Week 4 Live Session Recording

This live session focused on various structures for branching scenarios and how to plan the structure based on your needs (rather than just writing it and developing the structure as you go along).

Download the chat transcript to read the discussion.

Read the automated transcript of the audio below.

11:05:51 Alright! Well, welcome to this is week 4 and what we’re really talking about today is branching structure, because this is one of the areas that is really very specific to branching scenarios.
11:06:08 In particular, it is figuring out how to do the branching.
11:06:12 And this is an area where people do get stuck sometimes.
11:06:18 So knowing and and since we don’t have a big group, if you’d rather unmute yourself and and tell me verbally, but what are your biggest challenges with branching scenario structure, I know you’ve maybe looked at this ahead, and I know some of you have done a little
11:06:34 bit. I know, Eric, you’re on doing your very first one right now.
11:06:39 We haven’t done this. But if you’ve done this before, is there any place where you’ve really gotten stuck that you definitely want me to address today?
11:06:50 Just so. I know where to spend my time.
11:06:53 I Oh, go ahead, Terry!
11:06:53 Well, what go on? Well, one is the like in storyline.
11:07:01 You change the state if they don’t already been there before. Do you have that capability in the? Do you need to do that like if you want them to go to all 3 places?
11:07:12 Yes, there is. There’s ways for us to do that.
11:07:19 Okay.
11:07:15 In twine to do sort of conditional, if then things so so I don’t know, Terry, are you?
11:07:25 I would say, okay. So for right now, in terms of what you do for planning out branching structure right now, I would suggest that you just sort of verbally describe what you want to do.
11:07:33 And now worry about the coding it until later. Sort of do pseudo code, you know, if they have already visited this pastage, show this if they have not show this other thing, or some note of like, you know, hide choices, they’ve already selected or something as a note, and then we’ll work on
11:08:00 Yeah.
11:07:54 how to code it later. Just so for right now I want you focusing on the flow of the story, not the technical aspect of it.
11:08:04 So just put them both. Just put them both in there and worry about okay.
11:08:05 But yes, there are ways to. Yeah. Yes, yes.
11:08:10 Cause I left it out because I knew I didn’t know.
11:08:14 Okay.
11:08:13 Got it, make it, but I’ll just leave them all in there, and then figure out how to hide it later.
11:08:19 That makes sense.
11:08:23 Yeah.
11:08:19 Yeah, yeah, that’s right. Cause I remember. So I remember in your first decision, you had, you had a good okay and bad.
11:08:34 Yeah.
11:08:43 Right.
11:08:27 But if they took the the bad choice first or no, if they if they took the okay choice first, you still want them to see the bad, and it wasn’t in there, so I would put both of them in there, because eventually, if you’re going to hide it eventually it will be there I think we all can sort of
11:08:45 work around this. This is, you know, early draft.
11:08:50 Right.
11:08:49 If you sort of describe what’s supposed to happen, I think we’ll all manage that I think that’s it.
11:08:55 That’s a really good question. So do you know, ultimately, if you’re going to do your final thing in twine, or if you’re going to get back and rebuild it in storyline?
11:09:05 Probably storyline. I love storylong. It just distracts me with all its wonderfulness.
11:09:12 Yes.
11:09:16 Okay.
11:09:13 But I wanna have a finished product in line, just cause it takes a while.
11:09:18 For storyline. But yeah.
11:09:18 Yup. Yup, okay? Because I think there’s there.
11:09:25 We will be talking later about, you know, comparing the tools and looking at the options of things, of the development.
11:09:31 And I’ve had people do both. Both. The plan and out and twine, and then build it in storyline, or do the full project in twine.
11:09:40 And it does depend on what you’re going to do with it.
11:09:50 Yeah, so I I made the mistake of looking ahead at the course for today.
11:09:58 And bye bye, kind of felt overwhelmed by it.
11:10:01 To be honest, because I had not even thought about structure at all.
11:10:06 Like I just thought oh, you know, you make people make decisions.
