We’ve all been there: You’ve spent months designing a major learning rollout or change initiative. You’ve aligned with leaders, planned communications, built content, and prepped managers. Then the program goes live, and things don’t go quite as planned. Engagement is lower than expected, adoption lags, or unexpected resistance surfaces from corners you hadn’t considered. Sometimes, team members struggle because of insufficient training, unclear processes, or competing priorities that weren’t visible during planning.

What if you could uncover those blind spots before your initiative went live?

Enter red teaming, a strategic process borrowed from the military and intelligence fields that helps teams pressure-test their plans, challenge assumptions, and strengthen their approach. While it’s a familiar concept in cybersecurity and strategic planning, it’s still largely untapped in learning and development (L&D) and change management, two fields that would benefit tremendously from its mindset.

I’ve used red teaming on several large-scale projects, and the outcomes have been consistently powerful: better stakeholder alignment, smarter implementation strategies, and stronger confidence from both leaders and team members. Red teaming didn’t just make the plans better; it made the teams better.

What is red teaming?

At its core, red teaming is about thinking like an adversary—not to defeat your own plan, but to improve it.

The approach originated in military strategy, where “red teams” simulate enemy tactics to expose weaknesses in operations or decision-making. Over time, industries such as cybersecurity, finance, and business strategy adopted it to test resilience before launching critical initiatives.

In a red teaming exercise, a designated group called the red team challenges the assumptions, strategies, and blind spots of the main project team, often called the blue team. The goal isn’t to criticize, but to illuminate—to uncover what the core team might have missed because of overconfidence, groupthink, or simply being too close to the work.

Applied to learning and change management, red teaming becomes a powerful tool for anticipating resistance, improving clarity, and building adaptability into your plans before going live.

Why red teaming matters in learning & change

Learning and change professionals are already in the business of influence. We design experiences that shift mindsets, behaviors, and culture. But even the best-planned initiatives can fail when they collide with the messy reality of organizational life.

Here are a few common challenges where red teaming makes a difference:

• Assumptions about readiness: We assume team members are motivated, leaders are aligned, or technology will work smoothly until we discover otherwise.
• Hidden resistance: Some team members may quietly question the “why” behind a change, but their concerns never reach the project team.
• Communication gaps: Messages that sound clear to us may not resonate across levels, regions, or roles.
• Blind spots in culture: A plan that fits the organizational chart might not fit the organizational climate.

Red teaming helps expose these realities before they derail your initiative. It gives voice to the skeptics, the quiet resistors, and the “what if” thinkers. When you build this challenge process into your project cycle, you’re not inviting conflict, you’re building resilience.

One of my most successful projects involved introducing red teaming during a compliance rollout. The initiative aimed to correct long-misinterpreted system issues that had caused team members to collect inaccurate data for years. Because the change would significantly impact how both sales and operations teams worked, we formed a red team of 20 people—16 team members from sales and operations, and 4 leaders from those same functions.

Their diverse perspectives were invaluable. The red team surfaced issues we hadn’t fully considered: communication gaps between field and corporate teams, training content that didn’t reflect real-world workflows, and dependencies that could have delayed adoption. They also helped refine the messaging so it resonated more effectively with frontline teams.

By addressing those insights before going live, we achieved faster adoption, higher accuracy in data collection, and stronger confidence among leaders and team members. The process didn’t just improve the plan—it deepened ownership across the organization.

How to apply red teaming in your work

Red teaming doesn’t have to be complicated or formal. You can adapt it to fit any project, from a new learning curriculum to a multi-phase change initiative. Here’s a simple five-step framework you can start using right away:

1. Frame the challenge

Define what you want to test. It could be your change communication plan, training design, or implementation roadmap. The key question: “What do we most need to get right, and what could go wrong?”

Example: We want to ensure our rollout plan for new performance tools will be understood, adopted, and supported by managers.

2. Assemble a red team

Select a small, diverse group of people who can think critically and aren’t afraid to ask tough questions. They might include internal skeptics, frontline team members, or even external partners. Diversity of perspective is what makes the red team valuable.

 Tip: Choose members who represent the people most affected by your initiative, not just senior voices.

3. Set the ground rules

Psychological safety is essential. The red team must understand that their role is to challenge ideas, not individuals. Clarify that this process is about learning, not judgment.

Sample ground rule: Assume positive intent. Our goal is to make the plan stronger, not to win an argument.

4. Run the simulation

Give the red team access to your plan, then ask them to stress test it. Encourage them to look for gaps, unrealistic assumptions, or unintended consequences.

This can take many forms:

• Scenario testing: What happens if adoption is 30% lower than projected?
• Role-playing resistant stakeholders
• Reviewing communications for clarity and tone
• Identifying risks or dependencies that might derail timelines

5. Debrief & integrate insights

After the red team exercise, capture key findings and discuss how to adjust your approach. Often, the most valuable outcome isn’t just the fixes, it’s the conversation that happens when people see their plan through a different lens.

Be sure to share what you learned with stakeholders and document how the red team’s input strengthened your plan. This builds credibility and shows that your process values critical thinking.

The benefits go beyond the plan

When you integrate red teaming into learning and change work, the value extends far beyond problem detection. You also cultivate:

• Stronger stakeholder buy-in, because your plan has already been tested from multiple perspectives.
• Higher team confidence, because you’ve proactively explored potential risks.
• Greater agility, because red teaming teaches teams to pivot faster when real challenges arise.
• A learning culture, because you model curiosity, humility, and openness to feedback.

In one organization I worked with, leaders initially viewed red teaming as an unnecessary step until they saw how it exposed critical misalignment between the change narrative and team-member sentiment. Adjusting those narratives early saved time, money, and credibility later.

Making red teaming a habit

Red teaming works best when it becomes part of your regular project rhythm, not a one-time event. Consider building it into:

• Major initiative checkpoints, such as before going live
• Learning design reviews for large programs
• Change readiness assessments
• Stakeholder communication planning

Even a short, two-hour red team session can yield insights that reshape your approach. Over time, your teams become more comfortable inviting challenge, and that’s when innovation really thrives.

Final thoughts

Red teaming doesn’t replace traditional project reviews or stakeholder feedback, it enhances them. It injects a level of rigor, curiosity, and humility that helps learning and change professionals avoid blind spots and make smarter decisions.

At its heart, red teaming is about practicing what we preach: continuous learning, perspective-taking, and growth through constructive challenge.

So, the next time you’re preparing to take a major learning or change initiative live, pause and ask yourself: Who’s testing our plan before the world does?

Because when you think like an adversary, you become your project’s best ally.

