Code of Conduct – Code Ninja version

Code of Conduct – Code Ninja version

Welcome aboard. Here’s a project for you.

When I first joined this organisation I’m with, one of the first tasks I was given was to review the e-learning version of our Code of Conduct (aka. the Code). This project was started by another fellow designer, more senior, they had been in this back and forth with the subject matter expert (SME) for over an year. At some point, the project is parked. It lands on my desk with the instruction, “see what you can do”,  but apparently no high expectations. 

Let’s roll back a little. Code of Conduct, put simply, is the rules of the house. In such a large organisation you have several divisions, branches, units, teams and thousands of employees – and getting SMEs from all business units to agree on what should be included in the learning program proved to be a challenge. After struggling with unclear instructions for months, I asked to see the sponsor. My plan was to get straight to the one leader that would decide whether this project was going any further.

She told me how frustrated she was. The CEO was putting pressure to develop a more updated version and with the project running for over an year, they still had nothing. Feeling like tip-toeing on a mine field, I remind them she did have something, but still chose to bin the project and start another, despite the first being so close to be finished. In a few minutes, we listed the reasons why that project was parked and I asked, “if I address these issues, would you approve the project?”. With that one out, the CEO would be happy, she would tick that box, and employees would have an updated, more engaging version of the training. With a yes for an answer, I thanked them and left, quickly.

Tell me, how much do you already know?

As previously mentioned, the package was almost finished, the original instructional designers had done a great job to put the content together. My job then was to make it more engaging, easier to digest such dry content. The plan was simple:

  1. Check existing knowledge.
  2. Add game elements to the learning program (also referred to as gamification).

For checking existing knowledge, I literally ask right at the beginning: how much do you already know? There are many thousands of employees that work in the organisation for many years, some for decades. Many already know the Code by heart, and forcing them to go over the entire program year after year was not ideal. So, I asked. If you said you already know the Code, you are giving a Code Ninja status and go straight to the scenario-based questions. Get them right and you are good to go. However, if you get one wrong, you revisit the relevant section of the Code. Get two questions wrong, you lose your Code Ninja status and go through the entire content. Fair? I think so, and I was glad they agreed.  

Although there was a lot of work in configuring the new version, such as access to the content, navigation, point system and achievement badges, the bulk of the work was already done. I revamped the look and feel, created an user interface for the game components, fixed the logic and went back to present the new version of the program. Same same, but different. To my luck, and everyone’s relief, the course was approved and published on the same week.

The proof is in the pudding.

In the first quarter after the e-learning program was launched, in May 2019, the report showed the vast majority was satisfied with the new version (98.7% said good or excellent); they thought the knowledge gained would be useful (94.1%) and that they liked the format it was delivered (88.8%). Also, I embedded the satisfaction survey right in the slide, raising the response rate from average of 7% to a whooping 56%, compared with the previous version.

Yay, happy ending. Good night, you can go now. 

Or can you? Little did I know, this was chapter one for many to come. But that is a story for another post.

assessment for learning

Below, some feedbacks collected through the satisfaction survey.

Time-saving, and very easy to understand.

Anonymous learner

Love the ninja option. So much better for those of us who are well versed in the Code

Anonymous learner

LOVED being able to skip right to the question, the layout and scenarios were also contemporary and attractive. Great job designing this course.

Anonymous learner

This was, by far, the best formatted code of conduct training I have done, awesome that you can skip to the quiz if you want to.

Anonymous learner

Being in learning and development roles throughout my working life, and more recently online learning, I really appreciated and loved this course. It looked modern and relevant, choice of imagery and mix up of the storyboard slide layout was excellent to keep the learner engaged. Even the details of choosing names that reflected a certain age and demographic was perfect. Well done, a pleasure to complete. I wish all Council online courses look at this great. I also loved when I got it right you still provide me the answer, just in case it was a fluke. Well done, loved it!

Anonymous learner - fellow designer apparently :)

Decode the Code

Decode the Code

We’re all in this together.

This would be the third official iteration for the Code of Conduct (“the Code”) e-learning program. Unlike the previous version where you read a story (eg. scenario) and make a choice, a cartoon character will tell you their story and ask you for advice. If you give them good advice, we move on. Give them a less-than-ideal advice and we’ll visit the content of the Code, to remind us of the organisation’s expectations and preferred behaviours. In a way, similar to the classic “choose your own adventure” stories.

There aren’t winners or losers in this training package, yet for every choice you make, the game logic will still grant you points for both good and not so good decisions. The big reward would be the time you will save when collecting more good points. The ‘Code Ninja’ mode, added in the current version, is still present. The program lets you choose whether you want to see the entire content, or just face the scenario-based quiz. This option, in particular, triggered many positive feedbacks. There are thousands of employees that have been working in the organisation for many years and will know the Code by heart. I find it is only fair to respect their existing knowledge and build from there.