11:10:11 And then you know, you have different answers, and those answers.
11:09:44 As to which ones kind of the better option. Okay, Yup, Natalie, you had. Yeah.
11:10:14 So. So this is completely foreign to me, so that’s where I’m at.
11:10:20 Okay. Alright. Well, we’ll try and make it a little less scary today. As we talked through.
11:10:27 I’ve got a couple of sort of practice exercises of different scenario, different kind of situations, and what kind of structure you would do for this?
11:10:37 Okay.
11:10:36 So okay, that’s fair that it’s kind of overwhelming to start with. Yeah.
11:10:42 Eric, did you? Or is this also new that we’d like?
11:10:49 We’ll get into it, and then you’ll see where it’s confusing.
11:10:53 Yeah, I can hear you. Good.
11:10:52 Can you hear me? Okay, that’s good. Well, Hi, everyone!
11:10:59 Yeah. It’s the most of it is spray. New.
11:11:02 I also had a look in in the scripts and in the Big 4 like.
11:11:07 Right.
11:11:07 Consequences, feedback. And all this. So it’s a kind of overwhelming.
11:11:13 On the one hand, on the other hand, that you say, Okay, we are first constructing the ideal pass.
11:11:20 Right.
11:11:21 Makes it a little bit list, of course, at the clear direction what to do next.
11:11:26 Good.
11:11:40 Yes.
11:11:28 And I guess I can figure it out what I am. What my other biggest challenges is that their branches are not going to explode in 23 or 40 ends by ending that I see that you have all these points where it can maybe come together.
11:11:44 Yeah.
11:11:45 Yeah. But you’re right. I’m just looking what today brings.
11:11:49 Okay. Alright? Well, then, we’ll see where things are, and we could certainly talk in the form after you get into it.
11:11:57 So, alright, so right now we’ve done the planning.
11:12:01 You’ve drafted a first decision so you have one choice already in there, and you kind of have things going.
11:12:08 So that’s actually the point where, for me and my process, I actually would probably just start writing. I don’t.
11:12:17 I will say that in my actual practice I do not necessarily take the step that we are doing for this week, which is to map out the whole structure as sort of an outline.
11:12:24 First, however, I’ve done over a dozen, you know.
11:12:30 I haven’t done these cause I’ve done lots and lots of scenarios, and that’s a stuff that I do skip.
11:12:37 You may get to a point where you can skip this later.
11:12:38 However, for your very first one, we are trying to break this down so that it is not overwhelming, and so that you don’t get to a point where you are just writing.
11:12:50 And it’s like, Oh, I’m just gonna write choices, and if you do, naturally sort of what you were saying of oh, I’m just going to make the choices and just kind of go with it.
11:12:58 What you end up with often is something that looks like this.
11:13:01 Where it just keeps expanding forever, and it and it gets really big.
11:13:08 This is sort of that traditional structure for branching each choice leads to more choices.
11:13:13 There’s no rejoining. There’s no reusing choices.
11:13:17 You get lots and lots of endings. And so if you’ve all, since you’ve already kind of looked ahead, you sort of see that.
11:13:27 So if I look at this from a learner perspective, this is the starting point so let me change this, to change this, to purple.
11:13:36 So it’s not a color that’s on the screen.
11:13:39 So I’m gonna start at that like top decision. So if I make one choice and I go to the screen, that’s one.
11:13:50 And then from here I make it okay. Choice. And that’s 2.
11:13:57 And then from here I make a good choice. That’s 3 choices for the learner.
11:14:05 So the learner has only seen the intro plus 1, 2, 3 screens.
11:14:08 That’s 4 screens from their perspective from your perspective is the instructional designer who is building this.
11:14:14 This is 40 screens to build for the learner to see 4.
11:14:20 And if you want to have a fourth decision in this path, you need to add 81 more screens.
11:14:26 I strongly recommend not doing anything very much. This is called, I.
11:14:33 Reference. Terminology from it’s called the time case, and if you’ve read the old choose your an adventure. Books.
