is something that many organizations commission some functionality for. It would have been nice if reporting had gotten a similar treatment as web conferencing. Maybe we can get that in the next updated version?

All in all this is strongly recommended reading for any curious person who uses Moodle professionally in an organization, no matter the level of their expertise.

Get it here if you want to let Packt know that you’ve read the review, they use this link to monitor which blogs give them the highest amount of traffic and might ask me to review another book if this link gets clicked on often. Get it here if you don’t want to pay any shipping costs and don’t mind me getting a 5% percent commission. Get it here if you like Amazon and don’t mind me getting a neglible commission. Get it here if you don’t like be tracked, live near London, love bookstores and are willing to call first to see if they have it in stock. Seriously, Foyles is a treasure.

Performance Consulting

A little while back I used my company‘s global learning community of practice to ask its members who their learning gurus were. It was an interesting exercise because it gave me some insight into which people and ideas have influenced the current learning practice in the company. I was expecting names like Stephen Downes, George Siemens or Jay Cross to come up, instead we had an interesting discussion about the word “guru” and people mentioned names like Robert F. Mager (famous for the question: could they do it if their life depended on it?), Betty Collis and Peter Senge.

One of the books that was mentioned in the discussion was Performance Consulting: Moving Beyond Training by the Robinson couple. This 1995 book (hello CD-ROMS!) seems to be a bit of a classic in the field. The blurb on the cover says: “The world is changing and HRD must change with it. Every HRD and training professional who wants to have a job past the year 2000 should read this book.” Reading the book it struck me how many of its lessons were still not in regular practice in many businesses today (i.e. the blurb was wrong!).

The book tries to explain how the traditional role of the trainer (focus on what people need to learn) can be progressed to the role of a performance consultant (focusing on what people need to do to perform well). A trainer (and the learning function as a whole) describes and solves training needs. A performance consultant looks at business, performance, training and work environment needs. The idea is to have the learning department be part of the business conversation. By breaking out of the conspiracy of convenience (see barrier 3 in this Charles Jennings post) learning professionals would be able to create a “Performance Relationship Map” to really impact business results:

From page 55 of the book

Using this map you can see that what the operational results should be, drive what the on-the-job performance should be. These can then be compared to how they currently are and internal and external causes (the environmental factors) can be identified. This very simple model is probably in the tool kit of any organizational effectiveness consultant, but is still not something many people in the learning space would explicitly use.

The book then describes how to get the information to fill in this map. What I really liked is how they decided to use the people who excel at their work, the best performers, to find out what performance should be like and define the benchmark to measure the current performance against. This is a simple trick that learning designers could start doing right now: don’t go and find the Subject Matter Experts to ask them what people should know about a particular topic, instead ask people who are great performers what it is they actually do and ask their managers why they are such great performers. That is a much better starting point for designing a learning intervention.

The majority of the book is devoted to building the performance relationship map. What really surprised me that once you have identified the gaps, the proposed solutions for closing the gap are still so traditional. Even though the authors quote Geary Rummler saying “Pit a good employee against a bad system and the system will win most every time” and even though they come up with the equation Learning Experience x Work Environment = Performance Results, they fall way short in their solutions for closing the performance gap and don’t actually look at changing the system.

They don’t talk about new models for training and learning. How the work environment could be changed receives half a page in the book (find it at the bottom half of page 269). It is a bit odd that you would spend a whole book explaining how to do a needs analysis and then write in chapter 11 (of 13): “If all we did was obtain data, Performance Consultants would be of limited value. The ultimate test of a consulting project is how the information is actually used to make desirable changes.” This means they have left the most interesting questions open. Could I maybe get your recommendation for literature that would give me more information about the next step: how to close a performance gap? I would prefer books that have taken the rise of educational technology and the Internet truly on board.

Bonus: One nice reference that I came across in the book was to The Consultant’s Calling by Geoffrey M. Bellman. The Robinsons quoted the following passage (in the context of defining what a contract might mean):

I attempt to create a contracting process with my clients that is alive and adaptable, not one that is fixed in ink. I encourage trust between client and consultant. I see anything that smacks of mistrust – as defensive legal contracts can do – as damaging to the partnership I want to establish. I favor written communication that records what we decided so we don’t forget our responsibilities. I keep files tracking the work the client and I are doing together, but I balk at anything written that suggest we need to protect ourselves from each other.

Lovely.

BTW, this was post number 100 on this blog! I seem to have finally found some persistence…

A Pattern Language

I have just finished reading Christopher Alexander‘s A Pattern Language: Towns – Buildings – Construction, one of the most wonderful books I have read in years.