Dig deeper

Explore the trends and challenges that the new year will bring to L&D in our 2026 Strategies & Trends online conference, December 3‒4, 2025. Learn to ‘Red Team’ your training with Kelly Shambaugh! You’ll also:

• Uncover strategies for elevating your virtual training
• Gain insights into why and how to transform your organization to a skills focus
• Learn the value of critical thinking and curiosity
• Dig into agentic AI
• Highlight the benefits of moving at the ‘speed of business’
• And learn from a panel of dynamic leaders what else to expect in 2026!  

Register today!

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The post Think Like an Adversary: Using Red Teaming to Strengthen Learning & Change Strategies appeared first on Learning Guild.

Imagine a spotlight on a stage, illuminating a lone figure. This is not just any performer entertaining a crowd. Rather it is an instructional designer in the digital learning arena. The instructional designer has many roles and tasks in a company, like a professional juggler who must keep balls in seamless motion in the air: content, assessments, technology, learner needs, tasks, and deadlines. They strive to not only design engaging learning experiences but also ensure the entire project does not come crashing down.
This article explores how this multifaceted skill set within companies uniquely qualifies instructional designers to manage eLearning projects, offering strategies to master the common challenges of evolving content, subject matter expert collaboration, project complexity, and shifting deadlines.

Project crossroads

Instructional designers stand at the crossroads of andragogy, technology, and communication within organizations. As is to be expected, this unique position makes them ideal candidates for project management, particularly where resources are limited or roles overlap. Instructional designers understand both learning goals and production realities, enabling them to create realistic project plans. It has also become increasingly common for instructional designers to work with multiple groups in companies such as technical teams, multimedia creators, subject matter experts (SMEs), and clients. Therefore, beneath the surface of a finished project lies a complex web of interconnected tasks and collaborative efforts that instructional designers manage.

The management of all the moving pieces in projects typically involves popular project management models, such as a sequential approach to completing tasks or the waterfall model, an agile approach that focuses on flexibility and adaptation, a hybrid approach that combines the waterfall and agile models, or systematic approaches that emphasize planning and organization to ensure project objectives are met.

Although each project management model has a few elements in common such as breaking down projects into manageable stages, continuous engagement with colleagues and clients, goal orientation, adaptability, or documentation and planning, the unique circumstances of each project dictate the choice of methodology to ensure that resources, timelines, and stakeholder expectations are effectively managed and achieve successful outcomes.

Evolving content

Instructional designers should view the evolving nature of eLearning development as an opportunity to enhance the quality of the learning experience. As content evolves and priorities shift, new insights and goals emerge. Importantly, successful teams embrace these changes, which occur throughout a project’s lifecycle—rather than resist them. External factors such as new textbook editions, updated policies, or emerging protocols and laws drive content evolution.

The inevitability of change, therefore, presents a unique opportunity for instructional designers to ensure educational experiences remain comprehensive and current. By adapting to these changes instead of minimizing their impact, instructional designers can create learning experiences that are not only relevant and grounded in real-world contexts but also require fewer revisions and less maintenance over time.

Managing the SME dilemma

Subject matter experts (SMEs) are vital to eLearning projects because they provide accurate, authoritative content and contextualize information with real-world scenarios. However, sometimes instructional design teams and SMEs engage in a power struggle over who is in charge of specific elements in the educational experience for the learners.

To effectively collaborate with SMEs, it is important to treat them as partners by respecting their expertise and acknowledging their time constraints. Strategies for better SME collaboration include:

• Setting clear expectations and roles from the start
• Using structured templates
• Reframing or adapting their input to suit the learner’s perspective
• Keeping meetings brief and action oriented.

These strategies optimize SME contributions, ensuring high-quality and improving relationships. Never should SMEs simply be ignored because they are not considered educational experts. Rather when respect is given to SMEs by instructional design teams, the result is an effective educational experience for learners.

Project complexity

Managing complexity in eLearning projects requires balancing instructional design practices and strategies with multimedia, interactive learning assets, accessibility, platform constraints, learning tools, and a diversity of content and assessments. To manage this complexity, instructional designers must continuously strive to keep organized.

Indeed, many instructional designers tend to create some type of project management system to track their progress and achieve goals. Recently, project management software such as Click Up or Trello have increased in popularity. However, the recognition that project management software may actually hinder progress rather than simply track it usually occurs when the software’s complexity outweighs its benefits. Complex project management tools can demand considerable time and resources for teams to master and frequently update, potentially slowing project momentum and even leading to frustration, especially if the team members have to spend more time managing the project than actually working on the project itself!

This is particularly relevant in eLearning projects that involve SMEs and various groups in an organization across different locations and time zones. To mitigate this challenge, instructional designers should select software that aligns with specific eLearning objectives and offers an intuitive and simple interface to minimize training time and make tracking updates less time-consuming. The best piece of advice is to keep task and project tracking simple. Maintaining simplicity often leads to a better finished product while complexity dilutes clarity and causes confusion among teams.

Shifting deadlines

Risk management is a vital component of project management, often requiring the adjustment of deadlines to address unforeseen challenges. While “risk management” might evoke thoughts of catastrophic failures, experienced instructional design teams recognize that adjusting timelines is crucial for setting realistic expectations, enhancing project outcomes, reducing stress, and allowing flexibility in response to unexpected changes. Fixed deadlines that ignore project dynamics can lead to failures or costly errors.

Instructional designers should align timelines with project complexity to improve productivity and quality, resulting in fewer revisions in the future. Additionally, AI tools can offer data-driven insights to support deadline adjustments, enabling more informed decision-making and improved project outcomes.

Conclusion

Instructional designers are pivotal in navigating the complexities of eLearning projects. Their ability to juggle content, technology, and learner needs uniquely positions them to manage eLearning projects in companies. By embracing change, collaborating effectively with SMEs, and keeping projects organized, instructional designers ensure educational experiences remain relevant and impactful. The pedagogical insight and technological experience that instructional designers bring to companies not only enhances learning experiences but also leads to innovation. As instructional designers continue to adapt and lead, their role will remain essential in shaping the future of eLearning.

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The post Why Instructional Designers Are Natural Project Managers appeared first on Learning Guild.

Can AI really make learning stick and be fun? Let’s put technology to the test and see how might this work in action.

Imagine you have a complex task or topic you need to understand, but you’re short on time for extensive reading. My experience with NotebookLM and Gemini 2.5 Pro offer a way to streamline this process. I have found it to be this combination to be the ultimate tool for understanding things.

Gemini 2.5 Pro is noted for being faster, smarter, powerful, and particularly strong in its coding ability using canvas mode. To me the best part is that it’s free to use.

