Eide Neurolearning Blog: Video Game Training Narrows Spatial Gender Gap
Will at Work Learning: New Research Report on Using Culturally, Linguistically, and Situationally Relevant Scenarios
Research on how to support learning with scenarios that are relevant to the specific situation. Even though this is explicitly about workplace training, the major recommendations could be adapted for instructional design in education contexts too.
Utilize decision-making scenarios. Consider using them not just in a minor role—for example at the end of a section—but integrated into the main narrative of your learning design.
Determine the most important points you want to get across AND the most important situations in which these points are critical. Then, provide extra repetitions spaced over time on these key points and situations.
Can You Teach Diversity and Inclusion? — Chief Learning Officer - CLO Media
Yes, you can, but training alone isn't enough
For diversity and inclusion training to stick, it needs support, reinforcement and a firm foundation in a broader talent management strategy that includes culture, leadership and learning and development.
Ask these questions: Does our culture embrace diversity and inclusion? Do our leaders understand their value to the business and the workforce? Do the organization’s talent management strategies and systems support and enable diversity and inclusion? If not, training would be precipitous because the right support for this type of development is not there.
A Habit-based Approach to Racial Bias | Usable Learning
Summary of research that successfully reduced implicit bias by helping people recognize their bias and establish new habits for behavior. Several strategies are described, including taking others' perspective and using positive counter examples.
Making people aware of their implicit biases doesn’t usually change minds. But here’s what does work | PBS NewsHour
"Discretion elimination" means changing systems to make choices more objective and less subject to the effects of implicit bias. First, you need data to know where the problems are so you know how to change the systems.
And once you know what’s happening, the next step is what I call discretion elimination. This can be applied when people are making decisions that involve subjective judgment about a person. This could be police officers, employers making hiring or promotion decisions, doctors deciding on a patient’s treatment, or teachers making decisions about students’ performance. When those decisions are made with discretion, they are likely to result in unintended disparities. But when those decisions are made based on predetermined, objective criteria that are rigorously applied, they are much less likely to produce disparities.