11:14:42 The very first one was called the Cave of Time, which and that is how those old Treasure and adventure books go.
11:14:48 They just have sometimes literally, dozens of endings in a book size thing.
11:14:54 That is okay in our book. It is not great in what we’re talking about.
11:15:02 A branching scenario and stuff. You have to build yourself.
11:15:06 Okay. So you can do this if it is something really short, 2, maybe 3 decisions in the path.
11:15:19 It does give you lots of alternate endings, and so if you’re really trying to do effectively an open world, just like very much like completely open-ended, it does not do very well for showing a longer, process, it does not do very well in showing a change in a character, generally in last you are doing some
11:15:39 Other Tricks that we’ll show later. I will show some ways to make the Time Cave potentially a little bit more doable.
11:15:47 But, generally speaking, you’re gonna not do too much of this.
11:15:52 You may have a section. That sort of has this structure.
11:15:58 And all of these I’m going to show these as sort of different structures, and in reality you can sometimes mix and match too.
11:16:05 But if this is, this is sort of the structure that people get into, if they just sit down and write without thinking.
11:16:12 And it rapidly gets out of control. So.
11:16:18 I’ll turn it. This structure goes by different names, depending on which source I used to call this limited branching, and so you’ll see that on my blog, and sometimes I tried to catch all the references in the course carl copp in his frantic scenario course on linkedin
11:16:35 learning called it, constrained branching, and I like I like constrained, better limited.
11:16:41 So I’m in the process of changing things. But if you look at old blog posts you’ll see the old references.
11:16:45 Same couple as well calls it a gauntlet. Kimberly, go calls it looping if you’ve looked at any of her interactive story work.
11:16:57 And essentially in this, this structure means, okay, I start here.
11:17:05 I make my decision, and in several tricks it doesn’t matter if it’s the good, bad, or okay, no matter what decision I’m making, everybody is getting right back on the path.
11:17:21 The other name. I didn’t put up here on the slide.
11:17:24 Kathy More calls this the control freak scenario, because you, as the instruction designer, are controlling everything.
11:17:33 It gives the illusion of choice, but it doesn’t.
11:17:38 It doesn’t really give the learner choice. No, I have used this, and Kathy Moore has a couple of examples on her website, too.
11:17:46 You are teaching something brand new, you can essentially put them through a friendly gauntlet where you give them choices and you get them right back on the path, no matter what.
11:17:58 And sometimes having a little bit of this like Natalie, you’re crossing was really long.
11:18:05 Some of this might actually make sense for you. Where? Because your process is so long and you’re gonna have to try to keep it narrow.
11:18:13 Or it’s gonna expand way out of control. A little bit of this can can still work.
11:18:22 And I have used this for a few of our things again, if you’re working with novices and you’re trying to teach them something brand new, it essentially gives you an interactive way to teach things and that can work with well, the other thing is if you have a series of independent decisions where
11:18:45 it’s like what you really want is to have people know how to.
11:18:50 Do something. On their reviewing forms and trying to find problems in these documents and so what you really want is for them to practice with like 8 different examples of that same form, to see the different things, what they do in form.
11:19:07 One isn’t going to affect anything in form. 3. It’s each one is independent.
11:19:12 And this structure reflects that. And so that could be work really.
11:19:15 Well, if you’ve got if you’ve got that sort of situation.
11:19:19 So things like troubleshooting, a series of different problems.
11:19:23 Again, how you solve problem A doesn’t affect your decisions for problem B, so your structure might look more like this.
11:19:31 So Christy, in that first decision point, would you get them back to the same on the same path by giving different feedback like for the good?
11:19:44 Better option. Like to say, you know you’re right.
11:19:49 Right.
11:19:48 That might be the little blah blah blah. However, we should think about this, and then they all end up in that, you know.
11:19:54 The next step, together with the varying feedback. Okay?
11:19:55 Right? Yes, if if you’re doing this, you do tend to end up giving more explicit instructional feedback right?
