{"id":35535,"date":"2026-04-03T17:48:00","date_gmt":"2026-04-03T15:48:00","guid":{"rendered":"https:\/\/dibl.eu\/vi-har-designet-laering-forkert-i-aartier\/"},"modified":"2026-07-02T15:58:00","modified_gmt":"2026-07-02T13:58:00","slug":"vi-har-designet-laering-forkert-i-aartier","status":"publish","type":"post","link":"https:\/\/dibl.eu\/da\/vi-har-designet-laering-forkert-i-aartier\/","title":{"rendered":"Vi har designet l\u00e6ring forkert i \u00e5rtier"},"content":{"rendered":"\n
\n

og det er hverken skaberens eller facilitatorens fejl<\/strong><\/span><\/p>\n<\/blockquote>\n\n

Der er en antagelse s\u00e5 dybt forankret i kompetenceudvikling, at n\u00e6sten ingen stiller sp\u00f8rgsm\u00e5l ved den. Den former, hvordan organisationer designer workshops, hvordan de m\u00e5ler succes, og hvordan de retf\u00e6rdigg\u00f8r budgettet \u00e5r efter \u00e5r.<\/p>\n\n

Antagelsen er denne: hvis folk ved, hvad der er det rigtige at g\u00f8re, vil de g\u00f8re det.<\/p>\n\n

Det er forkert. Og kl\u00f8ften mellem viden og handling er der, hvor det meste af det, organisationer bruger p\u00e5 l\u00e6ring, stille og roligt forsvinder. Heldigvis er der flere, der begynder at s\u00e6tte sp\u00f8rgsm\u00e5lstegn ved dette, men organisationer er supertankere, s\u00e5 forandring tager tid.<\/p>\n\n

\"Billede<\/figure>\n\n

Billede 1:<\/em><\/strong> Rytteren formodes at have kontrol. Jonathan Haidts metafor for, hvordan vi faktisk tr\u00e6ffer beslutninger. Det rationelle sind tror, det styrer, men elefanten g\u00e5r, hvor den vil. De fleste kurser er designet til rytteren. Elefanten bliver n\u00e6sten ikke spurgt til r\u00e5ds (genereret med AI).<\/em><\/p>\n\n

Problemet er ikke viden<\/h2>\n\n

Den s\u00e6dvanlige reaktion p\u00e5 “vores workshops virker ikke” er at forbedre indholdet. Bedre slides. Mere engagerende formidling. Et mere poleret e-learning-modul. En mere karismatisk facilitator.<\/p>\n\n

Ingen af delene adresserer det egentlige problem.<\/p>\n\n

Det egentlige problem er mere komplekst. Det handler om f\u00f8lelsesm\u00e6ssig forbindelse og relevans, der skaber grundlaget for dybere l\u00e6ring og i sidste ende overf\u00f8rsel. Viden erhvervet p\u00e5 en workshop overs\u00e6ttes ikke automatisk til \u00e6ndret adf\u00e6rd i kontekst. \u00c5rtiers forskning i kognitiv psykologi og professionel uddannelse er enige om dette. Sygeplejersken, der best\u00e5r etikmodulet, tr\u00e6ffer ikke automatisk bedre etiske beslutninger ved sengen. Lederen, der gennemf\u00f8rer kurset i konflikth\u00e5ndtering, klarer ikke automatisk den sv\u00e6re samtale bedre n\u00e6ste tirsdag.<\/p>\n\n

Det, der mangler, er f\u00f8lelser, relevans, mennesker og \u00f8velse. Mere specifikt: oplevelsen af at tr\u00e6ffe konsekvensrige valg under realistiske betingelser, hvor v\u00e6rdier er i konflikt, hvor der ikke er noget rent svar, og hvor indsatsen f\u00f8les reel nok til at engagere sig dybt.<\/p>\n\n

De fleste kompetenceudviklingsforl\u00f8b kommer aldrig t\u00e6t p\u00e5 det. De leverer information, tjekker at informationen er modtaget, og stopper.<\/p>\n\n

Hvad femogtyve \u00e5r i l\u00e6ring har l\u00e6rt mig<\/strong><\/h2>\n\n

I\u2019ve spent the better part of my career studying what actually happens when people learn. Not in theory, but in rooms. Workshops, simulations<\/a>, facilitated games, dilemma<\/a> sessions with everyone from nurses to board directors to schoolchildren. A PhD, several books, over millions of learners reached, and well above 200 games and learning experiences build.<\/p>\n\n

