Featured

Theoretical Framework

The chosen theoretical framework for my Applied Research Project (ARP) is Malcolm Knowles’s Adult Learning Theory. Knowles’s theory encompasses core assumptions regarding the attributes of adult learners, including traits such as self-directed learning, motivation, and goal orientation (Darden, 2014). It explores how these characteristics influence their learning styles and preferences. Aligning with the current trend of adult learners, this theory harmonizes with the growing preference among adult learners for online instruction or distance learning as they strive to advance in their careers and acquire new skills (Darden, 2014).

A significant aspect of Knowles’s theory that resonates with my research topic—focused on adult learning in the virtual environment—is the concept of self-directed learning. In today’s educational landscape, adults are increasingly enrolling in online courses due to the flexibility and accessibility they offer, catering to the needs of working adults (Gravani, 2014; Darden, 2014). This aligns with Knowles’s emphasis on adults taking control of their learning journey.

To further investigate my research topic, I intend to examine the convergence of adult learning theory and online learning. The following questions become relevant:

Alignment with Learning Styles: How does the Adult Learning Theory by Knowles align with the learning styles of adult learners, fostering a meaningful connection between the theory and the learners?

Relevant Instructional Styles: What instructional styles are preferred and relevant for today’s adult learners in the context of online instruction, considering the principles outlined in Knowles’s theory?

Limitations of Adult Learning Theory: In what ways might Knowles’s Adult Learning Theory fall short or not be entirely effective in the realm of adult learning, especially in the virtual environment?

By addressing these questions, I aim to uncover insights that contribute to a nuanced understanding of the dynamic relationship between adult learning theory and online learning, ultimately enhancing the effectiveness of instructional approaches in virtual environments for adult learners.

References

Darden, D. C. (2014). Relevance of the Knowles theory in distance education. Creative Education, 05(10), 809–812. https://doi.org/10.4236/ce.2014.510094

Gravani, M. N. (2014). Adult learning in a distance education context: theoretical and methodological challenges. International Journal of Lifelong Education, 34(2), 172–193. https://doi.org/10.1080/02601370.2014.982728

Featured

Disseminating My Research

My MALAT journey has been an exceptional learning opportunity. As I approach the final phase, my objective of enhancing my career with a research-based master’s degree and integrating innovative learning methods into my company’s training environment remains unchanged. Utilizing the insights and hands-on experience I’ve acquired during this program; my aim is to obtain a managerial role responsible for guiding training initiatives and cultivating technologically enhanced learning environments. It will be my honour to extend my research, discoveries, and outcomes with my colleagues, superiors, and leadership within my organization.

Continue reading “Disseminating My Research”
Featured

LRNT 528 Assignment 1 – Strategies for Improving Employee Virtual Onboarding (EVO) Using a Community of Inquiry (COI) Approach

Click this link to view the infographic in full size.

The purpose of this infographic was to illustrate how a COI framework can be utilized to enhance EVO within the workplace. As a team leader, one of my responsibilities involves facilitating the onboarding process. Onboarding remote employees has proven to be a challenging aspect of this role.

Statement of Problem

Employees are dissatisfied with onboarding due to information overload and monotonous training, resulting in reduced engagement and delayed job application. The absence of a structured onboarding system impedes information access and time management. Employees also seek interactive content and feedback opportunities to share onboarding experiences and suggest improvements.

Continue reading “LRNT 528 Assignment 1 – Strategies for Improving Employee Virtual Onboarding (EVO) Using a Community of Inquiry (COI) Approach”
Featured

Digital Facilitation 3-2-1 blog post

3 initial thoughts, ideas, or feelings about facilitation in digital environments:

  • Flexibility – Digital facilitation offers versatile learning opportunities through both synchronous and asynchronous activities (Boettcher, 2019). As a working professional, I appreciate the convenience of acquiring knowledge at any location and time, as well as the option to catch up on recorded or archived sessions I might have been unable to attend. The blend of real-time interactive engagements and opportunities for contemplation and reflection in digital facilitation greatly appeals to me.
  • Customized and personalized learning – The new emphasis on learners in digital facilitation promotes cultivation of critical thinking, analysis, and creativity (Boettcher, 2019). When learning relates to work-related experiences and aligns with performance goals, it enhances motivation, collaboration, and contribution in the learning process.
  • Unlimited learning prospects – Digital facilitation allows a multi-dimensional learning experience as opposed to a linear one, achieved through the integration of social presence, teaching presence, and cognitive presence (Boettcher, 2019). Learners engage with flexibility, creativity, and a sense of empowerment, moving away from passive reception of information from traditional learning. The convenient access to online resources motivates learners to delve into a wealth of information and potentially fosters an increase of lifelong learning.
Continue reading “Digital Facilitation 3-2-1 blog post”
Featured

The Value of Reflection

Reflection consists of reflective thinking, reflective learning, and reflective practice (OpenLearn, n.d.). These skills entail showcasing self-direction, self-reflection on learning progress, and the pursuit of knowledge and skill development to an advanced level. I must acknowledge that I do not dedicate enough time to reflection and occasionally overlook its value in my learning and development. Similar to my work context, people are typically enthusiastic about starting new projects and invest a lot of time in their initiation, but often overlook the project closure phase, neglecting the opportunity to learn lessons and improve for future projects.

Continue reading “The Value of Reflection”
Featured

Reflections on Critical Inquiry: Assumptions for MOOCs

In unit 2 activity 1, we were tasked to write a critical academic reflection blog update regarding the issues that have been investigated in the learning events and delivery of technology. In my team’s learning event, I have learned that assumptions made about the learning (e.g., a Massive Open Online Course (MOOC)) might not always be applicable. The experience was unsatisfactory and different from what was perceived.

Continue reading “Reflections on Critical Inquiry: Assumptions for MOOCs”
Featured

Open Educational Resources (OER): A training development tool or something less?

Image: OER by @visualthinkery, licensed CC-BY-SA remix by catherinecronin
https://open.teachingandlearning.ie/license-your-oer/

The Learning and Development team in my organization assembled virtual learning resources to provide continuous learning opportunities for supporting employees’ personal and career development journey. The organization has an extensive list of online courses to help employees work on a range of competencies such as conflict resolution, strategic thinking, leadership, collaboration, and more. Employees can also obtain development opportunities at their own pace via a self-served eLearning program called Bookboon. This platform includes more than 2000 short or bite-sized eBooks and audio titles under 13 different categories such as digitalization and IT, communication and presentation, and Microsoft office programs. Although the organization offers a wide array of learning options, many employees are not aware of their existence. Pontefract (2018) argued even if the employees come across a learning option, they are too busy to consume the learning and then apply it to their role. He also claimed that only about a third of the organization is engaged and willing to excel in their role. As a leader who provides training in my department, I am interested in exploring the irony of colleagues who complained about the lack of learning opportunities but also refrained from using the available learning resources because of a variety of reasons ranging from time constraint or other unspecified factors.   

Continue reading “Open Educational Resources (OER): A training development tool or something less?”
Featured

Final Reflections

Being immersed in the project management world for more than a decade, these past nine weeks have revived my knowledge of leadership, project management, data analytics, and change management. Yes, you need them all in leading change in digital learning organizations today.

My perspective of leadership in an organization that provides strategic direction, guidance, support development, and empowerment for operational and people success (Li, 2023) has not changed at the end of this course. While my top three leadership attribute choices were inspiring, honest, and forward looking, I have included broad-minded and cooperative as rank 4 and 5, respectively. In my context, many project managers only focus on the technical side of change such as developing and delivering the solution that solves a problem. I believe leaders would lead successful projects and change when they are also open-minded, receptive, collaborative, and responsive (Kouzes & Posner, 2011) to the people side of change.

According to Prosci’s Unified Value Proposition model, project management and change management have complementary disciplines that aim to meet project objectives and realize organizational benefits (Prosci, n.d.). The integration approach enables project managers and change leaders to work towards a shared definition of success, improves alignment of technical and people activities, and enhances information exchange such as the reasons of change and feedback on adoption and usage of the technical solution (Prosci, n.d.).    

I am excited to integrate project management and change management in my current work environment, and the potential to access and employ the arsenal of toolkits created by my cohort in real work scenarios. It has been a great pleasure learning with everyone in this space. My next goal is to invest in my analytics capability as project management and change management are becoming increasingly data-driven in my organization.  