By combining NotebookLM for gathering, processing, and structuring information from sources with Gemini 2.5 Pro for transforming that information into actionable outputs like visualizations and interactive tools, you can significantly cut down on research time and uncover deeper insights.

This outlines a practical approach a person might take:

1. Curate your learning sources in NotebookLM

The workflow begins in NotebookLM by collecting your study materials. You create a new notebook for your project.

NotebookLM has a Discover Sources feature that allows you to input your research topic. It searches for and suggests relevant and credible top articles, videos, PDFs, and other content.

The system is designed to prioritize authoritative sources from reputable brands and find credible materials. You can refine searches by specifying source types like YouTube videos, content from consulting firms, specific brands, or file formats like PDF.

After reviewing suggestions, you can deselect unsuitable sources and import the desired ones, ensuring successful import. You can also manually add sources like links to websites or YouTube videos, upload files like PDFs or Google Docs, or paste text directly into the notebook. This allows you to bring in external information or your own internal notes, thoughts, or journal entries as source material.

NotebookLM can even process complex information embedded in images and slides, such as diagrams, charts, and photographs.

2. Generate an audio overview

Once sources are imported, a unique feature is the ability to generate an audio overview. NotebookLM can create a personalized podcast conversation between two knowledgeable hosts based on the content of your sources.

This is particularly helpful for those who prefer to learn by listening rather than reading. It provides a kind of superficial surface-level survey of the landscape, helping you understand the relevant topics and even figure out what questions to ask next.

This conversation can be generated from both external sources like articles and videos, or internal sources like your personal journal entries.

Listening to a conversation about your own reflections can offer an interesting, objective, outsider perspective on your life or experiences, serving as a powerful tool for personal growth.

You can even enter an interactive mode to join the conversation yourself and interject new information or ask for adjustments, such as tailoring travel plans for a family with young kids. The AI-generated conversation is designed to be realistic and customized based on your instructions.

You can download the audio file if needed for later steps.

3. Explore & structure information within NotebookLM

Beyond listening, NotebookLM offers several ways to engage with your sources.

You can use the chat panel to ask specific questions about the content. A key feature for ensuring trustworthiness is source grounding and inline citations.

When NotebookLM provides an answer, it includes little numbers that, when clicked, take you directly to the exact part of the original source the information came from. This helps you verify the AI’s responses and combat hallucination.

You can also generate structured documents based on your sources, such as a Study Guide, a briefing document, an FAQ, or a timeline. These pre-made options help organize the information from your sources into useful formats.

As you interact with the AI and get valuable answers or insights, you can click a “save to note” button. These notes are collected in the Studio panel and act like the final output or the “gems” you want to take away from your research, creating almost a repository of evergreen insights.

NotebookLM’s ability to handle a massive amount of source material is enabled by its expanded context window. It can process millions of words across numerous sources simultaneously. This allows you to point the AI at a large collection of information and let it do the work of finding connections, summarizing, and analyzing, freeing you from needing to meticulously read and organize everything yourself. This expanded memory is likened to a great teacher who can follow the thread of a topic, reference past conversations, and help plan your learning journey.

4. Visualize concepts with a mind map

Another powerful feature in NotebookLM is the ability to instantly create a visual mind map based on the content of your imported sources. This map gives you a holistic visual overview of how different concepts are interconnected within your topic.

You click the mind map feature to generate it, and nodes can often be expanded to reveal further related concepts. Clicking on a node can sometimes take you back to the relevant source material or prompt NotebookLM to provide more detail about that specific concept. This offers a structured way to explore the subject matter. The mind map can be downloaded as an image (like a PNG) for external use, such as in the next step.

5. Transform insights into interactive resources using Gemini 2.5 Pro Canvas

This is where Gemini 2.5 Pro, particularly in its canvas mode, becomes a powerful execution engine, especially for those without coding skills.

Create interactive learning quizzes

Based on the structured information or even the raw content from your NotebookLM sources, you can generate interactive quizzes.

Copy the relevant text from NotebookLM, open Gemini 2.5 Pro in canvas mode (available via the Gemini app or Google AI Studio), paste the text, and prompt Gemini to turn it into interactive learning quizzes.

Gemini can quickly generate fully functional quizzes, often structured by modules that align with how you might have organized information in NotebookLM. These can be shared via a canvas link, allowing others to access and use them in a web browser.

However, for full functionality, especially features like export buttons, it might be necessary to copy the generated code and run it locally or in a hosted environment, as Google may block the execution of some code directly from the canvas link.

Transform mind maps into interactive topic cluster visualizations

You can take the mind map generated in NotebookLM and create a more interactive visualization in Gemini 2.5 Pro.

Generate the mind map in NotebookLM, expand nodes for detail, and download it as an image file. Then, in Gemini 2.5 Pro within Google AI Studio, upload the mind map image. Add a prompt asking Gemini to build a topic cluster visualization using the mind map, showing how concepts are related within your topic.

Gemini can process the image and prompt to build an interactive concept map, showing key pillars and their interconnections. This visualization can be applied to any topic and can also be shared with others via its unique canvas URL.

Build product prototypes or landing pages

Another use case involves researching market needs, exploring pain points, features, or competitor strategies in NotebookLM and then using those insights to guide Gemini 2.5 Pro in generating code for functional product prototypes or landing pages.

You’d research the relevant information in NotebookLM (using Discover Sources for trends, user feedback forums, competitor analysis, etc., and uploading your own research data), ask NotebookLM to synthesize the key findings (e.g., unmet needs, requested features, language patterns), copy the summary, and paste it into Gemini 2.5 Pro canvas.

You can then prompt Gemini to build a prototype or landing page, providing design inspiration (like a screenshot) and instructing it to incorporate the specific insights from NotebookLM into the design, features, and messaging. This allows you to quickly transform research findings into functional mock-ups.

Convert audio to script and generate new audio

The audio overview generated in NotebookLM can be downloaded. You can then upload this audio file into Google AI Studio with Gemini 2.5 Pro to extract a full transcript. This works for any audio file or even YouTube videos.

Once you have the transcript, you can prompt Gemini to repurpose it, for example, converting a two-person podcast transcript into a first-person script for a single host. You can then copy this script and use a feature like Stream Realtime in AI Studio to have an AI voice read the script aloud, creating a ready-to-use audio file.

6. Optional collaboration & advanced features (NotebookLM Plus)

For those of you working in teams or needing higher limits, NotebookLM offers a paid tier called NotebookLM Plus. This version may provide an even larger context window, higher usage limits for features like audio overviews and notebook creation, and chat modes that allow you to assign specific personalities or roles to the AI (like an analyst or guide) or define your own custom persona.

