Training Industry Magazine - July/August 2020 - 13

SRINI PIL LAY, M.D.

SCIENCE OF
LEARNING

LEARNING DATA:
FACT OR FALLACY?

Learning data provide an objective
way to measure learning outcomes.
When we correlate learning data with
business goals, metrics tell us whether
the learning was relevant and effective.
Yet, we should examine learning data
cautiously, as several factors impact
what we interpret from the numbers.

Eventually, you must interpret data for
individual learning. Moreover, statisticians
should work with social psychologists,
brain scientists and business leaders.

1. No two brains are the same: If I
compare two different interventions'
impacts on business outcomes, does the
group outcome tell me which intervention
is worth using?

Yes. Learning is dependent on context. A
tense work environment can impact how
people learn. The brain is sensitive to
context, and if the environment changes,
the learning outcome.

Group averages give us a population
statistic and an average impact factor.
However, there is no way to apply these
metrics to any individual outside of the
original sample.
For example, 80% of participants reported
one learning solution was more effective
than another intervention. However - only
knowing eight of 10 people benefitted
from one intervention over an alternative
- you cannot predict which solution will
be more effective for learners outside of
the original population.
Moreover, the population changes
every time you experience turnover.
Old datasets no longer apply. The new
hire could be part of the 80% or part of
the 20%. Individuals and brains differ.
Solution: Continuously measure learning's
impact on business outcomes in various
teams and at different points throughout
the year. Additionally, pay less attention to
double-blind, controlled trials and more to
prospective data with multiple datapoints.

2. Context matters: Can the same
intervention have a different impact at
a different time?

THE WAY PEOPLE
FEEL CHANGES HOW
THEY LEARN AND
CAN IMPACT BUSINESS
OUTCOMES.
Some people may learn well under
stress while others don't. Even if the
intervention is the same, the next cohort
will learn differently and in the context of
their unique environment.
Solution: Test the same learning under
different contexts. Also, cultivate a
learning-friendly environment, and pay
attention to changes.

Additionally, team learning can occur
collectively. Collective intelligence
depends on social sensitivity, turntaking and valuing diverse perspectives.
Collective intelligence differs from the
average or highest intelligence in a
group. In a group setting, our brains learn
differently, and soft skills can support
that learning.
Even for the simplest processes, soft skills
matter. Learning how to use a program or
how to execute a process can be a simple
and straightforward process. But consider
how much easier it is to learn when
learners' minds are at ease.
Solution: The way people feel changes
how they learn and can impact business
outcomes. Invest in quality soft skills
training; do not skimp on your soft skills
learning solutions.
Data is neither fact nor fallacy. A crosssectional datapoint is a measure of
learning at a specific time. Informed
examination of data can help you make
meaning of analytics as you guide your
organization toward data fluency.

3. Soft skills matter: Can soft skills be
correlated to business outcomes?

When integrated into the unique social
context of an organization, brain-based
learning can help training professionals
leverage accurate metrics that drive
business and learning outcomes.

Anxiety can help or hurt learning, and
uncertainty can do the same. Knowing
how to manage anxiety and uncertainty
can improve learning. Therefore, it's
important to build a learning platform
for soft skills.

Dr.
Srini
Pillay
is
the
CEO
of NeuroBusiness Group. He is also
assistant professor (part-time) at Harvard
Medical School and teaches in the
executive education programs at Harvard
Business School and Duke CE. Email  Srini. 

T R A I N I N G I N DUSTR Y MAGAZ INE -DATA FLUENCY IN LEARNI NG 2 02 0 I WWW. T RAI NINGINDU S T RY . C OM/ MAGAZ I NE

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Training Industry Magazine - July/August 2020

Table of Contents for the Digital Edition of Training Industry Magazine - July/August 2020