The scope of the book is incredible. It sets out, in plain terms, to empower people to design, build and shape their own surroundings. It does this by creating a “pattern language”, a kind of generative grammar with 253 patterns that can be used to make things. The patterns move from big town scale patterns (e.g. The Distribution of Towns, Magic of the City, Web of Shopping, Nine per Cent Parking), via medium building scale patterns (e.g. Wings of Light, Intimacy Gradient, Staircase as a Stage) to small  construction scale patterns (e.g. Structure follows Social Spaces, Low Sill, Filtered Light, Different Chairs).

Each pattern is described in a similar way: there is a picture showing an archetypal example of the pattern, then a paragraph describing the context of the pattern (in which larger patterns does this pattern fit), next in bold a headline giving the essence of the problem, then a research based exploration of the problem, next in bold the solution stated as an instruction, then a diagram as a visual way of describing the solution and finally a paragraph describing which smaller patterns can help this pattern. Each pattern also comes with a label signifying how sure the authors are that this truly is an universal pattern.

The breadth of topics in the book is baffling (it took the authors about seven years to research and write it). Let me just give you some random quotes to show you what I mean (doing the book a gross injustice by leaving out a lot of context).

On the magic of a cities:

The magic of a great city comes from the enormous specialization of human effort there. Only a city such as New York can support a restaurant where you can eat chocolate-covered ants, or buy three-hundred-year-old books of poems, or find a Caribbean steel band playing with American Folk singers.

On the evils of supermarkets:

It is true that the large supermarkets do have a great variety of foods. But this “variety” is still centrally purchased, centrally warehoused, and still has the staleness of mass merchandise. In addition, there is no human contact left, only rows of shelves and then a harried encounter with the check-out man who takes your money.

On grave sites:

No people who turn their backs on death can be alive. The presence of the dead among the living will be a daily fact in any society which encourages its people to live.

On why buildings should have gradients of intimacy:

When there is a gradient of this kind, people can give each encounter different shades of meaning, by choosing its position on the gradient very carefully. In a building which has its rooms so interlaced that there is no clearly defined gradient of intimacy, it is not possible to choose the spot for any particular encounter so carefully; and it is therefore impossible to give the encounter this dimension of added meaning by the choice of space. This homogeneity of space, where every room has a similar degree of intimacy, rubs out all possible subtlety of social interaction in the building.

On why your windows should have relatively small panes:

[Thomas Markus] points out that small and narrow windows afford different views from different positions in the room, while the view tends to be the same through large windows or horizontal ones. We believe that the same thing, almost exactly, happens within the window frame itself. [..] The view becomes alive because the small panes make it so.

On lighting every room from two sides:

When they have a choice, people will always gravitate to those rooms which have light on two sides, and leave the rooms which are lit only from one side unused and empty.
This pattern, perhaps more than any other single pattern determines the success or failure of a room. The arrangement of daylight in a room, and the presence of windows on two sided, is fundamental. If you build a room with light on one side only, you can be almost certain that you are wasting your money.

On modern impersonal interior design:

Do not be tricked into believing that modern decor must be slick or psychedelic or “natural” or “modern art,” or “plants” or anything else that current taste-makers claim. It is most beautiful when it comes straight from your life – the things you care for, the things that tell your story.

On high buildings (imposing a four story limit):

There is abundant evidence to show that high building make people crazy.
High buildings have no genuine advantages, except in speculative gains for banks and land owners. They are not cheaper, they do not help create open space, they destroy the townscape, they destroy social life, they promote crime, they make life difficult for children, they are expensive to maintain, they wreck the open spaces near them, and they damage light and air and view. But quite apart from all this, which shows that they aren’t very sensible, empirical evidence shows that they can actually damage people’s minds and feelings.

I could go on and on…

Written in 1977 it is clear that this is a very “seventies” book. The belief in what we in The Netherlands would call “De maakbaarheid van de samenleving” (the ability to create/design/mold society) is very high. It was interesting to reflect on where I grew up and how much of that place was designed according to the same kind of thinking and ideals. I could also find many of seventies based educational philosophy of the school I used to work at in the book. The open doors, the integration of inside and outside, there are even some very explicit ideas on education and learning in the book.

Although many of the patterns are probably very universal (they are very human), I do think the book has some strong cultural biases. This doesn’t make it less valuable though.

The book has really made me want to scratch my own creator’s itch. It makes you want to design things. (Apparently Will Wright, the creator of SimCity, wanted to create this game after reading the book).

What I want to create, inspired by this book, is not a town or a house. I want to write a new pattern language. Wouldn’t it be great if we had a generative grammar for technology enhanced education (or using another term, online learning events)? I see that there have been some attempts to do this already (here and here), but I would love to create a much more extensive work that is in the style of Alexander. Is there anybody who would like to help me? Shall I start a wiki?