Crucially for teams, the Plus version enables collaboration, allowing you to share entire notebooks, including sources and saved notes, or share a chat-only version, enabling others to interact with the custom AI you’ve set up via a shareable link using their own free NotebookLM account.

A powerful solution

In summary, I have found that this integrated workflow leverages NotebookLM’s strengths in credible source discovery, information processing, concept mapping, and structuring information with Gemini 2.5 Pro’s power in execution, coding, and visualization.

It moves from understanding source material through audio overviews and mind maps to transforming those insights into interactive learning materials, visualizations, and even code for web elements, aiming to facilitate a more structured, efficient, and engaging approach to learning, research, and knowledge creation. The emphasis on NotebookLM’s ability to curate quality sources ensures that the powerful capabilities of Gemini 2.5 Pro are applied to reliable information. 

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As someone who has been deeply involved in the field of learning and development (L&D), I’ve witnessed firsthand the pivotal role it plays in driving organizational transformation. It’s a complex and multifaceted process that requires strategic planning, effective communication, and a deep understanding of the company’s culture and goals. L&D plays a key role in enabling this change, though it also comes with its own unique set of challenges.

Understanding the scope of transformation

The first challenge in assisting organizational transformation is understanding the scope and scale of the change. Transformation can range from minor adjustments in processes to complete overhauls of the company’s structure and strategy. L&D professionals must have a clear understanding of the transformation goals to design and implement effective learning programs that align with these objectives.

Aligning learning programs with business goals

Another significant challenge is ensuring that learning programs are aligned with the business goals of the transformation. This requires close collaboration with leadership and other departments to identify the skills and knowledge needed to support the transformation. L&D professionals must be able to translate these needs into actionable learning initiatives that drive the desired outcomes.

Engaging employees in the transformation process

Employee engagement is crucial for the success of any organizational transformation. L&D professionals face the challenge of creating learning programs that not only educate employees about the changes but also motivate and inspire them to embrace the transformation. This involves designing interactive and engaging learning experiences that resonate with employees and address their concerns and questions.

Managing resistance to change

Resistance to change is a common challenge in organizational transformation. L&D professionals must be equipped to handle this resistance by providing support and resources to help employees navigate the changes. This includes offering training on change management, creating open channels for communication, and fostering a culture of continuous learning and adaptability.

Measuring the impact of learning programs

Finally, measuring the impact of learning programs on the success of the transformation is a critical challenge. L&D professionals need to establish clear metrics and evaluation methods to assess the effectiveness of their initiatives. This involves collecting and analyzing data on employee performance, engagement, and overall business outcomes to determine the ROI of the learning programs.

Examples of successful transformations

Several organizations have successfully navigated transformation with the help of robust L&D initiatives:

• Warner Bros. Discovery underwent a significant transformation in their learning strategy, focusing on delivering career value during the organizational shift. Their approach included flexible, adaptable, and globally consistent learning solutions
• Deloitte Global Audit & Assurance (A&A) Learning transformed its operating model in 2023, implementing an effective measurement framework to elevate their learning strategy
• APi Group built business acumen using Zodiak®: The Game of Business Finance and Strategy, fostering a culture of accountability and driving organizational results
• Living Spaces created a culture of learning and performance by prioritizing personalized learning experiences, collaborative knowledge sharing, and measurable performance improvements

Common pitfalls in organizational transformation

Despite the best efforts, organizational transformation can encounter several pitfalls that hinder progress:

• Lack of clear objectives: Without well-defined goals, transformation efforts can become directionless and fail to achieve desired outcomes
• Inadequate stakeholder engagement: Failing to involve key stakeholders can lead to resistance and lack of buy-in, making it difficult to implement changes effectively
• Cultural misalignment: Ignoring the existing organizational culture can result in conflicts and resistance, as employees may struggle to adapt to new ways of working
• Insufficient training: Providing generic training that doesn’t address specific needs can leave employees unprepared for the changes, reducing the effectiveness of the transformation
• Poor communication: Lack of transparent and consistent communication can create confusion and mistrust among employees, undermining the transformation efforts
• Failure to plan for sustainability: Implementing changes without considering long-term sustainability can lead to quick fixes that don’t have a lasting impact

Conclusion

Assisting in organizational transformation through the learning and development function is a challenging yet rewarding endeavor. By understanding the scope of transformation, aligning learning programs with business goals, engaging employees, managing resistance to change, measuring the impact of learning initiatives, and avoiding common pitfalls, L&D professionals can play a pivotal role in driving successful organizational change.

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The post The Role of L&D in Navigating Organizational Transformation appeared first on Learning Guild.

“Stakeholders don’t know whether HR and L&D are worth investing in.”

This candid statement from a good friend, and fellow learning enthusiast, captures a central challenge L&D professionals have faced for decades. Many organizational leaders struggle to see the direct connection between learning initiatives and business outcomes. When budgets tighten, HR and L&D departments are often first on the chopping block—precisely because this connection remains unclear.

In my research and work as an internal learning leader and consultant, I’ve consistently found that alignment is the single factor that differentiates high-performing, mature learning departments from everyone else. As Ingrid Guerra-Lopez wisely notes, “The value of alignment is not in achieving perfection, but having habits and processes in place to make striving for alignment an ongoing practice.”

In this article, I’ll share three powerful alignment tactics I regularly apply in my work that can help us all incrementally move from being a cost center to a strategic organizational asset.

The starting point: Misalignment & missed opportunities

Many learning departments struggle with relevance and with keeping pace with the ever-changing needs and priorities of their business. Additionally, the learning function in the average organization often boasts high learning satisfaction scores, yet participants rarely apply what they learn back on the job.

This disconnect perpetuates the cost-center narrative, due to wasted resources on unused learning, missed opportunities to develop critical capabilities, and growing frustration from business leaders who see learning as a compliance necessity rather than a strategic advantage. To interrupt this cost-center narrative and improve our learning team’s relevance and overall contribution to the organization, we can lean on three simple yet powerful alignment tactics.

Tactic #1: Aligning with core learning value propositions

While you may know Robert Brinkerhoff for being the brain behind the Success Case measurement methodology, he also co-created an equally useful framework, the 6 Learning Value Propositions.  In this framework, he posits that all the varieties of training, learning, and development we create can be categorized into one the following buckets of value.

