The tyranny of Taylorism and the digital citizen:

A manifesto for a brave new kind of learning and performance environment

Toby Harris

@toby_saffron @saffronint

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“The Taylor system of speeding work by subdividing it effectively removed the element of personal judgement from factory tasks and, in doing so, removed the forms of built-in work coordination which such judgment provided. Thus, a substitute coordinative process had to take the place of individual judgment. This coordinative element was supplied by “science,” in the form of an elaborate system of records, mathematical formulae and slide rules for determining machine speeds, and systematic production planning, both short and long range [Taylor insisted] that Scientific Management specialists have a separate “planning room” within the plant itself”

Judith A. Merkle, Management and Ideology: The Legacy of the International Scientific Management Movement (Oakland: University of California Press, 1980), 14.

F. W. Taylor (1856 – 1915)

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The Bottom 5: LMS Features That Get Thumbs Down

1. Ease of Use27% of companies identified ease of use as one of the least-liked aspects of their LMS

2. AdaptabilityClient organizations do not believe their systems can adapt to meet their changing needs

3. Reporting FeaturesLess than one-quarter (23%) of companies selected Reporting for the least liked list.

4. ROI AnalyticsTied tightly to reporting is the ability to demonstrate the return on investment for the LMS.

5. Social FeaturesIt has become clear that social and collaborative learning are important pieces to the learning puzzle

Source: http://go.brandonhall.com/bottom_five_LMS_features

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A manifesto for a new kind of learning and performance environment

 1. We believe that there is no ‘one best way’. There is

only a ‘why’ behind what we do and there are many ways to achieve it.

2. Everyone has an active role to play in improving performance, including compliance. Everyone can contribute and ‘stop the line’

3. We reject fictional learning ‘theories’ and embrace non-linear models that improve themselves based on the only comprehensible and trackable thing: user behaviour and user choice.

4. SCORM status “complete” is a broken model for measuring training effectiveness. Let’s track the fulfilment of goals instead.

5. Performance surgery cannot be undertaken with a sledgehammer. We reject the claims of products that promise everything and deliver nothing and commit to a bespoke approach.

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