If you want more information about the book, then go to its website or read hyperlinked summaries of all patterns.

Arjen Vrielink and I write a monthly series titled: Parallax. We both agree on a title for the post and on some other arbitrary restrictions to induce our creative process. For this post we agreed to write about the 37signals book Rework. Each of us will write about the three things in the book that we already do, about three things we will do from now on going forward and about three things that we wish our employers would do from now on. You can read Arjen’s post with the same title here.

Rework

Jason Fried and David Heinemeier Hansson of 37signals and Ruby on Rails fame have just written a new book titled: Rework (you can download a free PDF excerpt). Reading it gave me an ambivalent feeling: these authors are obviously very good in what they do and they have managed to build a successful business monetizing different parts of their talents, but the book feels like a monetization effort too and the number of words per Euro are very low. Arjen Vrielink has written a quite damning review on Goodreads.

Nonetheless it has some interesting lessons to offer. It has about 100 pieces of advice for people starting their own business or working in a business. Some of the advice I already practice, some advice I will try to practice from now on and I wish that the company I work for would practice some of the advice going forward.

Three chapters about things I already do:

Build an audience (page 170)
Traditional PR and marketing is about going out and trying to reach people. The ubiquity of the Internet allows you to let people come to you instead of the other way around.

When you build an audience, you don’t have to buy people’s attention – they give it to you. This is huge advantage.
So build an audience. Speak, write, blog, tweet, make videos – whatever. Share information that’s valuable and you’ll slowly but surely build a loyal audience. Then when you need to get the word out, the right people will already be listening.

Emulate chefs (page 176)
In this chapter the authors make a case for sharing everything you know, something which is anathema in the business world. They use famous chefs as an analogy. The best chefs share their most valuable recipes in their cookbooks. Why? Because they know that their business as a whole cannot be copied. What better way to show you are an excellent cook, then by sharing your recipes?
I am convinced that there are only benefits to sharing everything I know about educational technology and innovation with anybody who is willing to listen. Doing this is the only way to take part in the incredibly valuable discourse on this topic and taking as much out of it as possible.

Forget about formal education (page 215)
Companies still over-value formal education from. I have personally decided to attend as little formal education as possible from here on further. The key qualities that somebody needs to have are curiosity and the ability to learn. If you combine these two, then there is a whole world out there from which you educate yourself. You don’t have to go and sit in a stuffy classroom and listen to some academic lecturing. Don’t get me wrong: academics are hugely valuable. It is just that you don’t have to join a university to engage with them.

Three chapters about things I will try to do from now on:

Embrace constraints (page 67)
This chapter starts as follows:

“I don’t have enough time/money/people/experience.” Stop whining. Less is a good thing. Constraints are advantages in disguise. Limited resources force you to make do with what you’ve got. There’s no room for waste. And that forces you to be creative.

This is a principle that I am already highly aware of (it is actually embedded in every introduction to any Parallax post on this blog). It is not something I am naturally good in though. I love gadgets and these things often create a lot of extra affordances and thus complexity. I need to tone this down to allow a better focus on things that really matter. First step: “downgrade” my current Ubuntu 10.04 setup which allows me a lot of flexibility (and gives me wobbly windows, that’s not me by the way) to the Ubuntu Netbook edition.

Focus on what won’t change (page 85)
This is probably advice that anybody tasked with working on innovation should heed to. Naturally we like to be focussed on the next big thing. The danger is that you will focus on fashion instead of on substance.

The core of your business should be built around things that won’t change. Things that people are going to want today and ten years from now. Those are the things you should invest.

I will try and use this advice while thinking about the next iteration of our learning landscape. Which aspects are lasting needs and wishes and which are just fads?

Interruption is the enemy of productivity (page 104)
I work in an office with about 10 other colleagues (if everybody is in). During a working day I receive about 50 emails in my work Outlook inbox and have multiple instant messaging conversations. This means that I barely have a couple of minutes without any interruptions. I have to admit that I am probably the cause of many interruptions too, as I constantly share the things I find fascinating or funny with my co-workers.
This is definitely not beneficial for my ability to do work on things that require a bit more concentration and need me to be focussed. It takes a lot of time to write anything which is more than a page of two for example. Usually I can only do it if I work from home and I turn Outlook off. From now on I will try to block a couple of hours every week during which I will sit by myself, turn off my phones, IM and email, refuse to look at Google Reader and just work.
It is as the authors say:

Your day in under siege by interruptions. It’s on you to fight back.

Three chapters about things I wish my employer would do going forward:

Meetings are toxic (page 108, available in the free excerpt)
This one is pretty obvious, but we still have a complete meeting culture. Everybody knows that meetings are not very effective at what their intent is to do and still we have way to many. Some of the reasons the authors give for why meetings are this bad are:

They usually convey an abysmally small amount of information per minute

They require thorough preparation that most people don’t have time for.