1. Supporting job performance: Helping employees perform effectively on the job.
2. Providing a talent pipeline: Building competencies to enable a smoother succession of internal employees into higher roles.
3. New strategy execution: Nurturing workplace behaviors to facilitate organizational change and strategies.
4. Emergency performance: Preparing staff to respond to emergency situations, prioritizing safety and damage control.
5. Regulatory requirements: Ensuring personnel are compliant with industry-specific rules and regulations.
6. Staff benefits: Providing access to learning and growth opportunities as a competitive employee advantage.

Anytime I take on a new learning initiative, I first identify which of the six value propositions my initiative aligns with. The benefit of this exercise is creating a common language to speak with my team and stakeholders about the value associated with our investment in learning.

If you are one of the many people who feel like sourcing the business goals and metrics associated with training is like pulling teeth—a very painful process. You’ll be relieved to know that this framework is also very useful to help you easily align your learning initiatives with strategic organizational outcomes—without even asking stakeholders for their input (that comes later).

In Dr. Will Thalheimer’s latest book, The CEO’s Guide to Training, eLearning, and Work, he emphasizes how the learning function (when grounded in the core principles of learning science) actually contributes to the organization’s competitive advantage. Describing the value of our learning initiatives using language that business leaders understand helps us to break out of the historical silos that the learning function often finds itself in. Yet, we must take this alignment tactic one step further to get the full advantage of Brinkerhoff and Brittan-Catlin’s learning value propositions.

Next, we must connect the value proposition for our new learning initiative to specific metrics that matter most to stakeholders. While we could argue there are many metrics that business leaders care about, I believe there are only a handful of organizational metrics that we can or should align our initiatives to.

While data is an incredible asset for guiding our investments in learning, more data is not always more valuable. Below are the organizational metrics that are most relevant for each of our Learning Value Propositions.

1. Supporting job performance: revenue and mission fulfillment
2. Providing a talent pipeline: employee retention and net profit
3. New strategy execution: revenue, mission fulfillment, and market share
4. Emergency performance: net profit
5. Regulatory requirements: net profit
6. Staff benefits: employee retention

Here’s an example of what this alignment tactic might look like in practice. I like to create a sentence that connects the learning initiative to the most relevant learning value proposition and to the most appropriate organizational metric(s). This sentence is then something I present to my learning team and stakeholders and ask for their reaction. This doesn’t need to be a formal presentation. You can simply send your statement in an email and ask if you’ve captured the desired outcomes of the program correctly (or not), and what they’d like you to change before you dive more into the development process.

Example statement: The purpose of our customer service onboarding program is to support job performance, helping our customer service team to perform effectively on the job (insert appropriate key performance indicators if you already know the key performance indicators the team should be accomplishing) and sustain or improve the team’s contribution to organizational revenue.

This simple alignment exercise changes our conversations with stakeholders. Instead of talking about inputs and outputs of learning, that are all costs to the organization, such as time spent in learning, learning completion rates, and satisfaction scores, we started discussing the outcomes and results of learning that contributed to business metrics they cared about.

When you apply this exercise to your list of current learning initiatives, if you find initiatives that are difficult to align with one learning value proposition and the corresponding organizational metrics, it might be an initiative that is costing more to the organization than it contributes.

Tactic #2: Creating alignment through strategic use of data

According to a recent Forbes article describing the value of data literacy and using data to make informed decisions, the benefits for organizations include:   

• A common language among teams and departments
• Increased collaboration
• Increased curiosity, creativity, and innovation
• Cost savings                                                    

These outcomes explain why data literacy distinguishes high-performing, mature organizations from the rest. Organizations that are data literate and consistently use data to make informed decisions are more aligned. Department leaders are aligned. Communication is aligned, and fewer information silos exist. Employee performance is aligned with KPIs. Learning opportunities are aligned with employee and operational performance gaps. Alignment strengthens the contribution L&D makes to the business and individual employees.

Thus, the next tactic we can apply to improve the relevance and value of our learning function is to translate our data into value. While being data literate can mean many things, in its simplest form, data literacy is the ability to use data to make strategic decisions, while being confident that your data is trustworthy (aka accurate).  There are two data practices I use regularly to help me translate my data into value.

Thoughtful data sourcing

Where do you go to get data and insights on the needs and priorities of department leaders? I’ve found that building relationships (or even a team) of inter-departmental leaders is essential to ensure that my sources of data on people problems and opportunities are trustworthy. Before designing any program, I ensure my team partners with the relevant department leaders to understand their needs and priorities.

Building surveys that provide actionable insights

I believe survey fatigue is the direct result of poor survey design. If the surveys we create don’t provide data we can use to take action, they are totally useless. One question has really helped me to refine (and shorten) my surveys. This is not a question we include in our surveys, it is a question we ask for each of the survey questions we create. Pick any multiple-choice question in your survey. Then, imagine that 50% of respondents answered option A. What does that tell you? How will you use this information to improve our program? If the insights you get from this exercise don’t yield actionable insights, either eliminate the question or change it!

Tactic #3: Aligning expectations from the start

Perhaps the most significant change we can make to boost learning alignment is changing how we respond to training requests. This approach is something I learned from my good friend and colleague, Chris Taylor, founder of Actionable.io. Chris suggests that instead of immediately saying “yes” to every request, we say “Yes I’d love to help, and… Can I ask you a couple of questions to kick off the project?”

1. “What do you expect will change after participants complete this program?”
2. “How are the behaviors you want to change aligned with strategic priorities?”
3. “What is the fastest way to facilitate this change?”

This approach to responding to training requests often reveals that that training isn’t always the best solution. In some cases, job aids, mentoring, or workplace environment changes proved more effective. This approach also reveals if our stakeholders really want to invest in behavior change, or if they simply need information to be distributed for compliance purposes. This perspective helps us to invest the proper resources in our initiatives – as information distribution and compliance programs require far less resources than behavior change initiatives.

Conclusion & critical action steps

Alignment isn’t a one-time effort but an ongoing process requiring constant attention and adaptation. By implementing these three alignment tactics, learning professionals can transform how their organizations view and value learning. Instead of being seen as a necessary expense, learning becomes recognized as what it truly is—a strategic asset driving organizational performance and success. The action steps below will help you experience the alignment advantage for yourself!

Aligning with core learning value propositions:

1. Map each learning program to one of the six value propositions
2. Identify which business metrics each value proposition impacts
3. Communicate your learning value proposition to your team and stakeholders and ask them to confirm you’ve accurately captured the results and value the program should provide to the organization
4. Develop processes to maintain alignment as business priorities shift

Creating alignment through strategic use of data:

1. Foster cross-functional collaboration when designing learning solutions
2. Refine measurement approaches to generate actionable insights
3. Implement data triangulation to verify learning outcomes
4. Build data literacy skills across your learning team

Aligning expectations from the start:

1. Determine if behavior change matters to the stakeholder
2. Explore alternative solutions beyond traditional training
3. Set realistic expectations about resources needed for behavior change

Join us at the Learning Leadership Conference & explore data in L&D

Don’t miss Alaina Szlachta’s session, Align Your Learning Strategy with Business Goals, a hands-on 90-minute mastery session—and dozens of other sessions and activities addressing data in L&D, strategic alignment, and much more! The Learning Leadership Conference is October 1-3, 2025, in Orlando Florida. Register today!

