Instructional Design Strategies for Organizational Growth

In an era where knowledge becomes obsolete almost overnight, the continuous investment in learning and development has proven essential for organizational agility and growth. In fact, a LinkedIn Workplace Learning Report revealed that 51% of companies globally are increasing their spend on learning and development, reflecting a widespread recognition of its critical role in achieving business success. As we navigate this era of rapid change, the strategic integration of instructional design into corporate learning initiatives has never been more important.

 In this episode of 'Bring Out the Talent,' we are joined by Dr. Kate Hixson. With over 15 years of experience, Kate has crafted learning experiences for an impressive array of clients, from multinational corporations to global non-profits and tech giants. She has a Ph.D. in learning design, with a remarkable dissertation completed with NASA, focusing on teamwork training for the Astronaut Corp. From boardrooms to space stations, her expertise in learning design is truly out of this world.

Together we discuss instructional design strategies for organizational growth, including captivating corporate learners, leveraging AI, and strategically scaling learning teams. Kate will also offer her insights on integrating new technologies, measuring learning effectiveness, and pinpointing the critical skills needed for the future workforce.

So, tune in if you're looking to inspire your team, innovate your learning programs, or navigate the future of work, this episode is filled with invaluable insights.

Transcript

Jocelyn Allen:
Hello, everybody. We are back again for another season of Bring Out the Talent, and we thank you for joining us. And I say “we” in the royal we because I'm actually by myself today. Maria is a little under the weather, so we wish her well and can’t wait to see her back a little bit later on. But you all are stuck with me, your pal Jocelyn.

So I hope you are ready because we have a really great show today talking about instructional design strategies for organizational growth—and one of my favorite instructional designers, Dr. Kate Hickson, PhD, joining us on the podcast today. So thanks for joining us, Kate. I’m going to give a little intro to the people about what you do and what the episode today is going to be about.

In an era where knowledge becomes obsolete almost overnight, the continuous investment in learning and development has proven essential for organizational agility and growth. In fact, a LinkedIn Workplace Learning Report revealed that 51% of companies globally are increasing their spend on learning and development, reflecting a widespread recognition of its critical role in achieving business success.

As we navigate this era of rapid change, the strategic integration of instructional design into corporate learning initiatives has never been more important.

In this episode of Bring Out the Talent, we welcome Dr. Kate Hickson. With over 15 years of experience, Kate has crafted learning experiences for an impressive array of clients—from multinational corporations to global nonprofits and even tech giants. She has a PhD in learning design, with a remarkable dissertation completed with NASA focusing on teamwork training for the Astronaut Corps. Super cool.

From boardrooms to space stations, her expertise in learning design is truly out of this world, pointing us as we explore instructional design strategies for organizational growth—including captivating corporate learners, leveraging AI, and strategically scaling learning teams. Kate will also offer her insights on integrating new technologies, measuring learning effectiveness, and pinpointing the critical skills needed for the future workforce.

So if you're looking to inspire your team, innovate your learning programs, or even navigate the future of work, today’s discussion is going to be filled with invaluable insights for you. Welcome to the show, Kate.

Dr. Kate Hickson:
Oh, goodness. Thank you so much. It is my pleasure. And I have to take a quick second and recognize the intro music because that is so fun.

Jocelyn Allen:
Right? We had to have a theme song that matched our energy. And as you can see, it also gets the blood flowing—because there is never a moment where we don’t dance to it. And it’s the only reason you asked about video, Kate. It’s the only reason we would actually use video—is to showcase the skills of some of our guests and their dance moves.

Dr. Kate Hickson:
So I bet there’s—yeah, great, great, great—

Jocelyn Allen:
Dancers out there. I love it. Sure are. Kate, it's so nice to be with you again. You recently led an “Ask the Expert” session for TTA on instructional design, where you hosted a webinar just providing information and answering questions to a group of clients on instructional design in the workplace.

Hundreds of participants learned so much from that session with you. And one of the fascinating areas that you mentioned—and that we mentioned in your intro—was your background working with NASA.