11:20:05 You’re giving very direct feedback. Generally speaking, in this, in this particular thing, especially if you’re doing teaching right.
11:20:18 If you’re teaching somebody new, they need feedback right away on their decisions, or they’re not learning from their mistakes.
11:20:25 And so you would do if you’re doing this kind of structure, you do it with with that in game design.
11:20:34 When they use this kind of structure for more things, it tends to also be that you’re controlling things with states and variables.
11:20:42 So you have a little bit more of the if you picked this.
11:20:45 Then later in the conversation, you do that, you see. So if you asked the open-ended question, you got a piece of information.
11:20:52 If you asked the closed question, you’re missing a piece of information.
11:20:56 And so that part doesn’t get that part’s hidden.
11:21:00 Later in a conversation. So you can get more comfort, so you can do this sort of simple, branching structure and make it a little more complex with states.
11:21:09 Most of the time. If we’re doing something like twine where it’s so easy to create extra passages dealing with it in states and variables for a small scenario, most of these frantic scenarios are going to take less than 10 min for people to completely it’s just easier to create
11:21:23 extra passages, if you’re dealing with something with a 1,000 passages being more efficient in it, is worthwhile.
11:21:30 And yes, there are people who are using twine to make things with a 1,000 passages in that there are some of those in games there, and so if you get to really bake things like using data maps and being efficient in things and thinking about data structures becomes much more critical rather than building there are
11:21:50 novelengths, stories built into wine.
11:21:58 Alright! So that very limited golly! Where it’s literally one decision, immediately back in the pathway one decision right back on the path.
11:22:07 That’s that’s very limited. Generally speaking, if there are times to do it, and actually, I do have one to show that works this way, that I’ll I’ll post in the Forum after that from one of the previous participants, and it can work this can be sort of something in
11:22:27 between. This is called a branch and bottleneck. So essentially, you branch out, and then you have a bottleneck.
11:22:35 At a certain point, so let’s look at this from the learner.
11:22:38 Perspective and kind of follow this path. So this is a decision.
11:22:43 Let’s say I make. That’s one decision. Make an okay choice.
11:22:51 Here I recover a little bit, and make a good choice.
11:22:56 That’s 2 choices that I’ve made, regardless of what happens.
11:23:00 I? Then I’m going to this bottleneck because there are a couple of these that are endings right?
11:23:07 If you made multiple bad decisions that you’ve actually got failure points that don’t continue on.
11:23:13 But if you’ve done at least. Okay, you get to this this point, and then you have another decision.
11:23:21 So this is decision number 3.
11:23:26 And decision number 4.
11:23:31 And then again, other than a couple of endings.
11:23:38 Everybody goes to this. That’s a bottleneck again.
11:23:44 And then we can have then I’m gonna go here.
11:23:52 That’s decision. 5. Now here’s decision 6. This is now from the learner perspective.
11:24:00 6 decisions that they’ve made. They’ve seen 6, 7, 8, 9.
11:24:04 They’ve seen 9 screens.
11:24:08 This is 39 screens. Right now. Most of the paths have 6 decisions there are a couple of shorter ones because they end in failure.
11:24:18 So that first time Cave was 3 decisions and 40 screens with 2 bottlenecks in here.
11:24:25 We’re now at 6 to decisions for the same amount of effort.
11:24:29 Hey! And with some of the other tricks that we’re going to show where we can of how to reuse some choices.
11:24:36 I could probably get that down even a little bit more.
11:24:41 And Christy, the path where people get to a dead end like the red ones.
11:24:48 Do you send them back to the for the previous bottleneck?
11:24:56 Yeah.
11:24:53 Yeah, I would say, if it was this kind of a structure with this much of something I probably would send them back to the bottleneck.
11:25:00 That is sort of the idea of like a safe point or a spawn point, and games.
11:25:05 I think you could. There’s an argument for kind of doing it back to the bottleneck.
11:25:08 Maybe you go back to the very beginning. But I if I truly had this kind of a bottleneck, I probably would just resend them to the bottleneck as as a safe point.