Image credit: Anagramm

The post The Alignment Advantage: How Learning Teams Can Drive Strategic Value appeared first on Learning Guild.

No one could have predicted exactly how quickly AI would reshape the learning landscape, but the situation raised a familiar challenge: How do we make smart decisions in a world where priorities shift fast?

That’s where agile experimentation comes in. While it can’t prevent change, it allows L&D teams to move fast, reduce risk, and make better decisions based on real insight, not just assumptions.

A smarter way to learn what works

Agile experimentation offers L&D teams a powerful way to validate ideas before broad implementation. It involves running small, focused tests to gather evidence. This practice allows for rapid iteration, minimizes risk, and ensures that decisions are based on real insights, rather than assumptions.

Take personalized feedback as an example. Before building AI-generated feedback into all learning journeys, a team could test it in a single leadership module. Learners would receive a short AI-generated message after completing a skills exercise. The team could then compare perceived usefulness and emotional tone to human-written feedback or no feedback at all.

By employing quick feedback cycles and low-risk pilots, teams can effectively determine what truly works, leading to significant savings in time, money, and credibility.

Here’s how to do it well.

Start with a strong hypothesis

To design an effective experiment, the first step is knowing what you aim to test. A well-defined hypothesis sharpens this focus to a single, clear idea, such as content, delivery method, or framing. This often takes the form of an “if… then…” statement.

For example, in the personalized feedback pilot, the hypothesis might be “If learners receive immediate, personalized AI-generated feedback, then they will show higher quality skill application in a follow-up task compared to those receiving human or no feedback.”

These hypotheses can be evaluated in contexts such as a pilot group, recurring sessions, or internal communication channels.

Measure what matters

Once a test is underway, rigor matters. That doesn’t mean complex dashboards or advanced analytics; it means being clear about what you’re testing and how you’ll know if it worked.

Use simple, consistent tools like pulse checks, quick polls, or before-and-after snapshots. Define your success measures from the start, and resist the urge to change them mid-test.

Even small experiments can provide credible insights if the data is focused and trusted. Try not to overwhelm stakeholders with too much information. Clarity and consistency go a long way.

In the AI feedback test, success measures could include learner ratings of usefulness and tone, behavior change in a follow-up task, or even preference between human and AI responses.

Bring stakeholders in early

The success of any experiment often hinges on the people around it. Loop in stakeholders from the beginning by sharing what you’re testing, why it matters, and how you will measure success.

This early alignment builds trust, makes the process more transparent, and ensures your findings are more likely to be acted on. Be ready to answer questions about your data and methods. Even if your tools are simple, thoughtful design builds credibility.

One effective way to make stakeholders feel invested is to involve them in the process. For instance, you might include in learning designers and faculty early to review AI feedback drafts. Their reactions will quickly highlight tone, bias, or relevance issues, and shape whether the tool can be trusted at scale. This feedback loop also helps refine AI-generated responses into feedback that learners can actually use.

You’ll also want to build a team of champions. These are individuals who will advocate for your experiment, help remove any roadblocks, and generate enthusiasm. Imagine a manager who sees their team’s engagement soar with a new approach. They can become a powerful champion by spreading the word.

Finally, always be ready to answer questions about your data and methods. Even if your tools are simple, thoughtful design builds credibility.

Navigating common challenges

Even with a clear approach, agile experimentation comes with common challenges:

• Small sample sizes: A limited number of participants can make conclusions unclear. Focus on the direction of results and look for meaningful trends even if they’re not statistically significant. Qualitative feedback can also provide valuable insights.
• Competing priorities: Stakeholders may want to test multiple things at once, which can muddy the outcome. Recommend a clear prioritization, starting with experiments tied to urgent business needs or high-impact areas.
• Pressure for quick results: Stakeholders may expect fast answers, but insight takes time. Set realistic expectations early, and share updates regularly. Visualizing early trends can help manage pressure. In the AI feedback test, even early learner quotes, like, “It felt like someone was cheering me on” or “The feedback was weirdly off” can help build support or highlight red flags before scaling.

Agile experimentation helps L&D teams move forward with clarity and confidence. In a world where priorities shift fast, from metaverse to AI, agile experimentation helps teams stay responsive and focused on what truly works.

By starting small, testing quickly, and using reliable data to guide decisions, teams can reduce risk, adapt to change, and build stronger support. Even with limited resources or pressure for quick results, a focused approach helps uncover what works and what doesn’t without needing perfection.

When experiments are aligned with organizational goals and clearly communicated, they can turn ideas into action and insight into impact.

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The post Unlock Learning Innovation Through Agile Experimentation appeared first on Learning Guild.

Learning platforms have evolved at a significant pace by integrating adaptive learning, AI-driven recommendations, and immersive experiences to engage learners. However, there is one critical issue that goes unnoticed often: quality assurance (QA) and reliability testing in learning technology.

When L&D (learning and development) systems exhibit broken interactions, slow content or failures in accessibility, user engagement plummets. Research has shown that adoption of digital learning drops by up to 60% when platforms exhibit usability issues. Despite this study, a lot of organizations still tend to focus more on the content creation aspect rather than ensuring that the learning experience is of high quality to the end users.

Organizations can leverage test automation, which is widely used in software engineering, to accelerate development of high-quality L&D systems for the customer base. Using this, companies can improve usability, performance, reliability and user engagement. Organizations can create learning experiences that are seamless by embedding QA automation into development life cycles which creates products of best quality.

Why traditional QA fails in learning platforms

Many learning platforms today still rely on manual testing techniques. This comes with several limitations such as limited coverage. It may be impractical to test every possible user flow across different devices. In addition to that, manual testing comes with high maintenance costs. Frequent updates to the application require retesting the content repeatedly, leading to feedback loops that are delayed due to the amount of time it takes to test. Bugs surface only after deployment. This causes user frustration and disengagement leading to decreased user satisfaction.

A modern approach to quality assurance is needed if organizations want to deliver reliable, high quality learning experiences. This can be possible using test automation, AI-driven testing, and continuous integration/DevOps practices.