Can you tell us a little bit more about that experience, what you did, what it was like, and just give us the inside scoop on the things we don’t know?

Dr. Kate Hickson:
Sure, of course. And real quick regarding those webinars—that was so fun. I mean, how neat and how great of a service for TTA to offer everyone, to get together, have a casual, informal conversation around the table. That was really cool.

Gosh, so NASA. Yeah, I was really fortunate in that during my doctoral work, I was granted a pretty significant scholarship to study science and develop work with NASA. So bottom line—I spent each summer down at Johnson Space Center. That’s in Houston. So yes, I had to spend summers in Houston, Texas. Not perhaps the most ideal place to summer.

However, it was fascinating work. So essentially what I focused on was the idea of long-duration, deep space exploration missions. So that’s a pretty mouthy way of saying Mars, right?

So when we think about the next generation of space travel, we are focusing on getting teams to Mars—hopefully back. Although admittedly, there are some models where it is, in fact, a one-way trip, which is pretty wild to think about.

So in my case, a big challenge that was presented was: how do we get them to work well together as a team? We’re going to have people from different countries. It’s probably going to be mixed gender. These are folks whose schedules are impossible.

Astronauts who are in training—I saw their schedules in their headquarters. I mean, their every day is planned out for the next three to seven years even. And rarely are they actually in the same place at the same time.

So again, how do you get them to form a team? How do you get them to work well together?

So essentially, the answer that I came up with was, of course, teamwork training. That’s not to be confused with team building, though.

So team building, of course, is very important and serves a really significant purpose in so many organizations. But that’s more about the relationships, right?

Whereas teamwork training is: how do you function as a team?

Dr. Kate Hickson:
So again, given the fact that these folks are essentially never together, we created a series—a framework, if you will—for online learning on teamwork, right?

So it was really fascinating work. It became, of course, the topic of my dissertation. I was so fortunate to be able to float that model around, if you will, throughout NASA at all the various levels. I was able to interview astronauts and the chief engineer of the International Space Station, all these brilliant people, to come up with this instructional design framework.

So I’m really proud of that particular piece of my personal and professional history.

Jocelyn Allen:
That is such a cool and crazy experience. Because I’m thinking as you’re talking—one, you’re pretty much telling us that since the pandemic, everybody is NASA, working in different places and across the world, right?

But the other side is—how do you even, one, take things and separate them like teamwork and team building? And also, it’s quite literally a new environment for everybody.

We’re talking about space. We’re talking about being out in a completely different universe that you may or may not ever go to again—but at the same time are in it for years at a time.

And safety and learning and all of these things come into play. I mean, what a lift—and making it engaging and helping people retain.

Because how do you make something more engaging than outer space, right?

David (Producer):
Yeah.

Jocelyn Allen:
There’s a lot going into it, and it sounds really, really cool. And you did it for your dissertation?

David (Producer):
Yeah.

Jocelyn Allen:
Wow. Fascinating.

Dr. Kate Hickson:
Yeah, it was. And I will say—NASA does so many things incredibly well, of course. But one thing that I was really inspired by is the gamification that they put into a lot of the learning for the astronaut candidates.

Like, they literally—while I was there—had good old-fashioned board games to help teach some of these interpersonal skills. And to go into this room at Mission Control, see all the up-and-coming astronauts using board game pieces to go around—almost like a Monopoly-style board—as part of their learning and development?

I just think that’s so cool. To go kind of old-school, but also creative in a learning strategy.

Jocelyn Allen:
Right—and understanding that the skills that you learn from those things, how applicable they are to your real life and professional scenarios. Yeah, so fascinating. The 360 of learning—from board games for children to astronauts in space. It’s wild. That’s why I love this industry.

So let’s build on that—engagement and being in any type of learning environment. From your experience, what are some of the more effective strategies that you’ve used for increasing engagement amongst learners in different corporate settings? How are you making training stick?

Dr. Kate Hickson:
Yeah, great question. It kind of comes down to: what’s the topic? What’s the medium? Who’s the audience?

Getting more specific than just “corporate setting,” right?

