HeyJaredInstructional Design Tips
Tom's thoughts on workplace learning and development. I publish two short reads and three long reads a week.
- Indexed issues, last 90 days
- 14
- Latest publication
- Sep 25, 2026
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- Aug 25, 2026
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Reflecting on Synchronous Training Delivery (opens the original)
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In a recent webinar with Andy Lancaster, we talked about distributed teams and the practical pressures pushing many of us towards more asynchronous connection and less time together in a room. One of the points we made was that we sometimes overestimate the value of being there in person; we gather because it feels good, and then we tell ourselves it was the effective choice.When a clip of that conversation went up on LinkedIn, Kurt Ewald Lindley offered a different perspective. Perhaps the pote
Borrowed Insight (opens the original)
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I’ve had a run of conversations with people justifying significant workplace initiatives on the strength of external surveys and reports.The most recent was a programme that ran for several months across the entire business, consumed a substantial budget, and tied up a large part of the people function, with the opportunity cost that implies. Its justification was a Gallup report suggesting this capability would be essential for every business over the next decade, you guessed it, AI literacy! T
But That’s Not Helpful! (opens the original)
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I’m not, generally speaking, a child-friendly person; children are sticky, they touch things they shouldn’t, and they’re often far too loud. That said, they possess something most adults have long since lost, a free-firing imagination of what could be, and this week I had the chance to see it at work when I ran a session for a group of 12 to 14 year olds.The topic was AI, specifically what it is and why they need to be both aware of it and careful around it.Instructional Desi
Agility Requires a Rudder (opens the original)
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Nine times out of ten, when a team brings me in to work on experiment-led design, it isn’t the first thing they’ve tried. Almost all of them will tell me they already adopted an “agile way of working”. What I find is a ship without a rudder: no roadmap, no long-term view, and a to-do list set by whoever shouted loudest in the Monday morning leadership meeting. That’s how a function ends up spending all of its time firefighting and none of it improving organisation-wide performance.Change is cons
Observation in Distributed Teams (opens the original)
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I talk about observation a lot, and about how important it is; the biggest challenge to it now is the number of distributed teams, whether people are working from home or spread out across the world. Observing from a distance is difficult, and it has led to some poor practices creeping in.Covert surveillance of employees is more prevalent than it used to be, and it’s particularly disturbing for people who work from home, because it indicates a surprising willingness for invasive workplace practi
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