Learning Fluency Across the Business
Table of Contents
Learning Transcendence: Preparing for Crisis
Learning Data: Fact or Fallacy?
Learning: The Ultimate Business Continuity Strategy
Data Fluency and Your Highest Probability of Success
Building the Case for Impact Investigation
Using Analytics to Prioritize Leadership Development Initiatives
How Do We Measure Our D&I Efforts?
Data Science: How It Makes L&D Integral to Business Success
Measuring the Impact of a Bad Boss
Filling in the Gaps: The Most Important Data and Analytics Capabilities for Today's Companies
Pinpointing the Underlying Causes of Scrap Learning
Data-Driven Practices for Content Development
Redesigning a Highly Technical Instructor-led Training Course to a Computer-Based Training: How to be Accurate and Engaging
Developing eLearning for a Global Audience: Cultural Considerations
Building Data Fluency in L&D: A Quick Guide
Identifying Training Solutions to Business Problems Based on Data Fluency
Does It Take a Pandemic for Employees to Make Time for Learning?
Supporting Workers Displaced by COVID-19 and Building an Equitable Workforce
Company News
Training Industry Magazine - July/August 2020 - Intro
Training Industry Magazine - July/August 2020 - 1
Training Industry Magazine - July/August 2020 - 2
Training Industry Magazine - July/August 2020 - Learning Fluency Across the Business
Training Industry Magazine - July/August 2020 - 4
Training Industry Magazine - July/August 2020 - Table of Contents
Training Industry Magazine - July/August 2020 - 6
Training Industry Magazine - July/August 2020 - 7
Training Industry Magazine - July/August 2020 - Learning Transcendence: Preparing for Crisis
Training Industry Magazine - July/August 2020 - 9
Training Industry Magazine - July/August 2020 - 10
Training Industry Magazine - July/August 2020 - 11
Training Industry Magazine - July/August 2020 - 12
Training Industry Magazine - July/August 2020 - Learning Data: Fact or Fallacy?
Training Industry Magazine - July/August 2020 - 14
Training Industry Magazine - July/August 2020 - Learning: The Ultimate Business Continuity Strategy
Training Industry Magazine - July/August 2020 - 16
Training Industry Magazine - July/August 2020 - Data Fluency and Your Highest Probability of Success
Training Industry Magazine - July/August 2020 - Building the Case for Impact Investigation
Training Industry Magazine - July/August 2020 - 19
Training Industry Magazine - July/August 2020 - 20
Training Industry Magazine - July/August 2020 - 21
Training Industry Magazine - July/August 2020 - 22
Training Industry Magazine - July/August 2020 - Using Analytics to Prioritize Leadership Development Initiatives
Training Industry Magazine - July/August 2020 - 24
Training Industry Magazine - July/August 2020 - 25
Training Industry Magazine - July/August 2020 - How Do We Measure Our D&I Efforts?
Training Industry Magazine - July/August 2020 - 27
Training Industry Magazine - July/August 2020 - 28
Training Industry Magazine - July/August 2020 - 29
Training Industry Magazine - July/August 2020 - Data Science: How It Makes L&D Integral to Business Success
Training Industry Magazine - July/August 2020 - 31
Training Industry Magazine - July/August 2020 - 32
Training Industry Magazine - July/August 2020 - 33
Training Industry Magazine - July/August 2020 - Measuring the Impact of a Bad Boss
Training Industry Magazine - July/August 2020 - 35
Training Industry Magazine - July/August 2020 - 36
Training Industry Magazine - July/August 2020 - 37
Training Industry Magazine - July/August 2020 - Filling in the Gaps: The Most Important Data and Analytics Capabilities for Today's Companies
Training Industry Magazine - July/August 2020 - 39
Training Industry Magazine - July/August 2020 - Pinpointing the Underlying Causes of Scrap Learning
Training Industry Magazine - July/August 2020 - 41
Training Industry Magazine - July/August 2020 - 42
Training Industry Magazine - July/August 2020 - 43
Training Industry Magazine - July/August 2020 - Data-Driven Practices for Content Development
Training Industry Magazine - July/August 2020 - 45
Training Industry Magazine - July/August 2020 - 46
Training Industry Magazine - July/August 2020 - 47
Training Industry Magazine - July/August 2020 - Redesigning a Highly Technical Instructor-led Training Course to a Computer-Based Training: How to be Accurate and Engaging
Training Industry Magazine - July/August 2020 - 49
Training Industry Magazine - July/August 2020 - Developing eLearning for a Global Audience: Cultural Considerations
Training Industry Magazine - July/August 2020 - 51
Training Industry Magazine - July/August 2020 - 52
Training Industry Magazine - July/August 2020 - Building Data Fluency in L&D: A Quick Guide
Training Industry Magazine - July/August 2020 - 54
Training Industry Magazine - July/August 2020 - Identifying Training Solutions to Business Problems Based on Data Fluency
Training Industry Magazine - July/August 2020 - 56
Training Industry Magazine - July/August 2020 - Does It Take a Pandemic for Employees to Make Time for Learning?
Training Industry Magazine - July/August 2020 - Supporting Workers Displaced by COVID-19 and Building an Equitable Workforce
Training Industry Magazine - July/August 2020 - Company News
Training Industry Magazine - July/August 2020 - 60
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