They often include at least one moron who inevitably gets his turn to waste everyone’s time with nonsense

Meetings procreate. One meeting leads to another meeting leads to another…

If you still need to have a meeting I like their simple rules:

Set a timer. When it rings, meeting’s over. Period.

Invite as few people as possible.

Always have a clear agenda.

Begin with a specific problem.

Meet at the site of the problem instead of a conference room. Point to real things and suggest real changes.

End with a solution and make someone responsible for implementing it.

I think we are especially guilty of inviting too many people to meetings and I would love to meet at the site of a problem instead of a conference room, but am not sure how this is done with IT related issues.

Don’t write it down (page 164)
We spend an inordinate amount of time capturing everything everybody says, needs and wants. We have hundreds of Excel files containing lists of requirements, feature/enhancements requests, issues, etc. We probably spend more time managing these spreadsheets than working on the issues that these spreadsheets are an abstraction of.

There’s no need for a spreadsheet, database, or filing system. The requests that really matter are the ones you’ll hear over and over. After a while, you won’t be able to forget them. Your customers will be your memory. They’ll keep reminding you. They’ll show you which things you truly need to worry about.

Don’t scar on the first cut (page 260)

The second something goes wrong, the natural tendency is to create a policy. “Someone’s wearing shorts!? We need a dress code!” No, you don’t. You just need to tell John not to wear shorts again.

This is how bureaucracies are born according to the authors. They consider policies “organizational scar tissue”. I work for a company that, like most other I am sure, is very scarred. Let’s all stop scarring it more!

I have to admit that a list of three was severely limiting when it came to wishes for my employer. I would have like to have the opportunity to add: Ignore the real world (page 13), Illusions of agreement (page 97), Hire managers of one (page 220) and They’re not thirteen (page 255).

The first chapter of Learning in 3D titled “Here Comes the Immersive Internet” consists of three parts. The first part gives an overview of the three “Webvolution Waves”, the second part focuses on four convergence points that all lead to a next-generation Immersive Internet architecture and the chapter closes with a short analysis of what this might mean for the enterprise.

Three Webvolution Waves
The web browser arrived in 1993 and was used to connect “to” the information that was available on the web. The web grew fast and businesses helping people with getting on the web (Internet Service Providers like AOL) or finding the information on the web (e.g. Yahoo and Google) where the clear winners of the first wave.

In the early noughties companies like Google and Amazon truly started to leverage “the aggregated behaviour of many users to differentiate their [..] offerings”. This insight combined with the increased ability of people to participate in the web by uploading their own content became the core of “Web 2.0“, characterised by the authors as connecting “through“.

Allegedly the next phase of the web will be about connecting “within” and immersive 3D  experiences will be a fundamental part of that. Kapp and O’Driscoll give a couple of examples, mainly from MMORPGs. In games like World of Warcraft people come together in a (semi-) three-dimensional worlds and collaborate as teams to battle other team. There is real economic value in these games as the practice of gold farming clearly shows.

The description of this third phase obviously has much less clarity than the first two phases: we are now in this “webvolution” and we are not sure which of these points are the most salient aspects. I don’t think that “immersiveness” is the only candidate to be at the heart of the next generation of web technology. It could still be that the semantic web will have more impact on social practice. Or alternatively it could the social graph which will be the all pervasive aspect of the new web. In that latter case Facebook seems to be in prime position to be the next Google with their recently announced Graph API. I am sure these trends reinforce each other, but I am not sure that 3-dimensionality will be as important as this book seems to think it will be.

Four Convergence Points
The authors think there are four current technologies that are integrating with each other, creating four convergence points in the process. All these points converge to the immersive Internet. I don’t want to steal their diagram (you can find it on page 18 of the book), so I’ll describe it here.

• 2D synchronous learning and knowledge sharing spaces are combining to create immediate networked virtual spaces.
• Knowledge sharing spaces and web 2.0 technologies are integrating into intuitive dynamic knowledge discovery.
• Web 2.0 technologies and virtual world technologies are coming together in interactive 3D social networking.
• Virtual world technologies and 2D synchronous learning together can create immersive 3D learning experiences.

I really like this model as it provides four clear spaces in which you could look at technology. The problem for me is that in my job I do indeed see immediate networked virtual space and am starting to see intuitive dynamic knowledge discovery, but I do not see the two 3D convergence points yet. This could be my lack of knowledge and experience of what is out there, in which case I would gladly see some examples and demonstrations!