The role of test automation in learning technology

Test automation enables organizations to identify issues and fix them before users encounter problems. It also ensures that the application is working across devices and browsers. Several aspects of test automation play a vital role in L&D applications success.

Functional testing: Ensuring seamless learning interactions

Functional testing verifies that all the features in the learning platform work as expected. These can be navigation and progress tracking aspects—for which automated scripts can be leveraged—to test if learners can resume courses where they left off without any issues. It can validate interactive assessments, quizzes, and ensure the accuracy of real time scoring accuracy. Functional testing also validates additional workflows such as enrollment and certification, ensuring users receive completion certificates without any failures.

How test automation helps: Thousands of automated test cases can be run in minutes. This ensures that the new platform updates do not break existing workflows.

Performance testing: Can your learning platform handle real world usage?

Thousands of learners can log in simultaneously to attend live training sessions. When a system is not able to handle this performance, bottlenecks occur, and cripple user engagement and completion rates. Scalability testing—in which thousands of concurrent users are simulated into the system—ensures the platform can handle peak traffic. To validate that videos and interactive content is loading without buffering, latency tests can be performed. In addition, cloud based performance monitoring can be implemented to test across different geo-locations and network profiles.

How test automation helps: Learning organizations can simulate large scale traffic by using tools such as JMeter or Gatling. These would help in identifying performance bottlenecks before learners experience delays.

Accessibility testing: Making learning inclusive

Organizations need to comply with 508 and WCAG (Web Content Accessibility Guidelines) to support inclusive learning. Screen reader compatibility for learning content using technologies such as NVDA or JAWS can be automated. Tests can also be created to validate color contrast and keyboard navigation without manual intervention. In addition, features such as closed captions and transcripts can be automated.

How test automation helps: Accessibility tests can be automated. These can be triggered automatically and report compliance issues, reducing manual effort.

API & data integrity testing: Ensuring learning analytics are accurate

Learning analytics are leveraged by organizations to measure customer engagement, course progress, and effectiveness. However, if data is inconsistent, it can mislead decision makers. Tests can be created to automatically ensure that learner progress, quiz scores, and completion rates are recorded correctly in both learning management systems (LMS) and learning record stores (LRS). Using automated tests, data displayed in analytics dashboards can be validated against backend records. In addition, the important aspect of role-based testing can be automated, which is critical to ensuring learner privacy.

How test automation helps: Using automated API testing, organizations can ensure that learning data is able to flow seamlessly across integrated systems without any discrepancies.

How learning organizations can implement test automation

Organizations do not have to perform a complete overhaul in order to integrate test automation into L&D. Organizations can start by selecting the right automation frameworks such as Selenium (for UI testing), JMeter (for performance testing), and Axe (accessibility). Automating critical workflows first would be a great step. In addition, running these tests seamlessly against CICD pipelines will help identify defects early. Organizations can also leverage AI powered automation such as self-healing test automation to reduce script maintenance.

By taking a gradual and strategic approach, organizations can improve their software quality while optimizing test automation efforts in parallel.

The future of QA in learning technology

Learning technology is evolving at a rapid pace using AI-powered adaptive learning and immersive VR training. This requires an equally innovative approach to quality assurance and testing.

Emerging trends in test automation that can help with improving the quality of learning systems include AI driven test generation—where tools can automatically generate test cases—reducing manual effort. Self-healing automation scripts reduce maintenance time and effort. When the tests are seamlessly integrated into DevOps pipelines, learning platforms can be released to end users in full confidence. When organizations prioritize automation in their day-to-day stack, it will create a seamless high quality digital learning experience.

Conclusion: Prioritize quality for impactful learning

The digital learning revolution is not just about the published content. The system needs to be of high quality, accessible and engaging for users. By adopting test automation and the different types of tests suggested in this article, organizations can:

• Reduce technical issues that disrupt end user learning experience
• Ensure learning environments are seamless, inclusive, and scalable
• Improve end user engagement and retention

Remember that the future of L&D does not depend on just what people learn, but how well they experience it. Is your organization ready to accelerate its success by integrating test automation into its strategy?

 Image credit: NicoElNino

The post Beyond Click-Next: How Test Automation Can Revolutionize Learning Technology & Improve User Engagement appeared first on Learning Guild.

The post Agile within Agile for Learning Development: A Hybrid Approach using the SAFe Agile Framework & SAM appeared first on Learning Guild.

You’ve been there before.

You mapped out the perfect route. The plan was solid, every step carefully laid out. The team was prepared, and the destination was clear. Then, the landscape shifted. A key stakeholder left, priorities changed, a new SME joined the team, or new requirements emerged. Suddenly, your well-planned path no longer works, and you’re forced to reroute.

Your project has been waylaid by an onslaught of change.

What if, instead of resisting change, you designed for it from the start? That begins with anticipating the shifts ahead—before they disrupt your project. When you train yourself to recognize early signals of change, you can adjust long before they become roadblocks.

It’s not just about project management tools or Agile frameworks —it’s about designing work that moves with change, rather than fighting against it. An agile mindset and techniques can shape not only how we manage projects but also how we design the work itself. Whether you’re creating learning experiences, leading a business initiative, or launching a product, the way you prepare today determines how smoothly you can adapt when things inevitably shift.

We call it “Design for Change” and it has three components:

1. Seek out the Change
2. Build for the Change
3. Brace for the Change

Spot the terrain: Seek out the change

Most of us only react to change when it forces itself upon us. But what if you had a way to spot the signals of change early, before they disrupted your plans? Successful teams make detecting change part of their regular process, not just a reaction to sudden surprises.

How to approach this

Get the right people on board. Identify key stakeholders, decision-makers, and end users early. This includes the project sponsor, subject matter experts, project manager, and learners. Build strong relationships and frequent communication so that you’re more likely to hear about change and when it happens, you have a built-in supporter.

Solve for business and learner goals. Clearly define why you’re taking on this project. When changes happen, it’s easier to realign when you know the purpose.

Work, release, and evaluate in iterations. Test and refine as you go instead of assuming everything can be planned up front. When you release and test a product or program, you have a built-in opportunity to see what’s changed and use that insight to fuel your next iteration.

Include a contingency. Build in extra time, effort, and resources expecting that something will change. Keep that contingency time at the end of the project—when changes are most difficult to incorporate.

Regularly ask what’s changed. Schedule brief check-ins, even when everything seems stable. Add “What’s changed?” as a regular part of your meeting agendas. Then become a broken record: Every meeting starts with “What’s changed?”

