Is E-Learning a Tool of the Present or a Fantasy for the Future?

Journal for Quality and Participation, The, Winter 2003 by Masie, Elliott

* Business case Missing: One of the blocks to more rapid implementation and integration of e-learning is found in the lack of a strong BUSINESS case in some organizations. I see a lot of strategies that talk about efficiencies achievable in the delivery of training, but lack any gains for the business. We must connect the dots between e-learning and specific business gains. When I interviewed Jack Welch at TechLearn, he kept making the plea for training professionals to talk about their activities in business terms and link them to specific business outcomes.

* Accept Blending and Stop "Dissing" Classroom: If we are to achieve mainstreaming of e-learning, we must stop promoting it by dumping on classroom learning. The reality is that most organizations are implementing some form of blended learning. We should not link e-learning's strengths or weaknesses directly to the classroom experience but rather focus on the individual features and benefits. We should accept blending and see that it fits into a smart and strategic approach to learning and knowledge transfer.

* Diminish the "e": I am starting to believe that we will diminish the use of, or drop the "e" from e-learning before too long. For example, I rarely say that I sent an e-mail to a colleague. I usually say that I sent a note. Likewise I do not participate in e-commerce, but rather I go shopping. The more that we keep the "e" in front of e-learning, the more we separate it from the normal and regular.

2002: What We Expected

The MASIE Center saw 2002 as the year that e-learning had an opportunity to go mainstream! The events of September 11 and the economic uncertainty were expected to drive it toward the mainstream, both through the acceptance of a need for a range of learning delivery systems as well as a more difficult environment for visible new project investment. In many organizations, e-learning could only go forward by integrating itself with traditional training and finding its resources in the business units.

The mainstreaming of e-learning was expected to have some strange effects on the e-learning marketplace. We were expecting to see a greater consolidation of providers and vendors, while at the same time having a wider set of points of contact in organizations. Blended learning, without the brand but with the reality, was expected to grow. This was expected to force us to change how we talked about, promoted, and administered complex learning offerings. We thought we'd see fewer departments and groups with the title of "e-learning" but would see increased patterns of use and acceptance.

2004 Update: What We Think Now

Of course some time has passed, and we've updated our 2002 projection. Here are a few of the changes that we are tracking in the e-learning field as of 2004:

* Context. If content is king, then context is queen! Learners want to hear the context of how content is applied. They want practical examples, best practices, and the reality of day-to-day organizational life.

* Integration. Learning management systems are being integrated into document management systems. Collaboration systems are being integrated into calendars. Performance analytics are becoming integrated into HR systems.