What does this mean for business?
The web has had a profound impact on the way we do business and organise ourselves. I want  to address the points that I thought most interesting by quoting three passages from the book. The first quote is about information abundance and the subversion of hierarchy by networks:

As the Internet continues to pervade society, the scarcity paradigm that undergirds most modern economic theory is being challenged. Unlike currency, information is non-appropriable, which essentially means that it can be shared without being given away. Today, information no longer moves in one direction, from the top to the bottom or from teacher to student. Instead, it has a social life all its own.

The second quote is about how the web allows people to come together without needing formal organisations to do it:

As communication costs have decreased and the quality of web-based interactivity has increased, communities of co-creators no longer need to rely on a formal organization to become organized. Rather than employing an enterprise infrastructure to plan ahead of time, they leverage the pervasive and immersive affordances of the web to coordinate their activities in real time.

The above is one of the most important points (and actually the subtitle) of Clay Shirky’s wonderful Here Comes Everybody and I think this reading group is an example of how this can work.

And finally a quote about how companies have to innovate faster and how this affects the role of the learning function in the enterprise:

For change to occur it is a precondition that learning take place. [..] In the case of the centralize hierarchies, [organizations] must unlearn all that brought it success in the pre-webvolution era and quickly learn how to leverage the Immersive Internet to reconfigure its resources and capabilities to achieve sustainable competitive advantage in a world gone web. [...] The perennial challenge of the learning function within the enterprise is to ensure that human capital investment yields a workforce capable of innovating faster than the competition and work processes that allow the organization to adapt to changes with minimal disruption. This suggests that the learning function should become increasingly strategic to the enterprise.

The last sentence is the step-up to the rest of the book. I am looking forward to it!

Questions for discussion
Please participate in these two polls:

In the teleconference I would like to discuss the following questions:

• In what way has your company or organisation changed because of the webvolution? How has this affected the learning function?
• What are your thoughts about the convergence to an immersive web? Do you have examples of how 2D synchronous learning and web 2.0 combine with 3D virtual worlds?
• What will change when we make the shift from a scarcity paradigm to an abundance paradigm for information.

We will discuss these questions in our weekly teleconference on Monday April 26th at 15:30 CET. Please contact me if you want to call in and don’t have the dial in details.

Learning in 3D

My company is piloting serious gaming in the learning domain using an immersive 3D environment based on the Unreal engine. We are on the cusp of developing a game around hazard recognition scenarios that are based on real life experiences. Because of this I am reading up on serious gaming and game design in general. After finishing the brilliant The Art of Game Design by Jesse Schell (more about that book in a later post), I now want to tackle Learning in 3D, Adding a New Dimension to Enterprise Learning and Collaboration by Kapp and O’Driscoll.

I have decided to start a reading group which will read the ten chapters of the book in ten weeks (there is a preview of the chapters here). We will use blogs, Twitter, Delicious and a weekly teleconference to communicate around the book.

So how will this work?

Goal
The book provides principles for architecting 3D learning experiences (including a maturity model for immersive technologies) and has lessons on and examples of implementations in enterprise situations. The goal of the reading group is to actively internalise these lessons and see how they can be applied in our own organisation(s).

Participants
As I want this reading group to impact the learning function in my own organisation I intend for about 50% of the participants to work for Shell and for the rest to come from my network outside of Shell. The minimum number of participants is 5 (doing two chapters each) and the maximum is 40 (four people per chapter and incidentally the limit of our teleconferencing solution). Everybody will have to acquire their own copy of the book. (I used the Book Depository to buy this book, as they have free shipping, note that I will earn a small referral fee if you click this link and then buy the book).

Process
The reading group will have a weekly rhythm with a particular chapter of the book as the focus of attention. The following activities will happen every week:

• One or more people will be assigned to write a summary of the chapter on their blog (if they don’t have a blog, they email me the summary and I will publish it on this blog). The summary ends with at least one multiple choice poll and a discussion question/proposition, both used as input for the teleconference.
• All reading group participants will be tweeting questions and comments about the book (using a designated hashtag, see below).
• Each participant will try to add at least one interesting link to Delicious (again with a hashtag) that relates to the chapter of that week.
• At the end of the week (actually on a Monday), there is a teleconference where the summarisers for that week lead a discussion about the chapter, using the poll and the discussion question/proposition as input.

Hashtag and aggregation
All Delicious URLs, blogposts and Tweets should be tagged with the #Lin3DRG hash tag (stands for: Learning in 3D Reading Group). This will allow me to try some smart ways of aggregating and displaying the data using things like Yahoo Pipes or Downes’ gRSShopper. I promise to write another post on my aggregation strategies.

When and where?
It is going to be a virtual affair, co-creating on the web. We will start reading on April 19th, will have our first weekly 30 minute teleconference on Monday April 26th at 15:30 Amsterdam time and will close out on June 28th (so we will have 10 telcons on ten consecutive Mondays at the same time, it is not a problem if you miss one, we will record them).