11:25:20 I think that would be more sense.
11:25:20 And how much feedback would you provide them if they fail and go back to the.
11:25:30 So, if someone fails and has to either go back or restart the scenario, I definitely do provide more instructional feedback.
11:25:40 Like. That’s a point where people do need coaching.
11:25:45 Looking at the research on this and the research is a little thin on this, but I think it is.
11:25:55 It is pretty clear that if people have failed that they need information to make better decisions on the next step, and so you need to give them something more explicit.
11:26:05 Sometimes, you know, depending on your structure, you may give feedback on every decision or not.
11:26:12 And we I took some feedback on that in in the scenarios, because so, like Eric, your audience, that’s probably less experienced, and and you know more of a novice with this, I think, more feedback and more direct coaching makes a lot of sense for your audience.
11:26:27 We’re training nurses who are experienced. I don’t know that they need.
11:26:34 As much, I would say, like Terry, your audience of like people who are looking for mentoring.
11:26:39 Okay. They might need more direct coaching and more direct feedback after every decision.
11:26:45 It does. This is the whether you do feedback after every decision or not.
11:26:48 Yeah? Is a question depending on your audience and your goals, and and is your branching scenario part of a larger thing where you’re doing a lot of explicit teaching cause.
11:27:01 Sometimes I’ve done right. Some of the courses I do there’s a lot of sort of direct instruction like, here’s how to do this process.
11:27:08 Here’s a little one or 2 question, many scenario depending on it, and then the branching scenarios at the end, as a practice to tie everything together.
11:27:18 In that case, I maybe I’m going to do less feedback because they’ve already gotten more practice.
11:27:23 This this is not the first practice they’re doing.
11:27:27 It’s the first time they’re seeing stuff. A more explicit feedback cell phone.
11:27:31 But always feedback before a failure point like this.
11:27:37 Yeah.
11:27:46 Okay.
11:27:35 I have one additional question. If I send it in the Forum, but it I think, if it fits in here well, do you think the scenario can be built, even mine that works for an offices and experts, if you say, okay, you have the variable, that says okay, I decide no
11:27:59 worries or I’m an expert, and depending on their choice.
11:28:02 You are offered feedback, because your noise or you are not offered more feedback.
11:28:10 But you can unfold, for example, if you click, show me feedback so that you have one scenario that’s working for posts, target groups.
11:28:18 Is that something you did or is that’s possible?
11:28:20 You can. You could certainly do that. You you could have a trace at the beginning.
11:28:28 There!
11:28:24 I almost wouldn’t. I think it’s hard for people to know if they’re a novice or an expert unless you’re giving them some criteria.
11:28:31 But I do think the idea of having a central the feedback sort of be, or like a show hint, where it’s hidden, unless you choose to look at it.
11:28:42 That structure can be very helpful, or the like. Have somebody to talk to, to ask questions.
11:28:50 Cathy Moore’s classic connect with Haji Kamal, branching scenario.
11:28:54 If you’ve seen that one. That scenario set where you’re having a conversation.
11:29:00 But there are essentially 2 people you can ask for advice. There’s an old one from Michael Allen’s group that also has that where you’re doing employee assistance programs.
11:29:13 And you can go talk to Hr. And get help, and in that one, actually, they gave you that was, that’s an old one. I don’t think it’s even on their side anymore.
11:29:23 Because I think it was all flash, but in that one they actually rewarded you for going to Hr.
11:29:28 And asking for help, because part of the behavior they were trying to train was, If you have big personal problems in your team, you should be going into Hr.
11:29:37 And using the resources. So in your case, Eric, you could have something that is like.
11:29:44 Show me the handbook section right as a hint, or like.
11:29:49 Give me a hint, and then you could have. Is Victoria.
11:29:54 The other the second manager, the top. Whoever the shop manager is, could give you advice on how to handle it of the I’m not sure.
11:30:03 Let me, you know. Give me. You know I’m not sure what to do.