The team members you encounter along the course. Each one plays a role in a story they will tell you. You then decide what to make of it, whether the event was “okay” or not, as well as if further action could or should be taken.

Issues that are seldom black and white.

With the characters telling you their story, you don’t have to go through large chunks of text to understand the scenario before making a decision. Plenty of research out there will indicate video can increase engagement and characters can increase relatability. The scenarios deal mostly with grey areas, where there isn’t a 100% right or wrong answer. In this gamified experience, we go for better choices rather than absolutely correct ones.

The rationale behind it? I like to think that workplaces are complex. It is made of people, and people are complex (Cynefin, anyone?). I understand it is more than just that, with governance and its policies, organisation culture and perhaps a management strategy that will not always match the environment needs. However, that is beyond both my reach and the scope for this project. So, what then? After some reasoning, I managed to persuade the subject matter experts (SMEs) to let me “blur the line” between right and wrong answers in some of the scenarios, and score them accordingly. Each time you choose an option that is not the organisation’s preferred one, and yet it is not wrong either, an extra screen will say that, while we respect your choice, there are other ways to handle the issue. You are invited to consider alternatives, yet if you don’t want to, we’ll respect your choice. You still get to proceed and finish the training without any penalty. 

The end of a saga

In the past few years, I’ve been lucky to be involved with some important learning programs, such as Connection and Take-Off, both part of Council’s Leadership Academy, as well as the Code of Conduct. That’s house rules, it’s what we accept and what we don’t. It sets the expected behaviours for every single employee, internal, permanent, part-time and what have you. This version with the character animation would be my third and latest iteration.

For a solid two-ish years, there were many conversations over the content, what and how it should be presented, adjustments, updates, fine-tuning etc. From concept to completion, every stakeholder involved was consulted, most got to play-test the gamified work in progress during production. Every single one of them, including the sponsor, provided a very positive view of the program, in a constant feedback loop we had. All milestones approved with flying colours – except the last, the final sign-off.

This one got stuck for months, before the bomb landed on my desk; the project was canceled, without any explanation. After some digging I learned that the sponsor decided the project wasn’t “serious enough”. Which made us all wonder, what changed? Two years in a loving relationship and then, boom! It’s over… but hey, “it’s not you”.

Classic rational system with complicated strategies, I told myself. Once an executive decision is made, a descriptive process follows and the adoption is enforced top-down, with little to no latitude for interpretation. Efforts are appreciated, support is offered at team level; we vent a little, shake it off and move on. Next?

I just completed the game and loved it! So nice to see something different. some comments from my perspective: I think the goal is clear as there are hidden messages throughout which links back to the Leadership Blueprint behaviours. It’s very easy to navigate (…), and the dashboard is a great idea, as it’s a constant reminder of where you’re at. So clever, well done you.

Penny M.

Senior Learning Designer, A/ Leadership Team leader, BCC

Leadership Academy awareness activity: Connection

Leadership Academy awareness activity: Connection

The new standard

Late 2018, the Council I work for rolled out a new-ish standard guideline for leaders. It’s a blueprint for desired behaviours, meant to help leaders better understand where their capabilities currently sit against Council’s standards, and also each other.

In order to ease leaders into this new system, a few programs have been developed. One of them, is an interactive online activity I developed with the L&D team, aimed mainly at aspiring and team leaders. Middle and executive managers will enjoy the effort and see the value, although they might find the activities too basic for their level.

Story and logic

(A method to the madness)

The Synopsis – You’ve been invited to join Earth’s delegation and represent Council on the most prestigious intergalactic summit in the Open Space. In preparation for attending the summit, you’ll make key decisions that can make or break the project. They will affect the course of history, the outcomes, your performance and have an impact on the people around you. Your job is to lead your team, make positive connections and deliver a world-class presentation.

 

The logic

The overarching story is based on the blueprint’s sub-factors for Connection, one of the capabilities promoted, and all passages and decisions are backed by supported (and expected) behaviours.

During the activity we track two variables, CONNECTION and TIME. They are points you may gain or lose in every decision you make. For instance, at some point you’re given the option to get to know more about your team members. If you choose to do so, you’ll lose time points (time invest). However, connection points may be rewarded.

Based on your score, you’re presented with one of four results, from nailing the project to failing not going to the summit at all. Also, based on performance, 70:20 activities are recommended.

The result

The activity is still new, so it’s early to pull any definitive data out. However, the reports already show we’re off to a good start. The majority of the learners (leaders) enjoyed the overall activity and they find the awareness gained will be useful in their jobs. The feedback rate went up to 46%, that’s far more than any other training we have in-house. Also, importantly, the vast majority (83%) liked the way the activity was presented. 

I’m very excited to participate in this new approach, be able to introduce game based activities to Council and work alongside high caliber learning professionals to bring leaders training that is engaging and fun to play yet serious enough to make it to the official Leadership Academy.