Do  you want to join the reading group? Then please fill out a comment with your name, email address, blog URL (not required) and any comments or questions you might have at the bottom of this post. I will get back to you with your assigned chapter(s), some more information on the process and the call in details for the teleconference. You can put your name down until Monday April 19th.

I am really looking forward to it!

Moodle 1.9 Teaching Techniques

Just over a year ago I reviewed four Moodle books published by Packt Publishing. Since then, a lot of new Moodle titles have been added to their catalogue. Richard Dias, Marketing Research Executive at Packt, has kindly sent me a copy of one of these new titles for review: Moodle 1.9 Teaching Techniques by William Rice and Susan Smith Nash, first published in January 2010.

William Rice has already published a couple of books with Packt. This book seems to be an effort by Susan Smith Nash to  build on an earlier version of the book by Rice. She adds some learning theory and instructional design essentials to the earlier text.

The fact that this is an update of a much older book, doesn’t work very well. Let me share some examples of where it goes wrong:

• Chapter 2 used to be called “Forum Solutions”, now it has been retitled to “Instructional Material”. This is weird: Moodle’s core functionality and strongest pedagogical tool is first introduced as a way to clearly display course information and structure. Then on page 25 there is a paragraph titled “Creating a Separate Group for Each Student”. The context from the earlier book (you might want to do this to create private conversations with students) is omitted, making it a confusing set of pages.
• Chapter 4 has a section that explains how you can exclude quiz grades from a particular quiz in the grade book. The screenshots and explanations are taken from an earlier version of Moodle and do not relate to Moodle 1.9. Moodle 1.9 has a completely different grade book (and has been released since March 2008). It is unforgivable for a book that is published in 2010 to get this wrong. I don’t understand how the reviewer missed this. Hopefully a corrected version will be published as an erratum.
• The introduction to the book explains that  a basic level of Moodle understanding is assumed for the reader as it wants to focus on learning theory. However it then spends more than 5 (of its 193) pages on explaining what an IP address is and how it can be used to restrict access to a quiz. It gets the Linux part on how to see your IP address wrong (another one for the errata).

The book doesn’t really make optimal use of the new and advanced functionality that Moodle 1.9 has on offer. Two examples:

• The concept of “groups” is used in the book in some descriptions of course activities (although not enough to call for its own spot in the index), but the concept of “groupings” isn’t mentioned anywhere. If I were to teach a course with Moodle tomorrow, I would definitely use this functionality as it allows you to be much more flexible in your course design.
• Ever since Moodle 1.7 it has been possible to play with roles and capabilities in Moodle. That functionality is relatively hard to understand and needed some maturation. It is much more usable now in Moodle 1.9. This functionality is only used once in the book (during the discussion on forums) and isn’t explained well enough to my taste.

Does the book have some valuable things to offer? It is not all bad:

• Some of the introductions to learning concepts are theories are good starting points for further exploration. For example, I liked the reference to Bruner’s “scaffolding” concept and spent some time reading the Wikipedia article on instructional scaffolding.
• The pages on basic chat etiquette and wiki etiquette are quite useful. They describe rules you can agree on with your students to make the online learning process more pleasurable.
• The ways of using the choice activity have been slightly expanded compared to the earlier version of the book.
• The last chapter has a nice example of a capstone project assignment that you could adapt for your own teaching. To use the workshop module as the basis for this project assignment is a bit risky, as I would not recommend anybody to use the workshop module in its current state (Moodle 2.0 should solve that problem).

All in all I would not recommend anybody to get this book. If you have 30 euros to spend on a Moodle book (this book isn’t cheap!) choose one of the ones I recommend here. If you have a basic understanding of Moodle and are looking for generalised teaching techniques for online courses you are much better served by Gilly Salmon‘s work on e-moderation (see E-moderating and E-tivities).

Hopefully I can be more enthusiastic about the next Packt title I get to review…

Arjen Vrielink and I write a monthly series titled: Parallax. We both agree on a title for the post and on some other arbitrary restrictions to induce our creative process. For this post we agreed to write about the influence of a workspace on performance. The discussion should build on the ideas set forth in a previous parallax post Planning your Career or the Boundary between Private and Professional life. You can read Arjen’s post with the same title here.

I have written before about the direct influence of our environment on our behaviour. I think learning professionals can learn a lot from people like Hans Monderman. This traffic engineer looked with a fresh eye at how people and technology relate to each other. This led to some ground-breaking traffic concepts (quote from Wikipedia):

His most famous design approach is Shared Space, also known as designing for negotiation or Shared Streets. Monderman found that the traffic efficiency and safety of urban streets improved when the street and surrounding public space was redesigned to encourage each person to negotiate their movement directly with others. Shared Space designs typically call for removing regulatory traffic control features (such as kerbs, lane markings, signs and lights) and replacing intersections with roundabouts.