\"Billede<\/figure>\n\n

Billede 2:<\/em><\/strong> Det fundament, dette nyhedsbrev er bygget p\u00e5.<\/em><\/p>\n\n

Det, der stadig sl\u00e5r mig mest, er, hvor sj\u00e6ldent de mennesker, der designer l\u00e6ringsoplevelser, tager udgangspunkt i det sp\u00f8rgsm\u00e5l, der faktisk betyder noget:<\/p>\n\n

Hvad skal der ske, for at nogen faktisk opf\u00f8rer sig anderledes bagefter?<\/p>\n\n

Ikke have det godt med sessionen. Ikke score h\u00f8jt p\u00e5 eftertesten. Ikke rapportere h\u00f8j tilfredshed p\u00e5 evalueringsskemaet.<\/p>\n\n

Faktisk tr\u00e6ffe en anden beslutning tre m\u00e5neder senere, n\u00e5r situationen er reel, indsatsen er reel, og ingen l\u00e6ngere ser det.<\/p>\n\n

Det sp\u00f8rgsm\u00e5l er sv\u00e6rere, end det lyder. Og det \u00e6rlige svar er ubehageligt for en industri bygget p\u00e5 indholdslevering og gennemf\u00f8relsesrater.<\/p>\n\n

Jeg ville \u00f8nske, jeg kunne fort\u00e6lle dig, at der er en formel. Det er der ikke. Hvilket delvis er grunden til, at et nyhedsbrev f\u00f8les mere \u00e6rligt end et whitepaper.<\/p>\n\n

Det \u00f8jeblik, hvor alt \u00e6ndrer sig<\/strong><\/h2>\n\n

Mennesker er ikke skabt til enighed, til indhold vi alle nikker til, eller til abstrakte punkter vi krydser af p\u00e5 en liste. De sociale dynamikker, der g\u00f8r algoritmer p\u00e5 sociale medier s\u00e5 kraftfulde, g\u00e6lder i lige s\u00e5 h\u00f8j grad i et rum fyldt med mennesker, der l\u00e6rer sammen \u2014 og de kr\u00e6ver facilitering for at v\u00e6re produktive frem for destruktive.<\/p>\n\n

Det mest kraftfulde l\u00e6rings\u00f8jeblik, jeg har v\u00e6ret vidne til \u2014 gentagne gange, p\u00e5 tv\u00e6rs af hundredvis af sessioner \u2014 er ikke, n\u00e5r nogen f\u00e5r et rigtigt svar.<\/p>\n\n

Det er, n\u00e5r rummet deler sig.<\/p>\n\n

Put a genuinely hard dilemma<\/a> in front of a group. A scenario with no clean answer but with the dirt of reality in it \u2014 where reasonable people can legitimately disagree, where values conflict, where priorities trade off against each other, where the \u201cright\u201d choice depends on assumptions the participants may not even know they\u2019re making.<\/p>\n\n

Se 60% g\u00e5 den ene vej og 40% g\u00e5 den anden. Bed derefter de 40% om at forklare deres r\u00e6sonnement.<\/p>\n\n

Det, der sker derefter, er bem\u00e6rkelsesv\u00e6rdigt. Folk opdager, at den kollega, de respekterer \u2014 den person, de antog t\u00e6nkte som dem \u2014 har opbygget et helt andet moralsk kort. Et anden risikot\u00e6rskel. Et andet instinkt om, hvem man skal beskytte. En anden forst\u00e5else af, hvad organisationen faktisk v\u00e6rds\u00e6tter, i mods\u00e6tning til hvad den siger, den v\u00e6rds\u00e6tter i sine politikker.<\/p>\n\n

Den samtale \u2014 forankret i et specifikt valg, med specifikke konsekvenser synlige for alle i rummet \u2014 producerer l\u00e6ring, som forel\u00e6sninger har sv\u00e6rt ved at producere. Ikke fordi indholdet er bedre. Men fordi oplevelsen er reel nok til at betyde noget.<\/p>\n\n

\"Billede<\/figure>\n\n

Billede 3<\/em><\/strong>: Hvordan et scenarie kan udfolde sig. Hvert knudepunkt er et valg. Hver gren er en konsekvens. Kompleksiteten er ikke en designfejl. Det er pointen.<\/em><\/p>\n\n

Hvorfor formatet er problemet<\/strong><\/h2>\n\n

Den mest almindelige fejl i l\u00e6ringsdesign er ikke at bruge det forkerte indhold. Det er at bruge det forkerte format.<\/p>\n\n

