Sustaining Distance Training: Integrating Learning Technologies Into the Fabric of the Enterprise. - multiple brief articles - book review

Training & Development, May, 2001 by Yvon Cote

Editor, Zane L. Berge

It has many names: distance training, distance learning, e-learning, online learning. And, according to Zane Berge in his latest book Sustaining Distance Training, at least one truth: "Training should be just-in-time and just-enough." But the promise of distance learning remains unfulfilled in many organizations. One reason may be that they failed to recognize some key planning and implementation steps, which can make all the difference in sustaining the technology. Thus, Berge's stated goal for his book: "Show organizations how to move beyond the initial phases of setting up a distance training program to making it a part of the strategic planning process."

Many books have been written on distance learning, but I believe Berge is the first author to focus on the element of sustainment. Before your organization makes a large investment and a significant commitment, it should be able to answer this question: "How do organizations sustain efforts in distance training when their goals are more than conducting isolated or sporadic distance training events?" This book will help you get the answer.

The preface provides a synopsis of each chapter, highlighting the companies covered in the book. That's useful for readers who want to focus on the case studies that mirror their situations. Next is a short chapter with a concise paragraph about each case study author and information so readers can contact authors directly.

In the introduction, Berge comments on the evolution of learner and instructor roles and presents a framework that explains how an organization can sustain training at a distance. The second chapter discusses the level of organizational maturity necessary for full e-learning integration, based on a four-stage model Berge developed with D.A. Schreiber. The framework is skeletal and doesn't become meaningful until after you read the case studies. Then, it becomes a straw man against which you can measure your strategic plan.

Before reading this book, I didn't think many enterprises could claim to have reached the sustainment stage. Not so. In three major sections, Berge presents 17 case studies, all containing rich material. An appendix explains how Berge selected those cases from 61 submissions. Corporate case studies of such firms as MCIWorldCom, Nortel, and Hewlett-Packard validate the growth of online learning and help readers judge the reliability and consistency of Berge's conclusions.

The final chapter presents a few general observations about each of these "tools for change":

* Link to organizational goals and objectives.

* Establish a budget.

* Determine functional infrastructure.

* Communicate organization-wide.

* Develop the workforce.

* Revise policies and procedures.

The concluding material provides a good summary, including a checklist of major issues you should consider when forming a strategic plan.

Case studies

Berge's case studies provide valuable insights on planning and dead-end ideas to avoid. The various points give readers an excellent guide from which to develop a strategic plan.

As an e-learning consultant helping large organizations with strategic planning, I found useful tips in each case study. Here are a few examples.

The U.S. Army case study contains innovative approaches for dealing with change in a unique organizational culture. The focus is on shifting from behaviorist to constructivist learning theory--no easy task for an organization comfortable with a hierarchical system. This study covers a range: establishing the need for distance learning, obtaining buy-in, modernizing the infrastructure, and so forth.

The Cap Gemini Ernst & Young case study describes an innovative method for preparing coaches and integrating them into e-learning, and some useful rules of thumb for estimating the cost of courseware development.

The TeleEducation NB case study presents valuable insights for anyone having to implement e-learning in a multilingual environment. This organization has developed several products, such as a bilingual (English-French) "Learning on the Web" manual.

The Reseau INTERACTIVE Network case study presents a fascinating example of a "virtual spherical organization" with a wealth of experience. Its innovative approach to training people how to work at a distance uses the technology as the delivery medium. The RIN "just-in-time and just-enough" model deals with teamwork, socio-managemenr, and emotional preparedness, with useful tips in the form of "training practices." This firm summarized its best practices in "Rapid Application Development (RAD) Practices at RIN," a document for use as a training resource.

Berge's identified target audience includes for-profit, not-for-profit, and government organizations, including the military. He specifically excludes academic institutions, explaining that business and industry professionals view training activities from a sharply different perspective than educators. If you're contemplating a large-scale e-learning implementation, you'll find this book particularly useful for developing related strategic plans. I'd recommend it highly to my colleagues.