11:30:07 Give me some help, and you could even have that go to another passage, or you can have it hidden on the screen and show a hint.
11:30:15 Again. For right now, when we’re thinking about structure where you’re, you’re not necessarily gonna write out all of the dialogue of everything right now.
11:30:22 Hmm!
11:30:24 But if you kind of want to note that, like, you know, just sort of put in there, this feedback will be hidden unless you click.
11:30:32 Yeah.
11:30:30 Show hint, or something, or tell me, or tell me why that was wrong.
11:30:35 Right. You could have that as a Trace, and click it and open it up.
11:30:39 Let people choose, if they need the help or not.
11:30:42 Yeah.
11:30:43 Yeah. Thanks.
11:30:45 Yeah, alright. So brand your bottleneck this over structure.
11:30:51 The other thing where I have seen this one used well, somebody came to me for help.
11:30:56 They had, it was how to respond to an emergency thing, and there were 2 different sets of things that needed to be done to sort of mini procedures that needed to be done, of checking one set of things and checking one other set of things but it didn’t matter which order.
11:31:16 They were going to. So those were both sort of Mini branches with a bottleneck.
11:31:22 If you finished one little Mini branch, then you had to go to the other one.
11:31:26 Then you did that other Mini branch, and then Terry, like you were talking about having the States and Variables to track.
11:31:32 Did you do this other thing? Yet, if not like? Yes, you have to go.
11:31:36 Do that other thing next so that was sort of the thing bottlenecks can be.
11:31:45 Also, if you have certain events that are going to drive the platform regardless of your prior decisions, that Michael Allen example that I mentioned, where they’re dealing with interpersonal problems, that one is is actually something where they it was like dealing with people who were having problems in the
11:32:07 workplace in that scenario. They actually had one of the employees on the team dies during that thing, and so it’s like trying to get people counseling afterwards that that event of the employee dialing happens regardless of any other decisions that you have made and then you have to
11:32:26 deal with the fallout of that on your team afterwards.
11:32:30 So it was this very dramatic thing, but that was a bottleneck in the scenario that was going to happen, regardless of what you had happen.
11:32:39 And then it moved the plot forward!
11:32:45 So I showed it in that graphic, with very nice, very clear branches and bottlenecks.
11:32:53 In reality, most of my scenarios are a lot messier than what that diagram is.
11:32:59 So this is. You’ve seen this one where I at the how to screen the instructional design clients.
11:33:04 This is the structure for that where there’s a bunch of crossing paths and really use traces.
11:33:11 But this right here is a bottleneck at the end.
11:33:15 So I sort of have. I have a fair amount of time cave with a lot of reuse in the beginning of this, which is why the paths are all crossing all over the place.
11:33:26 But this is a bottleneck. There are 3.
11:33:30 Different ways to get to this decision at some point in order to get to the ending, you have to ask this question.
11:33:41 And otherwise you are going to be messing around in this earlier part of the scenario.
11:33:46 So this is a bottleneck at the end, and then you could.
11:33:53 There’s then the few more choices and an ending.
11:33:57 So in reality, you know that scenario is pretty short.
11:34:02 There’s a couple of you know, failure. Some of these redo lines are, are restarts like. This is an immediate failure that causes you to resolve.
11:34:17 So this one, I think, I was gonna say, I I have a go back or have a restart on that.
11:34:25 This one is a failure point that has a restart.
11:34:28 So there’s more lines in here that maybe don’t necessarily show that that’s part of what there’s so many cross lines here.
11:34:38 But this one, the path kind of cross and converge multiple times, because I wanted to give people lots of opportunities to correct mistakes and to get back to the ideal path.
11:34:50 So your real one is going to look a little messier.
11:34:54 Here’s another. This is a another real scenario.
11:35:01 And it is a lot of really, this is really teaching content in this one.
11:35:10 The color coding in this blue is decisions or clicking something.
11:35:16 Green is good. Yellow was okay. Red was bad. Purple is additional info.
11:35:23 So this is also the thing where, in this particular one, because I was teaching some things, there were some things of like.
