Learning at work: e-learning evolution or revolution?

Scott-Jackson, W., Edney, T, & Rushent, C. (2008). Learning at work: E-learning evolution or revolution? Latest trends and blends in management and leadership development. Chartered Management Institute. Retrieved from: http://classtap.pbworks.com/f/SkillSoft+-+New+ELearning+Strategies.pdf

Summary

            The research in this article explored the growth of blended learning in the context of management development in business and identify progress towards integrating e-learning with other learning technologies.  The authors defined blended learning broadly, not just simply face-to-face learning with some e-learning mixed in.  Although those still remain, in this article blended learning includes the internet as a learning tool, which includes online videos, social media, and virtual reality. The practice of using more than one type of medium to achieve a learning goal is the basic concept of blended learning in this article.  It explores these mediums as they relate to the progress being made in learning and development for line managers and how their way of thinking towards learning is finally converging with the approach of learning professionals.

            This article had a number of findings that were outlined in a summary.  It started with the acknowledgment that manager development as a critical success factor to the company and organizations are placing a high priority on developing their managers. Nonetheless, almost half the people that participated in this study felt as though their development plan aligned to the overall business strategy. Not surprising, about half the participants felt as though their development had no impact on the organizations strategy or growth. Although the majority of the participants cited work-based, experiential learning as the most dominant in their organization, blended learning was still regarded as an extremely valuable way of supplementing their on-the-job learning. Online resources, home grown software and vended learning were all cited as part of the blended learning reviewed in this article. Videos, discussion forums and social media were also included and cost and quality were the dominant driving factors in adopting these mediums. Three case studies were reviewed in this article to explore self-directed learning, early adopters of blended learning, and future trends of blended learning.

Evaluation

            Overall this was an interesting article to read.  Although each case study was clearly defined, the overall paper read more like an informational news article as opposed to a research study, however.  Although it referred to the research many times, it was difficult for me to regard this as such. The case studies were described at a high level and the methodology was covered at the end of the article.  So I do know in-depth interviews and surveys were used to gather data but the questions that were being asked and answered weren’t shared so I couldn’t ascertain how the authors were drawing their conclusions. I also didn’t see much correlation in the case studies with the initial goals of the paper on management level employees.  Only one of the case studies even mentioned management level employees while the other two seemed to be referencing all employees in general. In general there seemed to be a disconnect between the summary findings and the review of the case studies and I believe it’s because I don’t know what questions each case study was seeking to answer and how they related to the goals of the article.  After rereading more than once I’m still not positive how the findings are connected with the individual case studies.