Chapter 2 Instructional Design Models for E-Learning
2.3 Rapid E-Learning – Accomplishing more with less
“Rapid E-Learning changes the development model, leverages new tools, and
dramatically changes the economics of content development.” – Jennifer De Vries (De Vries & Bersin, 2004)
What Is Rapid E-Learning?
As we continue to experience growth within Internet-based technologies as well as human competencies in the use of these technologies; we see sustained growth in the area of e-learning to help meet the ever-changing needs of people and organizations. Rapid Prototyping, or Rapid E-Learning, is one approach to the development of learning content that has experienced exponential growth. Through a survey conducted in 2004, 89% of organizations need to develop e-learning in three weeks or less (De Vries & Bersin, 2004). The instructional design model called Rapid E-Learning begins to answer the needs of these people and their organizations.
A variation of the ADDIE model (Assess, Design, Develop, Implement, Evaluate), Rapid E-Learning “borrows from the most valuable aspects of this systemic approach” (Kruse). It allows instructional designers, subject matter experts, and Instructional Developers to quickly determine the objectives of the training and develop a prototype of that training.
Rapid E-Learning Model
As part of the Rapid E-Learning Model, constructing and utilizing the prototype is done concurrently with the later part of the Assess Needs and Analyze Content stage and the
Set Objectives stage. The Construct Prototype and Utilize Prototype stages form a loop in
which multiple utilizations of prototypes provide feedback for the construction of ensuing multiple prototypes. (Hoffman & Margerum-Leys)
In developing a prototype so early in the design phase, it enables all those invested in the training to visualize and evaluate what the final product truly needs to resemble. This approach helps by developing a possible product while not investing a large amount of time and money. More emphasis can then be placed on the evaluations of the prototypes to help ensure good sound instructional content.
When Rapid E-Learning is the Right Direction
In order to successfully design, develop, and implement e-learning, it is important to identify the appropriate instructional design method to use based upon the objectives and needs of your training. There may be industry growth towards the utilization of the Rapid E-Learning model, but is it the right model to meet your needs?
Rapid, Traditional, and Strategic E-Learning
Category Development Timeframe
Budget for
Development Developed by ...
(De Vries & Bersin, 2004) Used with permission. Rapid < 3 weeks
Staff of 1 to 3
professionals and little or no budget
SMEs with templates and training professional guidance
Traditional 3 to 11 weeks $5,000 to 30,000 per instructional hour
Training professionals such as Instructional Designers,
Instructors, Course Authors, etc. Strategic 12+ weeks Often blended costs can
go higher.
A cross-functional team that includes HR, Instructional Design and others.
Rapid E-Learning:
• Responds to an URGENT training need (i.e. product launch or competitive situation)
• Developed in less than 3 weeks
• Creates training that has little long-term usefulness
• Has a small budget
• Makes use of authoring tools (i.e. PowerPoint)
• Is developed with internal staffing (1-3 professionals)
• Is developed by subject matter experts by template tools
Traditional E-Learning:
• Focuses on learners acquiring necessary skills (i.e. needs analysis)
• Developed in 3 to 11 weeks
• Is part of an organizations annual training plan ($5000 - $30,000/instructional hour)
• Offers preparation for professional certification programs
• Results in decisions being made whether to build or buy the training to make efficient use of the training budget
• Is developed by internal and external staffing (instructional designers, instructors, etc)
Strategic E-Learning: (De Vries & Bersin, 2004)
• Developed in conjunction with an organizations development or change strategy (i.e. long-term training needs) (12+ weeks)
• Has a substantial cost structure to produce
• Designed to be deployed in phases over a period of time
• Developed by cross-functional teams (i.e. employees and/or contractors)
• Often blended learning (i.e. combination of classroom, workshops, instructor led, conference calls, and other media)
When to Consider the Use of Rapid E-Learning
The following bullets may help further explain when to consider the use of Rapid E- Learning and a possible delivery method for the instruction (Bersin, 2005). As you will notice from both these and the previous bullets, Rapid E-Learning is not always the instruction design model to answer your training needs. It is always important to assess the needs of your organization and then design the instructions to meet those needs; this includes you method of developing the instruction.
To Generate Awareness:
• Read and Listen
o Email, conference call, rapid e-learning
To Recall Information:
• Read, listen, discuss, and answer multiple-choice questions
o Rapid e-learning
To Apply Knowledge to Specific Situations:
• Read, listen, discuss, case study or simulation-based practice
o Rapid e-learning (sometimes) or traditional e-learning, including case studies, labs, simulations, and assessments.
To Master the Knowledge and Become an Expert:
• Strategies from applying knowledge (above) and practical experiences and testing
o Traditional or strategic e-learning plus real-world experience with coaching and mentoring.
Bloom's Taxonomy & Media Selection
Category Example Instructional
Strategies Delivery Method
(Bersin, 2005) Used with permission. Awareness
There is a new pricing model being announced and here it is.
Read, listen. E-mail, conference call, rapid e-learning.
Recall
Learn to tell your customers about our new pricing model.