11:35:30 Oh, I don’t know how to do that. Can you give me some more info?
11:35:32 And so I gave people. So there’s a couple places where there’s options to go get some additional info. I think this one’s also supposed to be purple.
11:35:42 What do you say? Part tagged, but this was sort of the like.
11:35:48 Show me some additional info. So, Eric, I think that would be another option for you in like helping out the potentially.
11:35:54 Now this is as opposed to experts would be to say, Tell me more about that.
11:36:03 Yeah, so like a clickable job. And actually, in some cases in this one, we actually did have documents that they could or links to other resources.
11:36:13 Or it would be the you’d have one of the tricks.
11:36:16 Was, tell me more about that, and so I could go to something else and then give them a resource.
11:36:23 So there’s several of those places. That was something, and the final version, I think, actually ended up with even more than this.
11:36:32 This is about. I think this was fifty-something passages and twine.
11:36:39 The final version ended up being over 75 slides in storyline.
11:36:42 This is one that I rebuilt in storyline.
11:36:43 Afterwards, because of revisions, ended up going through more. But again we added more of the Tell me more, and then like, go to get a Pdf.
11:36:55 That had additional info so we didn’t make everybody sit through it.
11:36:58 But we had some documents that they could get.
11:37:03 And so that does make sense. So alright. So this is a lot of these really are only kind of one decision, deep.
11:37:15 Or it’s either sort of it’s either kind of that constrained branching, or it is branch.
11:37:23 And with a lot of bottlenecks.
11:37:26 I will also say the other reason, that this one had so many bottlenecks is because I’ve worked with this slide before I had 10 or 12 reviewers, and I knew I was gonna have to make changes having bottlenecks.
11:37:42 Gives you places where you can change things without breaking the entire branching structure of your whole scenario, and so at least, having a couple of bottlenecks can be really helpful.
11:37:53 This one. I went for a shallower structure. We were teaching something new.
11:37:58 The goal of this was to teach something. It was going to be independent and not part of a larger thing.
11:38:03 We weren’t doing any assessment on this where I needed it to be very open-ended, and it was.
11:38:12 It was very much a.
11:38:17 This friendly, gauntlet structure, and to teach people and I knew that I was gonna have to go back and revise it.
11:38:28 And I was right and I didn’t have to go back and revise it. Some of it.
11:38:32 So that client always has provisions.
11:38:39 Alright, so practicing!
11:38:46 So we can do actually, yeah. So in the zoom tools, if you’re not on a browser, any way, you can do this with the annotation.
11:38:55 And you can do the stamps.
11:39:01 So arrows, or checks, or whatever we’re gonna do a little bit of voting on which option on which option for these has some practice, of which structure would you primarily use?
11:39:21 Knowing that we might do a little mixing. If you cannot do the annotation tools feel free to just do this and chat, and that’s fine.
11:39:31 If you want to practice doing it. Do you want to practice doing a stamp while we’re on this slide real quick?
11:39:36 Just remember. Do you all remember? It’s been a couple of weeks since we did it.
11:39:40 There we go!
11:39:44 Alright. Then I’m gonna clear everything, and we’re gonna go into the next one.
11:39:49 So use the stamps. We’re going to vote on screen for what you think would be most effective.
11:39:54 And, as I said, put it in chat. If the stamps are working so volunteer coaches need to learn how to run virtual coaching sessions.
11:40:07 Branching scenario is going to introduce new content.
11:40:10 Lots of decisions and immediate feedback. The learner should always be able to recover from mistakes since they’re learning a new scale.
11:40:19 If that’s your task.
11:40:23 Which of these structures do you think? Are you going to primarily AIM for?
11:40:32 And yeah, if you want to draw on it, that’s cool, too.
11:40:36 Stamps, draw put it in chat.
11:40:49 Alright, so constrained, branching, or gone.
11:40:54 Yeah, I think that’s probably because you want it to be friendly.
11:41:02 You want it to get right back on the path. You’re teaching something new, and it’s introducing new content.