So of course, performing that needs analysis—really having that in-depth understanding of all the ins and outs before we even start to design the solution. Because of course, the solution will vary wildly based on that.

That said, I go back to gamification. Still going strong. That was a hot topic 10 years ago, and it still is. In fact, I just wrapped a large gamified virtual conference last week.

So whenever we can incorporate elements that generate buzz, competition, creativity, and purposeful play—I think that’s huge.

Beyond that, it’s about making the learning as directly relevant and applicable as possible. Keep it tight. Keep it concise. Lots of job aids. Microlearning. Small, digestible chunks that meet people wherever they are—just in time.

Jocelyn Allen:
Fantastic. You can tell by the way you describe it—how methodical yet fluid your approach is. It’s a streamlined process, but one with flexibility to adapt based on learner and organizational needs.

So gamification—yes, very much still present. But I think one of the other things we’re seeing really gain traction is the use of AI in learning.

Are you using AI? And do you have any best practices for incorporating it into curriculum design?

Dr. Kate Hickson:
Yes—and my advice is: use it with thoughtfulness and a degree of caution.

It’s very easy to see it as an all-encompassing tool. And it is powerful—I’m not downplaying that. But it still doesn’t replace the human element.

For example, I was recently asked to create outlines for a three-day workshop. I felt smug going into ChatGPT, typed in a couple of prompts, and—voilà!—there it was. Full outline. Easy.

But then, once I was actually contracted to build out the workshop, I realized—oh shoot—this outline doesn’t account for the learners. Some of these time estimates are way off. One section listed for an hour is really 15 minutes max. Others listed for 30 minutes needed two hours and activities.

So, yes, it saved time. But I had to redo so much work that it ended up being more time-consuming.

Use it to support—not replace—your work.

Jocelyn Allen:
Right—because that’s when it becomes what people fear. And the truth is, it can’t replace the human aspect. It doesn’t have that full perspective.

Like you said, it can get you halfway there and save some time—but the human work still matters.

Dr. Kate Hickson:
Exactly. It’s about knowing when and how to use it. It’s a support tool, not an end-all-be-all.

One of my favorite uses of AI is actually copywriting. Feeding a prompt into ChatGPT or another tool to generate headlines, subheadlines, maybe even draft some witty or engaging blurbs—it’s been a major time-saver for me.

Sometimes it gives me ideas I wouldn’t have thought of on my own. But again, it’s only as good as your prompt and your critical thinking in editing the result. You still need to apply your instructional designer lens.

Jocelyn Allen:
Yes. Support—not substitute.

And speaking of tools and technology, there are so many variables that impact the success of a learning initiative—tools, modalities, learner styles, even organizational goals.

Some companies have so many training initiatives that it can feel like too much. For companies trying to scale, what advice do you have for targeting learning effectively without overwhelming their teams?

Dr. Kate Hickson:
Great question. And honestly, we’re seeing this everywhere. There’s just too much work on everyone’s plate.

There’s also a lot of consolidation and layoffs happening across industries. But the work doesn’t go away—it just lands on fewer people.

So how do you scale? One of the most effective ways is by bringing in outside resources. Not only can they help get the work done, but they also bring a fresh perspective, objectivity, and sometimes can speak more candidly than internal folks.

Freelancers or external consultants aren’t bound by the same politics. They’re often more direct in sharing what’s working and what’s not. It’s an incredible value-add.

Jocelyn Allen:
Yes. I love that you said that—the outside looking in. It’s so easy to stop seeing things that have become “normal.” Out of sight, out of mind.

Sometimes it takes a new pair of eyes to say, “Wait—why is this still here?”

Now, I know you love to explore tools. So let’s talk tech. What new technologies or platforms are you enjoying using in your instructional design work lately?

Dr. Kate Hickson:
It’s always changing! I think most of us in L&D are naturally curious and love to play with new tools.

Recently, I used Mural—not to be confused with Miro—for a big webinar. We had hundreds of attendees from all over the country. After some typical slides and intro activities, we completely ditched the deck and jumped into a gamified Mural board.