References:

Kouzes, J. M., & Posner, B. Z. (2011). Credibility: How leaders gain and lose it, why people demand It. San Francisco, Calif.: Jossey-Bass. Retrieved from Books 24×7 e-book database. https://royalroads.skillport.com/skillportfe/assetSummaryPage.action?assetid=RW$564:_ss_book:43184#summary/BOOKS/RW$564:_ss_book:43184

Li, M. (2023). Leadership reflections. Megan’s blog: A MALAT student blog. https://malat-webspace.royalroads.ca/rru0269/leadership-reflections/#more-437

Prosci. (n.d.). Integrating change management and project management. Prosci: People, Change, Results. Retrieved March 26, 2023, from https://www.prosci.com/resources/articles/integrating-change-management-and-project-management

Featured

Leading Projects

I work in a project-oriented organization which complies with the Project Management Institute’s (PMI) project management standard and practice. Depending on the type, size, duration, resources and other factors of the project, some of them would pursue the full project life cycle which consists of four phases: Initiation, Planning, Implementation, and Closing (Watt et al., 2014), and some of them would be deferred or terminated after the initiation phase.

I was involved in a recent project that was successfully executed and put in service at the end of 2021. The overall goal of the project was to deliver a replacement for the existing time entry solution which did not provide either the ideal business process or technical solution. The existing solution required a high degree of manual intervention that caused invalid data, strenuous corrective actions, and payroll inefficiency. Before the start of the project, a project charter (i.e., statement of work) was issued by the project initiator and the project sponsor to authorize both the project and the project manager (Brown, 2005). It highlighted the requirements, business needs, assumptions and constraints, and summary schedule. After the authorization of the project, a comprehensive and detailed project plan that led to the success of this project was put in place by the project manager. The project plan started with a scope statement, then followed by key deliverables, key milestones, schedule, cost estimates, quality management, project organization, and risk register. Additional project documents included the communication plan, change management plan, and training plan. The overall goals were clearly communicated to the project steering committee, project team, and all the stakeholders by the change management team. The entire stakeholder group consisted of 2,100 employees from 10 different key business units in the organization.

Continue reading “Leading Projects”
Featured

Leadership Reflections

Leadership is known as one of the top organizational values throughout my career experience in the corporate realm. During my first job in Japan, the leadership I experienced was traditional where a top-down style of leadership was preferred in a highly centralized and hierarchical context (Yokota, 2019). To fit in their transactional leadership culture, I recognized leaders as bosses who I had to respect and obey their instructions at the workplace because they possessed the authority to lead and instruct directions to their employees (Workman & Cleveland-Innes, 2012). Overtime, my perspective of leadership has changed through work and life experiences, and people who have influenced me as leaders such as managers, coaches, colleagues, and family members. I learned that leaders can be in different kinds of roles and managers are “paid to be accountable for results produced by others” as defined by Peter Senge (Sarder, 2015, 1:03). Considering this, my perspective of leadership in an organization today plays a critical role in providing strategic direction, guidance, support development, and empowerment for organizational success in both operations and people (BC Hydro, personal communication, February 3, 2023). This also affected my individual ranking of leadership attributes in activity two where “inspiring” came first then followed by “honest” and “forward-looking”. The ranking of these three leadership attributes was aligned with the research informed ones (Kouzes & Posner, 2011).

Continue reading “Leadership Reflections”
Featured

Assignment 2B: Design Principles

The ever-evolving access to new or improved technology can be challenging for employees to keep abreast at the workplace. Job dissatisfaction or even frustration may occur when employees are mandated to learn a new system, technology, or software when they are accustomed to their current tools. Based on this context in my organization, six design principles have been created for cultivating positive employees’ learning experience on new technology through my reflection and learning in this course. 

“Design Principles are a set of considerations that form the basis of any good product.”

(Brignell, n.d.)
UX Bristol19. (2019). Ben
Brignell [Online image]. http://2019.uxbristol.org.uk/speakers/
Continue reading “Assignment 2B: Design Principles”
Featured

Miro

In this blog post, I will continue exploring the impact of the virtual collaboration tool, Miro, that I introduced in the forum of unit two activity one.