Read, listen, discuss and answer multiple- choice questions.
Rapid e-learning.
Application
Learn how to apply the multifaceted pricing model to your
customer's situations.
Read, listen, discuss, case study or
simulation practice.
Rapid e-learning
(sometimes) or traditional e- learning, including case studies, labs, simulations and assessments.
Mastery
Become a recognized pricing expert in the regional sales office, with authority to give discounts. The application-level strategies, plus practical experiences and testing. Traditional or strategic e- learning, plus real-world experience with coaching or mentoring. May include certification testing.
Rapid E-Learning and the Models for Delivery
Rapid E-Learning asks us to contemplate two models of delivery for your training that may be used: self-paced or live training. The bulleted items below will help you to understand which approach is right for your objectives. Again, it is very important to understand the needs of your organization as well as the needs of your learners before making this decision.
Figure 2: (De Vries & Bersin, 2004) Used with permission.
Self-Paced (asynchronous): (De Vries & Bersin, 2004)
• Difficult for learners to schedule (set a specific time) a session.
• Learners work via the home or non-standard hours.
• Subject matter expert is not able to teach at a specific time.
• Internet connectivity and speeds are issues.
• Learner's prerequisite skills vary.
Live (synchronous): (De Vries & Bersin, 2004)
• Traditional-like classroom structure is appealing to learners.
• Perception of subject matter expert/instructor is quite high.
• Synthesis of information is viable with learner discussions.
• Learners may be new to e-learning.
Tools Used to Build Rapid E-Learning Training
Before choosing a tool it is important, first, to understand what the objectives entail (i.e. learners' needs, presentation method, etc) and then choose the best tool to complete the task. In building instruction through the Rapid E-Learning Model there are several tools available for you to use. I've mentioned a few of them below, but I am sure that my list is less than complete.
Microsoft PowerPoint • http://office.microsoft.com/en-us/FX010857971033.aspx Macromedia Breeze • http://www.macromedia.com/software/breeze/ Macromedia Captivate • http://www.macromedia.com/software/captivate/
Articulate Rapid E-Learning Studio
• http://www.articulate.com/
Articulate Presenter
Brainshark (Bersin, 2005)
• http://www.brainshark.com
CourseAvenue (Bersin, 2005)
• http://www.catavo.com
These Rapid E-Learning tools are “designed for simplicity and integration with desktop applications such as PowerPoint” (Bersin, 2005). One of your objectives may be to build AICC, SCORM, or Section 508 compliant training. If that is the case, make sure your tool of choice truly can output instructional content that is compliant to these standards. Additionally, you may require the capabilities to build assessment at the end of your training modules. Always make sure to evaluate the assessment capabilities of your chosen tool before beginning development.
2.3 Summary
A contemporary business philosophy held by many executives and administrators is to do
more with less. In some respects technology has enabled us to accomplish more with less.
I believe the more indicates the faster pace at which organizations now operate. The less is representative of stretching budgets to help meet the needs of the more. A recent survey of e-learning developers indicated that their “biggest challenge continues to be time. Developers and managers complain that development times are too long and they lack trained resources to get programs developed.” (De Vries & Bersin, 2004)
Rapid E-Learning, as an instructional design model, borrows from the proven and systematic approach of instructional design and the ADDIE model. It allows organizations with certain needs to develop e-learning at a much faster pace while minimizing the investment of capital to accomplish the tasks. For example,
pharmaceutical companies can truly benefit from the use of Rapid E-Learning because of the pace of product releases and the need for sales representatives to quickly become familiar with these new products. They are already familiar with pharmaceutical sales. They just need to become knowledgeable on new product offerings. Another example would be technology companies that develop and release new products. Their sales force is already familiar with the company and their current product offerings. They would just need to become familiar with the new products being manufactured and sold.
My last example is on e-learning within education. Many institutions lack the necessary resources to build e-learning content to either offer complete courses online or
supplement classroom courses. Rapid E-Learning helps to put the tools in the hands of the subject matter expert in an attempt to leverage technology and knowledge to build quality e-learning content in a short period of time.
Over the next several years, the market for e-learning tools is expected to “grow at a rate of 80%”. (Bersin & Vries, 2004) This indicates growth within the Rapid E-Learning market and the markets focus on tools that are capable of doing more with less.
2.3 References
• Bersin, Josh. (2005, July). Making rapid e-learning work. Chief Learning Officer. Retrieved April 2006 from
http://www.clomedia.com/content/templates/clo_article.asp?articleid=1008&zone id=62
• De Vries, Jennifer & Bersin, Josh. & (2004, November). Rapid e-learning: What works. Retrieved February 2006 from
http://www.macromedia.com/software/breeze/whitepapers/bersin_elearning_stud y.pdf
• Hoffman, Joe & Margerum-Leys, Jon (N/A). Rapid prototyping as an instructional design. Retrieved April 2006 from http://www-
personal.umich.edu/~jmargeru/prototyping/
• Kruse, Kevin. (N/A). Introduction to instructional design and the ADDIE model. e-learningGuru.com. Retrieved April 2006 from http://www.e-