Each breakout group had their own section, and they could upload screenshots, drag little blocks like Lego pieces, answer prompts—it was so interactive.

What made it even cooler? Everyone could “spy” on other groups. So Group A could peek at what Group C was doing, which brought in some fun competition and creativity.

The possibilities are endless—scavenger hunts, escape rooms, whatever your imagination can support.

The big takeaway here? Don’t just focus on the tool—focus on how creatively you can use it.

Jocelyn Allen:
Yes! And sometimes that creativity starts with just thinking like a person, not an instructional designer. Like, “Would I want to do this with my kids? Could this be fun if I were a learner?”

Because that’s where the retention comes from. It’s not just about novelty—it’s about making it meaningful and enjoyable.

So let’s switch gears and talk measurement. When you’re incorporating all these creative elements, how are you tracking training effectiveness?

Dr. Kate Hickson:
Classic answer—it depends. But it really does.

What’s the topic? What’s the modality? What does success look like for the business?

That said, I still rely heavily on Kirkpatrick’s model. Reaction, learning, behavior, results. There are different tools for each layer—surveys, observation, job shadowing, mentoring, rubrics, performance data.

At the end of the day, it’s about aligning with the business. What outcomes do they care about? What does success mean to them?

Jocelyn Allen:
Yes. Start with the heart of it. The business objective.

So what kinds of skills are you seeing as most in-demand right now? What are orgs trying to teach, and what should people be learning?

Dr. Kate Hickson:
The big one right now is upskilling and reskilling.

Talent acquisition is expensive and time-consuming. So many companies are looking inward and saying, “How do we grow from within?”

That means investing in career paths, competencies, and especially leadership development. People want to retain their top performers and promote them—but they need to support those rising stars with the right training.

Jocelyn Allen:
Yes! Are companies asking for full-service design-to-delivery solutions for this? Or is it more about self-paced eLearning?

Dr. Kate Hickson:
Blended, for sure.

Some things are great for self-paced—like culture overviews, history, mission, etc. But when it comes to leadership, you need the human connection. Coaching, reflection, feedback—that’s where the real magic happens.

One of my recent leadership programs actually won a Brandon Hall Award. I came in early to help with strategy, mapped out what should be live, what should be digital, and helped structure a scalable experience that fit within the client’s reality.

It’s all about starting with a blueprint—just like building a house.

Jocelyn Allen:
Yes, I use that house analogy all the time! Blueprint, foundation, budget—it’s so relatable and helps clients understand how you can phase things out and build as you go.

So let’s talk gaps. With all this change, what learning gaps are you seeing most—and how are you addressing them through design strategy?

Dr. Kate Hickson:
We’re seeing gaps everywhere—especially as orgs try to do more with less.

Instructional design is becoming more strategic. We need a seat at the table early on, not just to receive a request, but to shape it.

Sometimes training isn’t even the answer. Maybe it’s a tool problem, or a process issue. Maybe people aren’t using the system because they don’t have the right hardware.

We need to fully understand the context before we prescribe learning. Especially when it comes to reskilling and upskilling—those are foundational moves, and we need to move learners from A to D with intention.

Jocelyn Allen:
Yes! And those learners, once developed, become contributors to the next version of that program. It’s circular. Or in your case—orbital!

Okay, Kate—let’s end with a little fun. Are you ready for… the TTA 10?

Jocelyn Allen:
So we went over this before the episode started. We have the TTA 10, which is our fun little 90-second segment at the end of the show. I’m going to ask you a list of 10 rapid-fire questions—intended to be playful. Answer them instinctively and quickly because we want you to get through all 10 in 90 seconds or less so we can celebrate your achievements.

And of course, if for some reason we don’t get there, we’ll just send a different kind of message. But this is learning and development…

Dr. Kate Hickson:
Right—yes.

Jocelyn Allen:
Exactly. So I have the questions ready. If you're ready, Kate, give me the go-ahead and David will get that clock ready.

Dr. Kate Hickson:
Let’s do it.

Jocelyn Allen:
All right, David—please, 90 seconds.

