Dr. Stacey Boyle is the CEO and Chief People Planner at Smarter People Planning.  She is recognized as a thought leader and expert in delivering human capital measurement solutions. She has over over 20 years’ experience with a focus on learning and development.  Dr. Boyle has served as the VP, Client Services at Vestrics, a predictive an...alytics company, where she designed, executed and delivered large strategic predictive analytics projects for corporate, government, and non-profit customers. As the VP, Research and Advisor Services for MediaTec Publishing Inc. she conceptualized, designed, and executed LearningElite benchmarking program recognizing world-class learning & development organizations. Dr. Boyle was VP, Client Services at Element K and director of blended learning services at SkillSoft. Additionally, she served as a practice director for Thomson NETg’s evaluation services. During her career, Boyle has served as a program evaluator for the National Aeronautics and Space Administration; a training evaluator for Andersen Consulting (Accenture); and a director of training for Platinum Technology (Computer Associates). She has taught a variety of courses, such as advanced statistical concepts, tests and measurement, and introduction to psychology. Boyle has numerous publications in the area of workplace learning. She holds a B.A. in psychology, an M.S. in psychometry and a Ph.D. in educational research and evaluation from Oklahoma State University. More

ALL MODELS ARE WRONG!

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In 1976 a statistician, George Box, stated “All models are wrong, but some are useful."

So, what does this mean? It means that a model is only a representation or simplification of reality. If it were reality, it would be reality and not a model. The amount of model “wrongness” is a matter of degree. The real question is, how wrong do they have to be to not be useful. Put another way, how well does the model reflect reality? For some models we may never really know how closely they reflect reality, and for some we have a pretty darn good idea. For instance, remember when the Google map cartographers had it all wrong and the Google map app kept sending people in the wrong direction? Those models were so wrong they weren’t useful.

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L&D Evaluation Belief #4: We can’t understand the why behind the results

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This post is part of a series on beliefs about social experimentation; if you missed the first post, start at the beginning of the series here.

Belief 4:

Evaluation findings are of little value because the “black box” just reveals that an intervention is effective or not, but nothing about why.

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L&D Evaluation Belief #3: Social experiments lack external validity

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This post is part of a series on beliefs about social experimentation; if you missed the first post, start at the beginning of the series here.

Belief 3:
Social experiments sacrifice external validity (i.e., outside the study; findings can be generalized to other interventions and settings) for internal validity (i.e., inside the study, ensuring the evaluation/research is robust and executed correctly).

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L&D Evaluation Belief #2: You can’t show business impact

Measure Results

This post is part of a series on beliefs about social experimentation; if you missed the first post, start at the beginning of the series

Belief 2:

Evaluations are conducted on L&D interventions that are not able to show impact.

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L&D Evaluation Belief #1: It’s too expensive

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There are many widely held negative beliefs about social experimentation (i.e., L&D evaluation) that limit effective organizational decision making, the ability to generate reliable evidence, and deeply informed insights. There absolutely is some element of truth to the negative beliefs, but I want to weaken these beliefs and arm you with arguments to counter them as you educate your stakeholders and drive smarter decision making.

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Will Uberization and a Gig Economy Drive to 5-Minute L&D Valuations?

As we move to a more Uberized economy, what will this mean for your company? Will Uberization drive the gig economy? Will all of the work be parsed out in gigs?

 

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Data and Decision-Making Requirements

Using verifiable data to make decisions is a valuable business strategy. Research shows that data-driven decision-making (DDDM) increases performance, output, and productivity. Top-performing organizations use analytics 5 times more than lower performers.

 

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PEOPLE SUPPORT WHAT THEY HELP CREATE—3 STEPS

In the 1950s, Richard Beckhard coined the term organizational development. One of his six assumptions about the nature of organizations is that people will support what they help create.

 

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Who Determines Whether You Offer Good Service?

People often study a subject until they can get 100% right on a test of their understanding of the subject. While this is a sensible approach, it turns out that about 10% of the correct answers are comprised of guesswork, short-term memory, and information not fully learned.

 

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L&D Evaluation Belief #1: It’s too expensive

too_expensive

There are many widely held negative beliefs about social experimentation (i.e., L&D evaluation) that limit effective organizational decision making, the ability to generate reliable evidence, and deeply informed insights. There absolutely is some element of truth to the negative beliefs, but I want to weaken these beliefs and arm you with arguments to counter them as you educate your stakeholders and drive smarter decision making.

