The MUDGE family is on vacation this week. We don’t know that we’ll be able to restrain ourselves from blogging during the entire span, after all the grandMUDGElets go to bed pretty early, but without access to our files, and WindowsLiveWriter, for this week only, when we feel that irresistible urge to blog, we’ll treat blogging like we do (sigh) exercise: we’ll just lie down until the feeling goes away.
But, the Prime Directive of Blogging reads: Thou Shalt Blog Daily! So shalt we.
There’s most read, and then there’s favorite. This is a post which yr (justifiably) humble svt is, regrettably, but not regretfully, not at all humble about.
Blast from the Past!
A post we really, really loved to write, and read, and re-read…
From our early days, originally posted July 28 2007, our first in our series called, over-ambitiously, Web Conferencing Week. The entire group can be found on its own page elsewhere on this site.
WcW003: Web Conferencing Week – Sometimes it’s all about teaching
Web Conferencing Week
As filled with unusualities as was last week, this past week… was not.
The main theme was teaching. We wrote about this facet of my career quite extensively in mm018 and I don’t feel compelled to rehash here. It’s a significant portion of my responsibilities here at HCA (Heart of Corporate America remember, not its real name).
And, like all things everywhere, it either dies or changes. I vote for change.
For more than a year, we’ve been attempting to turn over some of the basic courses to an expert in our division’s training department. To that end I’ve provided annotated course material, one on one instruction, the opportunity to practice. I am this good teacher, right?
It’s been a bust. Last year the explanation was that the designated person didn’t start that year with this goal in her list of goals, and thus was unable to devote the time and attention required to mastering the material.
This year began with this turnover on this person’s the goals list, but after a kick-off meeting in February, and prompt transmission of updated curriculum to answer some concerns, the person has simply not responded to my queries for nearly three months.
I’ve been teaching this material for so long I suppose I have underestimated its challenges. You simultaneously are teaching a collaboration tool while smoothly utilizing that tool to deliver the lessons. And in order to teach effectively, you are attempting to interact with your students using a very limited sensory array, just their voices and whatever of the conference’s tools they are able to begin to understand.
Pretty demanding, upon reflection, and I believe totally overwhelming for the training department’s MIA “expert.”
So, Plan B. Our vendor has a partnership with an organization in the UK that has produced some workmanlike Computer Based Training (CBT) modules that I’ve persuaded our department to purchase on an enterprise basis. These don’t provide the HCA-specific content that so richly fills my curriculum, but as our IT division’s underlying software philosophy is to customize purchased applications as little as possible, the generic CBT should be quite sufficient, at least for the basics.
The idea always was to remove some of the repetitive burden of teaching the “level 100” coursework (originally to a live instructor), leaving the advanced curriculum, as well as individualized instruction for higher level personnel to yours truly.
So, this week: mostly teaching. The scheduled three classes, two of them with that 3:00pm start time (to accommodate West Coast participants, a few of whom, I’m thankful to note, were present) that is supremely wearing on me, as this type of teaching seems to demand an energy level more difficult to tap 7½ hours into my business day.
The week’s one conference facilitation gig (my other public responsibility — and hey, it’s July!) turned out also to be about teaching, although that was not the intention of that meeting’s leader, nor mine.
Arrived at the designated conference room a few minutes earlier than the routine 30-minute lead time called for, to find a dark room, arranged poorly to accommodate my gear, and without a built in projector for the expected live audience, or a speakerphone for the conference.
Then the leader arrived, simultaneously with the caterer with a snack array (odd for an 11:00am meeting), which mystified that leader, who by the way arrived without a portable projector.
Her assistant apparently had misconstrued the purpose and intent of the meeting, which it turned out could have been much more conveniently conducted from the leader’s office, since there was no expected audience in the room; the presentation was meant to be transmitted solely to a conference room at a facility in Massachusetts.
Okay, so I walked down to the nearby Audio-Visual crew office, to request that a technician deliver and install a speakerphone (which had not been ordered by that assistant), and we determined that as it was just the presenter and me that we could forego a projector, and simply sit together at one of the 12 tables in the room and work off of my laptop.
So, with much conversation about the assistant’s misinterpretation of the leader’s instructions, which concluded with my promise to forward said person (a former student, who apparently assumed that she understood web conferencing because she took my course; well in her defense the two of us had lots of popcorn and canned soda available!) a document we created a couple of years ago and which is posted on our website titled “Successful Sametime Conferences,” a checklist which calls out key requirements like projectors and speakerphones.
But as we waited for the 11:00am conference start, the discussion turned to what she does: Corporate Learning and Development, and her group’s increasing need to respond to the globalization of our employer. It is a small measure of the silos permeating HCA that she had no idea of what I do (the teaching part I mean) or how I deliver it. And we’re both part of same broad corporate organization.
Meanwhile, we sat on the phone, and in the web conference, patiently awaiting our Massachusetts audience to join us. 11:00am goes by, 11:05, 11:10, nada.
She gets up and uses the house phone outside the room to contact a different assistant, who phoned back shortly thereafter to report that the HR manager at the other end who had requested the presentation, and had called more than once to confirm that it was on the schedule, had suddenly that morning decided that her team had higher priorities that day and had unilaterally canceled the session, apparently without notifying anyone outside of Massachusetts. Ouch.
And, while my direct customer is not the subject of this next Life Lesson, her customers certainly qualify:
So, a lot of furor for nothing. But, a good outcome, selfishly for me, and perhaps for her organization, since I was told that I will be asked to an upcoming meeting of the Learning and Development management team to discuss my globe-spanning technology (and perhaps more?).
What on earth took them so long?
It’s it for now. Thanks,