David (Producer):
Yes, Jocelyn—90 seconds on the TTA 10 timer starting now.

Jocelyn Allen:
All right, Kate—what is your favorite breakfast food?

Dr. Kate Hickson:
Protein shake.

Jocelyn Allen:
Someone gives you an elephant. You can’t sell it or give it away. What do you do with it?

Dr. Kate Hickson:
I guess I’m building an amazing outdoor space for it in my backyard, which my husband would not be thrilled about.

Jocelyn Allen:
If you could choose a theme song to play every time you entered a room, what would it be?

Dr. Kate Hickson:
Obviously, the TTA intro music.

Jocelyn Allen:
Kate, enough questions. She wins!

All right—if you punch yourself and it hurts, are you weak or strong?

Dr. Kate Hickson:
Strong. Absolutely strong.

Jocelyn Allen:
Octagons are being outlawed. What shape are you replacing them with?

Dr. Kate Hickson:
Hexagons.

Jocelyn Allen:
If I gave you a time machine, are you going to the past or the future?

Dr. Kate Hickson:
Future.

Jocelyn Allen:
Name something you can use a book for other than reading.

Dr. Kate Hickson:
A doorstop.

Jocelyn Allen:
Who is your favorite Disney villain?

Dr. Kate Hickson:
Ursula.

Jocelyn Allen:
Where’s the next place you want to go on vacation?

Dr. Kate Hickson:
Atlantis Resort in the Bahamas—have you seen those waterslides going through shark tanks?

Jocelyn Allen:
I actually have!

Which of Snow White’s seven dwarfs do you most relate to?

Dr. Kate Hickson:
Happy. Is that one of them?

Jocelyn Allen:
1000% yes, and I agree.

All right David—did she make it? 10 questions… how’d we do on time?

David (Producer):
Well, Kate nailed it. But amazingly enough, it was actually a very close call.

Final time: 1 minute and 27 seconds. Three seconds to spare. She did it. She is a TTA 10 champion.

And so, Kate, to salute you—we have what I think is appropriate...

David (Producer) as “Commander Dave”:
Commander Kate Hickson, you are cleared for launch.

Sound Effect (NASA Launch Audio)
Four, three, two, one, zero. All engine running. Liftoff. We have a liftoff.

David (Producer):
Prepare for an important transmission coming from the depths of outer space, Kate.

And it so happens… said transmission is in the form of a painfully clever poem:

In the vast expanse where stars do gleam,
 Kate Hickson crafts a dreamy scheme.
 When it comes to learning, she checks all columns—
 She’s got a PhD. Houston, we got no problem.With NASA, she partnered, the cosmos her stage,
 Designing teamwork for astronauts in a learning cage.
 From Rocket to Rover, skills never in doubt—
 Hey Buzz Lightyear, eat your heart out.In boardrooms, she whispers to captains of industry,
 Crafting experiences with cosmic consistency.
 For tech giants and nonprofits, she's never missing—
 Rocket man, rocket woman—Elton, are you listening?An extraordinary-aholic, she proudly proclaims,
 From a lineage of daredevils, she staked her claims.
 I bet she could rescue Major Tom from the stars,
 Or even bring Matt Damon all the way back from Mars.An author, a speaker, with tales to regale,
 Of astronauts’ teamwork where stars never fail.
 Unlocking performance is the name of her game—
 The tech she uses puts George Jetson to shame.So whether you’re a newbie or a seasoned star,
 Join her on her mission—no matter how far.
 Non-dreamers may doubt, non-believers may scoff,
 But when you're with Kate Hickson… prepare for liftoff.

Jocelyn Allen:
I mean… you can be an astronaut now, Kate. You have the poem and everything to go with it.

Can you even stand up? That just—

Dr. Kate Hickson:
Made my day.

David (Producer):
Either an astronaut or the subject of a David Bowie song.

Jocelyn Allen:
Awesome. Well, Kate—thanks again for all the insight, and thank you to our listeners.

For more information on instructional design services and to view Kate’s Ask the Expert seminar with TTA, visit us at thetrainingassociates.com.

We’ll see you later.