The Architecture of Happiness

Our surroundings change who we are. I was therefore delighted to learn that Alain de Botton has written a book about exactly this topic, applying it to the architectural domain: The Architecture of Happiness. In it he writes about one of my favourite architectural topics: Le Corbusier and his plans for the Radiant City:

By building upwards, two problems would be resolved at a stroke: overcrowding and urban sprawl. With room enough for everyone in towers, there would be no need for cities to spread outwards and devour the countryside in the process. ‘We must eliminate the suburbs,’ recommend Le Corbusier, whose objection was as much based on his hatred of what he took to be the narrow mental outlook of suburbanites as on the aesthetics of their picket-fenced villas. In the new kind of city, the pleasures of the town would be available to all. Despite a population density of 1,000 per hectare, everyone would be comfortably housed. Even the concierge would have his own study, added Le Corbusier.

There would be ample green space as well, as up to 50 per cent of urban land would be devoted to parks – for, as the architect put it, ‘the sports ground must be at the door of the house.’ What was more, the new city would not merely have parks; it would itself be a vast park, with large towers dotted among the trees. On the roofs of the apartment blocks, there would be games of tennis, and sunbathing on the shores of the artificial beaches.

Simultaneously, Le Corbusier planned to abolish the city street: ‘Our streets no longer work. Streets are an obsolete notion. There ought not to be such things as streets; we have to create something that will replace them.’ He witheringly pointed out that the design of Paris’s street plan dated from the middle of the sixteenth century, when ‘the only wheeled traffic consisted of two vehicles, the Queen’s coach and that of the Princess Diane.’ He resented the fact that the legitimate demands of both cars and people were constantly and needlessly compromised, and he therefore recommended that the two henceforth be separated. In the new city, people would have footpaths all to themselves, winding through woods and forests (‘No pedestrian will ever meet an automobile, ever!’), while cars would enjoy massive and dedicated motorways, with smooth, curving interchanges, thus guaranteeing that no driver would ever have to slow down for the sake of a pedestrian. [..]

The division of cars and people was but one element in Le Corbusier’s plan for a thoroughgoing reorganisation of the life in the new city. All functions would now be untangled. There would no longer be factories, for example, in the middle of residential areas, thus no more forging of iron while children were trying to sleep nearby.

This rational (at first sight) design for cities has an intuitive appeal. It is therefore not surprising that many municipalities have created whole neighbourhoods according to Le Corbusier’s principles. I have worked in one of these neighbourhoods for many years: the Bijlmer. The Bijlmer can be considered an urban design failure. Its giant apartment flats have mostly been demolished or rebuilt within the first 30 years of their existence.

Urban planners could (should?) have known better. Jane Jacobs wrote The Death and Life of Great American Cities in 1961, delivering a damning critique of Le Corbusier’s idea of separating the different functions of a city. De Botton writes it down very elegantly too (apologies for another long quote, I think they are worthwhile though!):

Ironically, what Le Corbusier’s dreams helped to generate were the dystopian housing estates that now ring historic Paris, the waste lands from which tourist avert their eyes in confused horror and disbelief on their way into the city. To take an overland train to the most violent and degraded of these places is to realise all that Le Corbusier forgot about architecture and, in a wider sense, about human nature.

For example, he forgot how tricky it is when just a few of one’s 2,699 neighbours decide to throw a party or buy a handgun. He forgot how drab reinforced concrete can seem under a grey sky. He forgot how awkward it is when someone lights a fire in the lift and home is on the fourty-fourth floor. He forgot, too, that while there is much to have about slums, one things we don’t mind about them is their street plan. We appreciate buildings which form continuous lines around us and make us feel as safe in the open air as we do in a room. There is something enervating about a landscape neither predominantly free of buildings nor tightly compacted, but littered with towers distributed without respect for edges or lines, a landscape which denies us the true pleasures of both nature and urbanisation. And because such an environment is uncomfortable, there is always a greater risk that people will respond abusively to it, that they will come to the ragged patches of earth between their towers and urinate on tyres, burn cars, inject drugs – and express all the darkest sides of their nature against which the scenery can mount no protest.

In his haste to distinguish cars from pedestrians, Le Corbusier also lost sight of the curious codependence of these two apparently antithetical forces. He forgot that without pedestrians to slow them down, cars are apt to go too fast and kill their drivers, and that without the eyes of cars on them, pedestrians can feel vulnerable and isolated. We admire New York precisely because the traffic and crowds have been coerced into a difficult but fruitful alliance.

