Is there any evidence that university-based continued professional development (CPD) fails when trying to develop competencies needed by humanitarian and development professionals? Or, to reframe the question, are traditional brick-and-mortar universities best equipped to support the lifelong learning journeys of people committed to this line of work?

The industry to tackle growing humanitarian and development challenges has expanded rapidly since the mid 1990s, but not nearly as fast as the scope and scale of the problems have spiraled. Professionalization was therefore correctly identified as a major challenge of its own, with over a decade of research led by Catherine Russ and others clearing the rubble to allow the sector to make sense of what needs to be done.

Having presented three online learning approaches, here are three aspects to consider together: What is the cost of developing an online course based on each approach? What is the cost of delivering the course, per learner or per hour? What is the learning efficacy (outcome) that can be expected?

There are myriad approaches to online learning. I’ve selected three. One of them should no longer be recommended. This is the production of information modules that test information recall. In some cases, aware of the limited outcomes using this approach, attempts have been made to encourage reflection or analysis, but then the limitation of the approach leaves the learner with limited or no formative feedback and reductive forms of assessment.

My LSi.io presentation on the foundational knowledge about online learning in the humanitarian context could provide fodder for… an online course. And here are some of the learning objectives that would be included in such a course, together with a mind map showing some of the items addressed by the presentation.

The table below summarizes criteria that you should consider to identify the appropriate approach for your online learning needs.

I’ve just posted on LSi.io a comprehensive (65-minute) presentation intended for humanitarian managers and decision makers working in organizations without prior experience in online or distance learning. It includes numerous practical examples and case studies, as well as a description of the best available learning theory and best practice approaches most appropriate for the humanitarian learning context.

Toby Mundy on books as thick knowledge: “[…] Books have a unique place in our civilisation […] because they are the only medium for thick descriptions of the world that human beings possess. By ‘thick’ description, I mean an extended, detailed, evidence-based, written interpretation of a subject. If you want to write a feature or blog or wikipedia entry, be it about the origins of the first world war; the authoritarian turn in Russia;

“Knowledge is the economy. What used to be the means has today become the end. Knowledge is a river, not a reservoir. A process, not a product. It’s the pipes that matter, because learning is in the network.” – George Siemens  in Knowing Knowledge (2006) Harnessing the proliferation of knowledge systems and the rapid pace of technological change is a key problem for 21st century organizations.

Alan Todd, Founder and CEO, Corp U: Today’s workplace culture is evolving at a break-neck pace as technological advances, shifting demographics, and new economic realities force corporations to reorganize, on average, every seven months. The challenge is real. Fortunately, so are the solutions.

“What is clear is that a learning rich culture will emphasize informal learning and more open learning designs rather than relying only on formal training approaches. The learning infrastructure consists of all of the formal, informal, and incidental activities, systems, and policies that promote individual, team, and organizational learning and knowledge creation.” Source: Watkins, K., 2013. Building a Learning Dashboard. The HR Review 16–21.