In action

You’re preparing to launch a new product, and your sales team needs training on features, pricing, and positioning. You map out the training plan by collaborating with product managers and marketing. Everything seems on track—until leadership announces last-minute changes. They refine product features, adjust pricing structures, and shift the sales strategy.

Without a plan to handle mid-development changes, you risk delivering outdated content, confusing sales reps, or revising materials at the last minute.

Rather than waiting until training is fully developed to address the shifts, consider these proactive steps:

• Build in extra time, effort, and resources, anticipating that something will change.
• Check in with product teams early to ask, “Are any updates expected before launch?”
• Pilot a minimum viable version to gather early feedback and refine the content before full rollout.

By identifying change early and building flexibility into the development process, you ensure training materials remain accurate, up-to-date, and effective before development even begins. This prevents rework, confusion, and delays.

Lighten the load: Build for the change

Even when we anticipate change, we often overcomplicate our learning designs, making it harder to adjust. Instead of creating rigid structures that break, we need to build flexibility into our projects from the start.

How to approach this

Build lightweight and flexible solutions with modularity in mind. Use flexible learning assets that are easy to update, such as text-based slides, still images, modular content, and job aids. Save the fancy treatment for things that don’t change as often. Design components so updates can happen independently. This allows one part to change without disrupting the entire project.

Delay development on likely-to-change components. If something is uncertain, don’t finalize it too soon. Start your work on the parts that are least likely to change.

Release a minimum viable product (MVP). Start with a simple and functional version of your project. Gather feedback and refine over time instead of aiming for perfection up front.

Create a “wormhole” to live content. Instead of embedding static resources, link to real-time data or web-based updates.

Keep stakeholders informed. A clear project plan ensures that when updates happen, everyone knows what to expect.

In action

As you design your sales enablement program, it’s tempting to create polished product videos and static pitch decks. But if the product team updates a feature, will your materials keep up?

Rather than scrambling to revise content after changes are announced, consider these proactive steps:

• Link to live product documentation so reps always access the latest details.
• Use short and modular training sections to ensure only affected parts need updates.
• Embed real-time dashboards, linking to dynamic reports instead of creating static versions that quickly become outdated.
• Host live expert discussions rather than pre-recording content that may need frequent rework.
• Keep feature overviews high-level, directing sales reps to real-time product resources.

By designing training with built-in flexibility, you ensure training materials stay current and require minimal updates. This eliminates the need for a full redesign whenever changes occur.

Brace for the change: Carry the load with confidence

Managing change isn’t just about adjusting the plan. It’s about preparing yourself and your team to move forward with confidence. A well-prepared team expects shifts and adapts with focus and resilience.

How to approach this

Take care of your team. A strong leader anticipates challenges, plans for the unexpected, and creates an environment where adaptation feels possible. In the face of change, lead with empathy and courage.

Celebrate small wins. Recognize progress even when things are shifting.

Rework schedules to create capacity. When priorities change, adjust timelines instead of adding more work.

De-scope and streamline work. Simplify deliverables by focusing on what truly matters instead of holding onto unnecessary tasks. Eliminate nonessential work so your team can stay focused on priority tasks.

Delegate and outsource. Share the workload. Don’t try to do it all alone.

Make work visible. Transparency in tasks and progress keeps everyone on the same page.

Communicate change as an engaged partner. Clearly explain why changes are happening and what comes next.

In action

Six months after launch, the product team announces a major feature overhaul based on customer feedback. Sales reps need to pivot their messaging—fast. Instead of reacting under pressure, how will you ensure they adjust smoothly? Here’s what you can do:

• Reduce burnout by scheduling “no meeting” blocks. This gives you and your team uninterrupted time to focus on key updates.
• Pause lower-priority training initiatives to focus on critical product updates.
• Update only the most impactful product changes to minimize disruption.
• Host brief sales huddles to ensure reps understand the updates and how to position the product effectively in customer conversations.

By focusing on strategic prioritization, streamlined updates, and clear communication, you and your team adapt seamlessly without disrupting sales performance.

Keep trekking: Look back, move forward

This isn’t about predicting the future—it’s about making it easy to adjust when things don’t go as planned.

At every stage of your next project, ask yourself:

• Am I identifying potential changes by engaging with stakeholders, monitoring shifting priorities, and staying informed about external factors like budget changes or technology updates?
• Have I designed my work to be lightweight, modular, and easy to adjust?
• Is my team equipped with the mindset, tools, and support to navigate change with confidence? Are they ready to pivot when (not if) things shift?

If the answer to any of these is “no,” it’s time to rethink your approach. Take a step back, simplify, and design for change. The best learning solutions are designed for change and built to evolve.

Want to trek farther?

Explore LLAMA resources on our website.

Or, search “LLAMA” in our “All The Things” resource library for more tools and insights.

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The post Design for Change: Because You Know It’s Coming appeared first on Learning Guild.

Here’s a summary of this week’s content:

• How to design inclusive eLearning for all
• AI prompts that can enhance instructional design
• Why working with intention improves productivity
• Tips on engaging learners through live video
• Why performance shortcuts can hinder deep learning

Not All Learners Love Tech: 4 Ways to Create More Inclusive eLearning
Katie Belle Nelson explores how learners’ varying comfort levels with technology can impact engagement and success in eLearning environments. She offers practical strategies for designing inclusive experiences that accommodate diverse digital skills, ensuring all participants can access and benefit from learning opportunities without frustration or disengagement.

7 Useful Prompts for Instructional Designers
Christy Tucker provides a set of AI prompts that support instructional designers in creating more effective learning experiences, from structuring content to improving learner engagement. By leveraging these prompts, designers can streamline their workflow, enhance creativity, and ensure their solutions are both learner-centered and strategically aligned with organizational goals.

How to Work With Greater Intention This Year
Connie Malamed discusses how working with greater intention can enhance focus, productivity, and creativity in professional settings. It offers practical strategies to align daily actions with long-term goals, helping individuals and teams cultivate a more mindful and purpose-driven approach to their work.

Mastering the Art of Live Video: Top Tips for Keeping Learners Engaged
Jennifer Hofmann examines how using live video goes beyond technical skills to create engaging and meaningful connections in virtual environments. The article provides practical techniques to enhance your presence, foster interaction, and ensure your delivery captivates and resonates with audiences, helping you build confidence and effectiveness in online settings.

What’s Good for Performance Often Isn’t Good for Learning
Paul Kirschner explores the tension between optimizing performance and fostering deep learning, highlighting how shortcuts that enhance immediate results can hinder long-term understanding. By examining key differences between performance support and true learning experiences, Kirschner provides actionable insights into designing interventions that balance both needs effectively, ensuring sustainable skill development rather than just quick fixes.

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