A city laid out on apparently rational grounds, where different specialised facilities (the houses, the shopping centre, the library) are separated from one another across a vast terrain connected by motorways, deprives its inhabitants of the pleasure of incidental discoveries and presupposes that we march from place to place with a sense of unflagging purpose. But whereas we may leave the house with the ostensible object of consulting a book in a library, we may nevertheless be delighted on the way by the sight of the fishmonger laying out his startled, bug-eyed catch on sheets of ice, by workmen, hoisting patterned sofas into apartment blocks, by leaves opening their tender green palms to the spring sunshine, or by a girl with chestnut hair and glasses reading a book at the bus stop.

The addition of shops and offices adds a degree of excitement to otherwise inert, dormitory areas. Contact, even of the most casual kind, with commercial enterprises gives us a transfusion of an energy we are not always capable of producing ourselves. Waking up isolated and confused at three in the morning, we can look out of the window and draw solace from the blinking neon signs in a storefront across the road, advertising bottled beer or twenty-four-hour pizza and, in their peculiar way, evoking a comforting human presence through the paranoid early hours.

All of this, Le Corbusier forgot – as architects often will.

This is a very long pre-amble to the topic at hand: how the workspace can affect performance.

Shell's Learning Centre in Rijswijk

Most of my time I work in an office in Rijswijk that has been designed by David Leon. The longer I work there, the more impressed I have become by the attention to detail of its indoor design. The designers obviously have a very deep understanding of how people work nowadays and have created a work environment that enables people to get the best out of their day. How is this done?

• The office space is open (no cubicles), but permanent storage areas and desks have been placed in such a way that privacy is ensured.
• There are a multitude of different flexible rooms available: cockpits for one person (ideal for when you need to concentrate on getting something done), small rooms with two low chairs (great for having an informal chat), rooms with a table and a cornered bench (excellent for small brainstorms) and bigger rooms with oval meeting tables (sometimes with video calling facility). We even have rooms with wacky furniture to get the creativity going.
• Connectivity in each room and at each desk. There are docking stations everywhere and each room has a speaker phone.
• There is a lot of transparency: doors are made of glass and most meeting rooms are like semi-fishbowls with one or more walls completely done in glass.
• The finishing is meticulous and natural. The orange colour is relaxing, cupboards have a wood finishing and in the heavy traffic areas (where carpeting can’t work) there are beautiful black natural stone tiles.
• The overall layout allows small work communities (10-20 people) to form naturally. These work communities then share elevators, toilets, kitchen areas, allowing for broader networking too.

There are many similarities with the post I wrote about planning your career. Many of the things that keep you in the “Hooray!” zone on a career (macro level) are also relevant on the micro level when it comes to doing day-to-day work. Transparency, flexibility, the opportunities for networking and the use of technology are what make my office great.

People, Place, Process by David Leon

My company seems to understand this too. There is a reason why they hired David Leon, who write on their website:

Innovation depends on bright people. These people cost more and are far more valuable than the buildings they occupy… but it is a proven fact that the environment in which they work has a major impact on their effectiveness.

For that reason we design workplaces and buildings round the needs of people and the business aims of their organisations.

It is therefore stupefying that I am forced to use a locked down version of Microsoft Windows 2000 with Internet Explorer 6 as a primary workspace every single day of my working life (currently all employees are migrating to a locked down version MS Vista, this should be finished by the end of the first quarter). I think this is a big mistake and know that many people are not as productive as they could have been because of this.

I estimate that I am about 50% more productive on a laptop that is exactly configured to my specifications. The ability to use the applications that I want on the operating system that I prefer (that would be Ubuntu) would make a huge difference. It is the small details that make all the difference. I can’t use my normal keyboard shortcuts, I don’t have access to the command line to do things in batch, I don’t have a decent browser, I cannot edit images; I could go on much longer.

Many of the sites I need to look at don’t even work on IE6 anymore. The other day I browsed to drop.io from work and got the following message:

drop.io IE6 message (click to enlarge)

Embarrassing right?

So, here is my recommendation to all companies:

At all times allow your employees the freedom to use the technology they want

Yes, this means that you cannot standardise on hardware and software.

Yes, this means you have to allow access to your network from the device that your employee chooses.

Yes, this means you will have to support open standards so that people with a Mac or running Linux can access your applications.

Yes, you will need more bandwidth because you will have to allow YouTube and Facebook.

Yes, you will have extra costs because of all this.

But these extra costs will easily be offset by the extra productivity that your employees can deliver for you. In a couple of years it might actually become difficult to find employees that want to work for your company if you don’t heed to this recommendation.

Is your productivity affected by your workspace? Does your company allow you to choose your hardware? Can you install the software that you want and/or need? I look forward to any comments.