Innovation – Miro

Miro is a visual collaboration platform that was founded by Andrey Khusid in 2011. Miro allows distributed teams to communicate and collaborate through a virtual whiteboard without the constraints of physical location and meeting space (Miro, n.d.-a). In comparison to a physical whiteboard that has fixed dimensions in a specific location, Sadan (2022) explains that Miro is an unlimited online canvas whiteboard that you can make notes, brainstorm, and share ideas with your teammates in real-time. Miro is like a “whiteboard, marketing, project management, and brainstorming tool in one”, which people can work together to ideate, prototype, and develop a project. Other features of Miro include but not limited to diagramming, mind mapping, and creation of agile workflows and process models. The following are a few Miro introduction videos for further details:

Photo by Miro

Getting started with Miro: Navigation (Miro, 2019a)

Getting started with Miro: Creating content (Miro, 2019b)

Getting started with Miro Collaboration (Miro, 2019c)

Continue reading “Miro”
Featured

Exploring Design Models

Photo by trainerbubble.com

As an employee of a large organization, I am required to review several mandatory online courses annually, such as ethics and conduct training, safety training, and cybersecurity training, via our internal Qualification and Learning Management System (QLMS). I understand that some of these learning concepts require employees’ knowledge be refreshed at a prescribed frequency to meet company’s compliance policy obligations and reach expected workplace behaviour. However, the readings in these first two weeks of LRNT 524 course have provoked my thoughts on a few aspects regarding instructional design models (IDMs): 1) how are training courses designed in my organization, 2) what IDM does my organization use and what role does it play in the design decision process, and 3) what other IDMs that could be useful in the design decision process for a workplace learning environment?

Continue reading “Exploring Design Models”
Featured

Workplace Learning in 2030

Workplace learning is often perceived as a luxury for organizations. Based on my corporate experience in the past two decades, the area of learning and development has rarely if ever been considered the top organizational priority for business success; thus, learning and development budgets are usually the first to be trimmed. Until recently, workplace learning is experiencing one of its most significant disruptions of the past 20 years due to rapid and radical changes in technology and other causes (Wilson et al., n.d.). Recognising the then and now of workplace learning, the purpose of this speculative essay is to project how workplace learning will evolve in 2030. This paper summarizes findings from various literatures demonstrating how the importance of workplace learning for organizations and the trends of labour market, such as the employment models and changes in technology and continuing education, affect workplace learning in the future. The research supports my belief that workplace learning in 2030 will be optimistic with more flexibility, agility, collaboration, and recognition within organizations.    

Continue reading “Workplace Learning in 2030”
Featured

Exploring futures of workplace learning

Photo by stock.adobe.com

After completing the readings of unit 3, I decide to explore the possible futures of workplace learning in 2030. Workplace learning has been perceived as a luxury for organizations, thus the learning and development budgets are usually the first to be cut. The Horizon Report in 2020 has indicated a substantial growth of adult learners returning for additional learning such as post-secondary education, graduate degrees, and other credentialing to keep pace with the job market. Impacts of the pandemic and the significant technology advances also triggered a higher demand on remote work and learning going forward (Educause, 2021). The perspective of workplace learning is changing and becoming a necessity rather than luxury (Arist, 2021). How do organizations respond to the increasing demand of workplace learning when it is going to play a major role for sustained business growth in the next decade?

Continue reading “Exploring futures of workplace learning”
Featured

Activity 5: The Great Media Debate (Megan Li and Tim Wong)

For this unit, we have been exploring the great media debate. The great media debate started in the 80s and centered on media’s impact on learning. On the one hand, Clark (1994) viewed media as a delivery tool for knowledge. He found that there were no learning benefits to the use of technology and that the media is a “mere vehicle that delivers instruction but does not influence student’s achievement any more than the truck that delivers our groceries causing changes in nutrition” (Clark, 1983, p. 445). On the other hand, Kozma (1994) believed that the debate should be reframed to “will media influence learning” (p. 2). Kozma (1994) viewed media and learning as an interaction between learners’ environments and their cognitive processes (p. 3), including the media used for instruction. He suggests that there is no relationship between media and learning because one has not been made yet (p. 3). For this post, we have been asked to find two articles that show techno-deterministic thinking and consider how the two opposing sides of the great media debate would respond to these articles.