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Measurement and Analytics: The scary monster under your bed

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The subject of data brings me to the topic that I know makes many of you cringe. It’s ok. You aren’t alone, and you don’t need a mathematics background to overcome your hesitations. First, here are the most common reasons I’ve heard from L&D leaders about why they avoid measurement and evaluation.

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Introducing L&D’s Guide to Winning

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By Stacey Boyle, PhD, and Diana Thomas, MBA

Have you been instructed to be more strategic? Is leadership asking you to show results of learning investments? Are you struggling to build a chain of evidence that shows learning’s impact?

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Is this the right time to revolutionize your L&D?

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There are a number of reasons why it’s time to build your winning L&D organization, but perhaps the biggest is the growing expectation that L&D is a strategic partner to the business. That’s right: it’s expected of you. If it isn’t, if will be. If no one has told you to be more strategic and people in your organization think that a tactical L&D is ideal, you have the biggest opportunity of all. You can do things your way, with the opportunity to build a strategic partnership from scratch. By being proactive, you set the rules of engagement.

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Old Skool Research Supports In-NO-vation

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After reading Dr. Gillis’ blog post In-NO-vation, I had the urge to resurrect my 1995 doctoral dissertation: The Relationship between Psychosocial Development and Divergent Production in Older Adults. Just academic words for the relationship between human development (measured as psychosocial development) and creativity (measured as divergent thinking) of adults aged 50+. So, what did I find back in the day? Overall, I found that there was no relationship between human psychosocial development, in aggregate, and creativity, but at certain stages of development, there are significant relationships.  

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What Does Being Strategic Look Like?

What Does Being Strategic Look Like?

In Diana Thomas‘ CLO article, What Does Being Strategic Look Like?, she states that there are four key behaviors of strategic leaders:

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From: Your Global CEOs—Here’s What Really Keeps Us Up at Night

From: Your Global CEOs—Here’s What Really Keeps Us Up at Night

This year PwC released their 20th Global CEO Survey. They share insights from 1,379 CEOs from 79 countries revealing issues such as competing in the age of divergence, managing man and machine, gaining connectivity without losing trust, and making globalization work for all.

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Step 7: Make Smarter Decisions by Checking our Egocentrism

Step 7: Make Smarter Decisions by Checking our Egocentrism

Decisions have to be sound and implemented effectively. Decision-making success is a function of decision quality and implementation. One cognitive bias trap we fall into is called egocentrism bias. This type of bias is when we assign more credit to ourselves for an outcome than an outside party would attribute. For example, “I deserve the bonus this month more than the others on my team because I worked harder.” We put too much emphasis on our own actions. Another form of egocentrism is attributing more blame to ourselves than an outside party would attribute.

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Step 6: Make Smarter Decisions without Hindsight Bias

Step 6: Make Smarter Decisions without Hindsight Bias

The hindsight bias, or the “we knew it all along” phenomenon, says that when more time passes, the more likely we are to think we could have predicted the eventual outcome. After an event occurs, we feel we knew what was going to happen. Much like when you ‘re not surprised when a glass falls off the table after you saw it sitting on the edge. Our hindsight bias can lead us to believe that an eventual outcome was more predictable than it actually was. We have a tendency to oversimplify the cause and effect. The problem with hindsight bias is that it makes us believe that we can predict future outcomes, which can lead to overconfidence in unknown outcomes.

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Who’s At the Table? Apparently Not L&D!

Who’s At the Table? Apparently Not L&D!

In PwC’s article – Who’s at the table? The C-suite and 20 years of change, there is no specific mention of a Chief Human Resources Officer (CHRO), Chief Talent Development Officer (CTDO), or Chief Learning Officer (CLO) “at the table” in the past, present and future. We all know that HR in some form is usually “at the table,” but, as usual, Learning & Development is not even in the equation. Maybe in the future when the CEO orchestrates an ecosystem of expert leaders, L&D will finally be recognized for the value we bring. The reason I find the list of “usual suspects” interesting is because the 2014 and 2016 CEO surveys revealed that skilled & competent talent are a CLO strategic need to drive innovation and to create the competitive edge. If competent talent is such a need why isn’t L&D at the table?

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Step 5: Make Smarter Decisions by Avoiding Illusory Correlations

Step 5: Make Smarter Decisions by Avoiding Illusory Correlations
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Do you know how stereotypes are formulated? It’s through an illusory correlation. People have a tendency to jump to conclusions about the relationship between two variables, even when no causal relationship exists. All jocks are dumb, women are not as smart as men, blonde-haired women are unintelligent...you know where this is going. Yes, these relationships may be true in some instances, but not for the majority. This mental error leads to poor decision-making.

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