A case study<\/a> you read produces reflection. A dilemma<\/a> you\u2019re inside produces something much closer to experience. The difference sounds subtle. The learning outcomes are not.<\/p>\n\n

Den anden fejl er at behandle aktiviteten som selve l\u00e6ringen. Det er den ikke. Aktiviteten skaber betingelserne. Den faciliterede samtale, der f\u00f8lger \u2014 hvor du g\u00f8r uenigheden synlig, hvor du beder mindretallets stemme om at forklare sig, hvor du hj\u00e6lper gruppen med at forbinde det, der netop skete i rummet, med det, der vil ske mandag morgen \u2014 det er der, l\u00e6ringen konsolideres.<\/p>\n\n

De fleste v\u00e6rkt\u00f8jer stopper ved aktiviteten. Faciliteret l\u00e6ring begynder der.<\/p>\n\n

Hvad dette nyhedsbrev handler om<\/strong><\/h2>\n\n

I started the newsletter “Facilitated” <\/a>because I wanted somewhere to think out loud about this \u2014 openly, without the constraints of a product page or a whitepaper brief.<\/p>\n\n

Ikke om DiBL specifikt, selvom platformen legemligg\u00f8r alt, hvad jeg tror p\u00e5, n\u00e5r det g\u00e6lder l\u00e6ringsdesign. Om det dybere sp\u00f8rgsm\u00e5l om, hvad det egentlig kr\u00e6ver at \u00e6ndre, hvordan mennesker t\u00e6nker og handler. Forskningen, casene, de specifikke designbeslutninger, der adskiller en session, der bev\u00e6ger mennesker, fra en, der blot f\u00e5r tiden til at g\u00e5.<\/p>\n\n

Et sv\u00e6rt sp\u00f8rgsm\u00e5l pr. udgave. Cases hentet fra femogtyve \u00e5rs praksis. Videnskaben p\u00e5 et forst\u00e5eligt sprog. To gange om m\u00e5neden.<\/p>\n\n

Hvis du designer l\u00e6ringsoplevelser, faciliterer teams gennem sv\u00e6re beslutninger eller arbejder med organisatorisk forandring\u2026 Er dette til dig.<\/p>\n\n

Hvis du har l\u00e6st s\u00e5 langt og har fundet dig selv nikkende, eller argumenterende imod, eller t\u00e6nkende p\u00e5 en session, du har k\u00f8rt, der gik den ene eller den anden vej \u2014 vil jeg gerne h\u00f8re fra dig. Svar p\u00e5 denne e-mail. Det er s\u00e5dan, de bedste fremtidige udgaver bliver til.<\/p>\n\n

\n\n

Simon Egenfeldt-Nielsen<\/a> er grundl\u00e6gger af Serious Games Interactive og st\u00e5r bag DiBL-platformen. Han har forsket i og praktiseret serious games og dilemmabaseret l\u00e6ring i et \u00e5rti. Har en ph.d. og en kandidatgrad i psykologi, har forfattet fem b\u00f8ger \u2014 herunder en bredt anvendt universitetsl\u00e6rebog \u2014 og har holdt keynotes internationalt. Han har designet l\u00e6ringsoplevelser i sk\u00e6ringspunktet mellem spil, facilitering og adf\u00e6rds\u00e6ndring. <\/em><\/p>\n\n

<\/p>\n","protected":false},"excerpt":{"rendered":"

og det er hverken skaberens eller facilitatorens fejl Der er en antagelse s\u00e5 dybt forankret i kompetenceudvikling, at n\u00e6sten ingen stiller sp\u00f8rgsm\u00e5l ved den. Den former, hvordan organisationer designer workshops, hvordan de m\u00e5ler succes, og hvordan de retf\u00e6rdigg\u00f8r budgettet \u00e5r efter \u00e5r. Antagelsen er denne: hvis folk ved, hvad der er det rigtige at g\u00f8re, […]<\/p>\n","protected":false},"author":3,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[44],"tags":[],"class_list":["post-35535","post","type-post","status-publish","format-standard","hentry","category-artikler"],"yoast_head":"\nVi har designet l\u00e6ring forkert i \u00e5rtier | DiBL<\/title>\n<meta name=\"description\" content=\"Kl\u00f8ften mellem viden og handling er der, hvor de fleste l\u00e6ringsbudgetter forsvinder. 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