Continue reading “Activity 5: The Great Media Debate (Megan Li and Tim Wong)”
Featured

LRNT 523 Assignment 1: People in the Field – Bonnie Stewart

Photo credit Bonnie Stewart

Currently teaching at the University of Windsor as an Assistant Professor of Online Pedagogy and Workplace Learning in Ontario, Dr. Bonnie Stewart has a rich and extensive background in knowledge and technologies for a couple of decades (Stewart, 2020). She is an educator, researcher, and EdTech influencer that focuses her work on digital and experiential pedagogy, data literacies, and educational change in contemporary society. Since 1998, Dr. Stewart started teaching online with the approach of building learners’ digital and media literacies through openness and relevant social media platforms and tools (Stewart, 2012). Dr. Stewart was also involved in Massive Open Online Course (MOOC) research during its early days in Canada. She received teaching awards at both University of Windsor and University of Prince Edward Island, and presented different topics in digital strategy, digital education, and community capacity-building in conferences and workshops around the world (Stewart, 2017).

Continue reading “LRNT 523 Assignment 1: People in the Field – Bonnie Stewart”
Featured

Reflecting on 25 Years of Ed Tech (2002 – 2011)

Photo by eLearning Industry

After reading the second 1/3 of Weller’s book, one lesson that I see as having immediate relevance is the Learning Management System (LMS) 2002 in chapter 9. Weller (2020) stated that the LMS provided an enterprise solution for e-learning for universities and stands as the central e-learning technology (p. 63). My organization has also adopted the LMS as an e-learning enterprise solution with multiple operating systems such as Quality Learning Management System (QLMS), UDUTU LMS (a platform for e-learning), etc. in the early 2000’s. Conole, de Laat, Dillon, and Darby noted in the chapter that the LMS was often used as a place to dump notes…rather than engage in the more experimental pedagogies in constructivism (p. 64). For example, the LMS in my company seems to be a ‘good enough’ (p. 64) in-house system which allows their employees and contractors to sign up for training courses as needed (some conduct and safety courses would be mandatory). It also supports training completion tracking and recording for each individual. However, it does not make effective use of asynchronous communication to enhance employee and/ or contractor interaction and collaborative learning in this case. 

Continue reading “Reflecting on 25 Years of Ed Tech (2002 – 2011)”
Featured

Reflect on reading – 25 Years of Ed Tech (1994 – 2001)

After reading the first 1/3 of Weller’s book, 25 Years of Ed Tech, I realized I have taken education technology for granted without knowing a lot of history about it. Reflecting on my education and work, Ed Tech has always been a part of learning since I started elementary school more than 25 years ago. For example, I learned shapes and colours through some memory games in a computer, and I played running race game using two keys in the keyboard. According to Alcanja (n.d.), the definition of Ed Tech is “when computer hardware and/or software are integrated into the educational sector to facilitate learning”. Thus, if I were to write a similar book, I would start in the 1980s because Ed Tech has already started before the internet was born.

Continue reading “Reflect on reading – 25 Years of Ed Tech (1994 – 2001)”
Featured

What makes a good research question?

In this blog post, we were asked to share one or two key characteristics that make a good research question. Firstly, what is a research question? According to Heldt (2016), it is “what you need to learn in order to come up with a good thesis statement” (para. 1).

Secondly, a good research question acts as a guidance to provide your paper, project or thesis a clear focus and purpose (McCombes, 2019). Here are two features of a good question that stood out for me:

Feasible and specific

The question should be narrowed down and be more specific when there is a lack of time and difficulty searching for enough data (McCombes, 2019). As I usually work under a time-pressured environment, I need to consider the practical constraints and ensure the question is answered with well-defined concepts instead of broad ideas that do not provide clear meanings.

Continue reading “What makes a good research question?”
Featured

Digital Learning Impacts in Rural Communities

In unit 4 activity 1, we were asked to discuss impacts of digital learning in pairs/triads. Terry and I selected Canva to create an infographic which highlights the positive and negative impacts of digital learning in rural communities. After reviewing several literatures and data on this topic, it was a great reminder for myself that internet and technology accessibility cannot be taken for granted. Something that seems easily available for me everyday does not mean the same for many others just like electricity, water and even shelters. On the bright side, the pandemic has actually generated some positive impacts to the remote communities hence bringing the connectivity gap a little closer.

