Some notes on the big picture side of presenting ideas.
Teaching and learning
Four phases of learning
- Interest. Positive feelings, optimal state for learning.
- Encounter. Interesting, enjoyable, relevant, multi-sensory.
- Integration. Incorporate new knowledge.
- Application. Apply and extend knowledge.
Ingredients of Accelerated Learning
- moving and doing
- talking and hearing
- observing and picturing
- problem-solving and reflecting
Better > Worse
- Movement > Sitting
- Talking > Listening
- Images > Words
- Writing > Reading
- Shorter > Longer
- Different > Same
Training From The Back Of The Room
- to each other
- to the topic
- to learning goals and outcomes
- Teach only the need to know information
- Use graphic organisers
- Include 1 minute reviews
- Concrete Practice
- Mistakes are allowed (expected!)
Change and motivation
A, B, C
- Asking: the statement or action you’re asking for.
- Becausing: the data and facts that explain why.
- Convincing: the response to anticipated challenges.
- Direct the Rider
- Follow the bright spots
- Have a destination postcard
- Script the critical steps
- Motivate the Elephant
- Find the feeling
- Shrink the change
- Promote a growth mindset
- Shape the Path
- Tweak the environment
- Rally the herd
- Make it a habit
Careful of the Fundamental Attribution Error: maybe it’s the situation and not the person.
Three realms of disagreement
- What is true?
- What is meaningful?
- What is useful?
Things to check:
- Is everyone arguing in the same realm?
- Is it actually about urgency, priority, grieving, solidarity?
- Facts and evidence
- (Multiple, diverse) Interpretations
- (Multiple) Values
- Shared values
- Check-in tripwire
- Measurement of success
Heirarchy for motivating change
- Intrinsic motivation (enlighten, inspire)
- Feels like: the right thing to do; the smart thing to do; making a difference; helping people.
- From seeing the real world benefits to people.
- Extrinsic motivation (rewards)
- Helps, but focuses on the practitioner, not beneficiaries.
- Can result in doing it just for the reward.
- External control (guilt, punishment)
- Sets a low bar. Can result in doing the minimum amount of work necessary and othering the beneficaries.
Planning the change
- Link a reward with a good action
- Use a habit tracker, visual record of progress
- Start with small, quick, wins
- Use Implementation Intentions, tweak the environment
- Training From The Back Of The Room
- The Ten-Minute Trainer
- The Accelerated Learning Handbook
- Switch: How to Change Things When Change Is Hard
- The Book Of Life
- The Power Of Moments
- The User Experience Team of One
- Responsibility For Justice
- WebAIM’s Hierarchy for Motivating Accessibility Change
- Atomic Habits
- Buster Benson