Visit with Chris DeDe, Harvard University
Chris discussed his Multi-User Virtual Environment (MUVE), in particular, River City.
This ties with the visit with Marc Pensky as it promotes engagement, and learning. The MUVE is in its third generation, and has been demonstrated at a number of middle schools. The question was how to engage the lower third learners that have given up on school.
My question, how to engage the sales team (including the service engineers)?
Chris says there has been a convergence of MUVEs
+ Chat & IM, include artifact sharing
+ Groupware
+ Distributed Learning (military)
+ MUDS, MOOS
+ Video games
+ Massively multi-player online games => this is one direction
River City MUVE experience
+ Artifacts were used
+ Team made up of different talents - this is applicable to the sales team (including engineers) + expert + customer service?
+ Avatars used
+ Teachers were trained - the experts are the facilitators? More thought needed on this.
+ High fidelity, such as video game quality, was found not to be necessary. How much for training the sales team has yet to be determined
The MUVE requires about 2 person months per set (640 manhours). Changes requires about 20% to be changed. The program used is Active World.
Putting this together for sales team training. The best possible training would incorporate the entire sales process. The sales team would be extended to include the internal sales, or those that provide quotes, and samples. The salesperson must be the "quarterback" to give guidance as to his or her expectations. Thus in the end, a well coordinated group is formed. The heart of the training is the salesperson, and then others will come into the picture.
The scenario starts out with salesperson learning how to present the new products, which customer applications are best suited, and close the deal. Internal sales aids in the process by providing the marketing collateral needed, such as samples, and quotations (if applicable). The salesperson is on hand while the engineer makes the installation, and then learns from that experience. At the wrap-up, there should be a lessons learned. The lessons learned could carry through to the next scenario if there are more than one primary application. As a note, in practice, a lessons learned process would be good, and could provide input into the corporate knowledge bank.
As a note, this appears to be one-on-one training. Further thoughts need to evaluate this for larger numbers of participants.
This ties with the visit with Marc Pensky as it promotes engagement, and learning. The MUVE is in its third generation, and has been demonstrated at a number of middle schools. The question was how to engage the lower third learners that have given up on school.
My question, how to engage the sales team (including the service engineers)?
Chris says there has been a convergence of MUVEs
+ Chat & IM, include artifact sharing
+ Groupware
+ Distributed Learning (military)
+ MUDS, MOOS
+ Video games
+ Massively multi-player online games => this is one direction
River City MUVE experience
+ Artifacts were used
+ Team made up of different talents - this is applicable to the sales team (including engineers) + expert + customer service?
+ Avatars used
+ Teachers were trained - the experts are the facilitators? More thought needed on this.
+ High fidelity, such as video game quality, was found not to be necessary. How much for training the sales team has yet to be determined
The MUVE requires about 2 person months per set (640 manhours). Changes requires about 20% to be changed. The program used is Active World.
Putting this together for sales team training. The best possible training would incorporate the entire sales process. The sales team would be extended to include the internal sales, or those that provide quotes, and samples. The salesperson must be the "quarterback" to give guidance as to his or her expectations. Thus in the end, a well coordinated group is formed. The heart of the training is the salesperson, and then others will come into the picture.
The scenario starts out with salesperson learning how to present the new products, which customer applications are best suited, and close the deal. Internal sales aids in the process by providing the marketing collateral needed, such as samples, and quotations (if applicable). The salesperson is on hand while the engineer makes the installation, and then learns from that experience. At the wrap-up, there should be a lessons learned. The lessons learned could carry through to the next scenario if there are more than one primary application. As a note, in practice, a lessons learned process would be good, and could provide input into the corporate knowledge bank.
As a note, this appears to be one-on-one training. Further thoughts need to evaluate this for larger numbers of participants.
posted by Larry O at 23:00
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