I hope you enjoy reading our post.

https://www.canva.com/design/DAFBp-bHS98/5vVyBcjhIpOJJGPffCjZDQ/view?utm_content=DAFBp-bHS98&utm_campaign=designshare&utm_medium=link&utm_source=publishsharelink

Continue reading “Digital Learning Impacts in Rural Communities”
Featured

Unit 3 Readings Reflections

After the completion of unit 3 readings, I have learned that the opportunities to learn and socialize in continuously growing digital learning environments are ubiquitous (Veletsianos, 2016). This reassured my overall goal of cultivating my digital identity and digital presence (DIDP) plan in which I desire to learn together and establish life-long learning relationships with other stakeholders in the community.

Continue reading “Unit 3 Readings Reflections”
Featured

Visual Network Mapping

Figure 1

Megan’s Visual Network Mapping

For this exercise, I used Kumu’s stakeholder template to create my visual network mapping. You can select the link under Figure 1 to obtain a clearer image of the map. I selected this template because it provides a simplistic and feasible visual map that I can explore my network in a visually engaging way. Instead of focusing on one specific area of my network, I prefer to see an all-inclusive view of my networks. I located myself in the middle of the map and surrounded by five main elements: Organizations, Family and Friends, Schools, Digital Network and Leisure. As I was adding the nodes and edges to the map, I can see a map of connections and stories, personal and professional growth and development, relationships, values, learning, and reflections.   

Continue reading “Visual Network Mapping”
Featured

My Digital Identity Digital Presence Plan

In Unit 2 – Activity 2, I created a map of my technology use by applying White and Le Cornu’s visitor-resident typology (2011). The map demonstrates a resourceful insight to my digital presence which emerges in more digital spaces than I expected. I predict that my digital presence in the resident spectrum will further develop with the increase of knowledge and awareness of new technologies, media platforms and digital tools over the next two years. Schryver’s (2013) question in her blog, “Are you the ‘Real You’ online?” causes me to have some deep thoughts about my digital identity. I believe I have been representing my authentic self; however, I also edit my photos because I want to be reasonably presentable in public.  How much editing is acceptable to still show the real you? I think I will continue to define my digital identity throughout this course.  

In the following sections, I will discuss my overall goal and purpose by cultivating digital identity and digital presence, my approach for achieving this goal, strengths and weaknesses, strategies to address the identified knowledge gaps, and KPI (Key Performance Indicator) metric for measures of success.  

Continue reading “My Digital Identity Digital Presence Plan”
Featured

My Technology Use Map

Figure 1

Megan’s Technology Use Map

Note. This figure demonstrates my use of digital technologies and “engagement with the Web” under four quadrants – Visitor, Resident, Personal and Institutional using the resident-visitor typology (White and Le Cornu, 2011).

Reflecting from the map, I realize my internet usage for different software and applications has significantly increased due to covid restrictions and full-time working from home during the last two years. I visualize my use of technology map would be quite vacant few years ago compare to how it looks like today.  

Continue reading “My Technology Use Map”
Featured

Virtual Symposium Reflection April 11-15, 2022

The week of week of Virtual Symposium was a great commencement of the MALAT Program. As a newly joined member of the program, the symposium was a very instructive and mind-blowing space where I can learn from so many professionals, subject matter experts and current students regarding learning and technology. Each of them had an admirable story to share. The openness and the respectfulness of diversity and inclusion was truly recognized.

Continue reading “Virtual Symposium Reflection April 11-15, 2022”
Featured

This is the Time!

I can’t remember how many times I have questioned myself, ” Should I do it?”, “Is this the right time?”, “Can I do it?” Courage plays a tremendous part when hesitation and deferment happen frequently in the work-life balance equation. Here I am! Three weeks into the MALAT Program, and I am still feeling nervous and overwhelmed. At the same time, I am also excited and have no regret in starting this journey at this stage of my life.

Continue reading “This is the Time!”