Technology-enhanced learning environments to solve performance problems
Kim Min Kyu, through a case study of a Korean Company, describes four different methods of instruction he refers to as Technology-Enhanced Learning Environments (TELE) in the article, “Technology-Enhanced Learning Environments to Solve Performance Problems: A Case of a Korean Company” (2011). In the article, he described the challenges that faced a Korean insurance company and, more specifically, the intervention models that were developed and implemented to address these challenges. The author makes it clear that the workplace itself has a high potential for learning and that one of the goals of their project was to create a workforce who are able to solve real-world, poorly-defined problems.
Through the article Min Kyu addresses four types of technology-enhanced learning environments to meet his goal of delineating how these environments can promote the design of workplace learning (2011). Through this case study, the author identifies both performance problems and solutions, but spends the bulk of the article writing about the different solutions that were implemented. What I found interesting about the approach is that there were multiple interventions provided for all employees to better meet their learning needs. At any point, an employee could turn to a variety of systems to provide the information or learning module that they need at any given moment. Providing these multiple layers of support differentiates for learning styles as well as serving immediate needs in the field.
The first TELE created was an Electronic Performance Support System (EPSS) designed to provide on-demand access to information and learning tools to enable a worker in their positions (2011). In this instance the company integrated this system through PDA’s allowing for on and offline access at any moment that would ultimately allow the employee to serve the customers better. Min Kyu defines this as “planned learning”, and in this system, it replaced much of the training efforts around new regulations and policies by allowing employees to look up pertinent information at any time. This reminded me of a recent change in teaching practice to move towards a more engaged student by teaching them less of the “facts” of a lesson and instead bringing in more of the thinking, reasoning, and problem-solving. Basically, if it is “Googleable”, is it really something that should be assessed or are those facts a means to a greater end than whether or not the student can regurgitate information.
The second environment deals with more formalized learning in the form of modules that can be completed in a short time. Min Kyu refers to this as e-learning, and in the end, the information that is housed in these modules becomes part of the EPSS and accessible at any moment. The author didn’t clarify this point in the article, but I think one of the most meaningful ways that this process could occur for an employee would be through a scaffolding system where the employee would need to complete the module and learning exercises first and then have them integrated in their EPSS account. This would provide motivation for completing the module and then would give them continued access to the information once the module is completed.
The third environment is known as a knowledge management system (KMS). This is an online space where employees can share information with each other offering advice, coaching and experience to colleagues. Defined as informal learning, a KMS provides a record of the knowledge that these employees have of the business and gives new employees the resources to learn about their positions in the workplace rather than in a classroom. I can see how mentoring and e-coaching become more manageable and accessible in this kind of online system and could provide much needed support amongst all employee groups.
The final environment is a Community of Practice (CoP) that is similar to the KMS system in that its purpose is to connect people. In this case an online community is created with a team leader and those who report to him or her. It’s a platform for information to be shared and discussed resulting in more incidental learning based on circumstance and immediate need.
Having multiple ways of accessing information can be of great use to learners, but I also wonder how effective the systems will be if they don’t interact well together. In my own experience in school districts, I can access information in many different ways but each of these ways seem to be in a silo so I have to get one piece of information here, but then I have to go somewhere else to get other information that I need for that same project or problem. Even if I had everything in one spot, if it’s not organized well, I’d still have problems finding what I need. I think this is where the system’s design comes into play and the interoperability must be part of the design process from the very beginning.
References
Min Kyu, K. (2011). Technology-enhanced learning environments to solve performance problems: a case of a Korean company. Techtrends: Linking Research & Practice to Improve Learning, 55(1), 37-41.