11:41:10 If you’re introducing new content, it is going to mostly probably be a constrained branching or a friendly gauntlet.
11:41:19 It’s possible that you would have branch of bottleneck, and in and in fact, this is.
11:41:29 That’s what the scenario was was teaching remote caching where I did mostly sort of a limited branching with a couple of this one’s a little bit wider of a branch couple of extra things to say give me more info, but that’s really where it was so I would agree
11:41:46 with that I will say there’s an argument for branch of bottleneck here, too.
11:41:51 The Pentagon. How about it? Is right where you have lots of opportunities to recover, but I do think I probably AIM mostly for that.
11:42:05 So this is. The here’s the scenario they’re doing nutritional counselors.
11:42:12 They’re doing an assessment. They have 2 categories of questions that they have to ask.
11:42:17 What about current eating habits and another category of family medical history?
11:42:22 They have to hit both of those points, but it doesn’t matter which one they ask first.
11:42:28 But they’re gonna your branching scenario is about having that conversation and asking about 2 different topics that could go on either order.
11:42:36 So vote again.
11:42:48 So I see it. 2 votes for branch and bottleneck like this one’s in chat, and one for time.
11:42:57 Cave so!
11:43:04 Potentially could work. If you sort of loop, if you have a way to loop back.
11:43:09 But I do think that a branch and bottleneck where you have some sort of bottleneck that then gives you the option to go back to sort of this other set of branch, each one of those is gonna have a little bit of a branching.
11:43:20 So!
11:43:23 , for example, here’s an example of kind of what that might look like in practice.
11:43:28 You have an initial, an initial decision here.
11:43:34 Where you’re gonna choose. Do you ask about family history?
11:43:40 And then there’s kind of one follow-up question in this case, if you ask a good question, you find out some additional information.
11:43:49 And you have an extra follow-up or an extra little bit that you could. A little bit of extra info, and and the path is a little longer. Cats don’t have to all be the same length.
11:44:00 And then the little hard to see back here. But there’s a line from this that goes over to here.
11:44:10 This is something where I would control with variables and states of the have you already visited this slide?
11:44:17 If so, I’m gonna have you continue on here. And then here’s the next bottleneck but it doesn’t matter.
11:44:26 And then here’s the eating habits, and this part of the branching is a little deeper depending on what they ask.
11:44:31 Probably multiple questions because it’s nutritional assessment.
11:44:34 And so you’re gonna have more questions than about the family history, which is pretty quick.
11:44:40 But I’ve got 2 different branches, and then they’re both gonna come out back to a bottleneck here, regardless of which order you’re doing it.
11:44:53 And then it’ll go on, and it could continue on from here.
11:45:05 Next one.
11:45:09 Healthcare professionals need to practice following a two-step screening process for substance abuse disorders.
11:45:15 The process is short, but the stakeholders have asked for a more open-ended conversation.
11:45:24 Simulation with multiple endings. They’re okay paying for really open-ended lots of endings because they wanted to be a little more open-ended.
11:45:37 There we go. Yeah, I see several for Time Cave. This is the kind of situation where a time cave probably could work, and really would actually be done right.
11:45:47 2 decisions deep. We’re going to be very shallow, but broad I still might use some other tricks to manage the complexity, and we’ll do that after this practice.
11:45:59 But I do think that’s one where I probably would just do a time.
11:46:04 Cave, and I wouldn’t worry about any trying to do something else good.
11:46:14 One more of these practice. Help us analysts responding to customer questions on oh, on, on that, on the Time Cave, of why, there’s so many red boxes.
11:46:30 Okay, so the the question is, I’m confused about many about the amount of red boxes on that Y so many.
11:46:36 So from each choice, I have a good okay, and a bad.
11:46:44 But in this particular structure my assumption is that your bad decision that you have, that you don’t actually have a good decision to recover?
11:46:55 There that you only have an okay and 2 bad decisions.
11:47:04 Rather than if you do an okay decision here, you would get to you.
11:47:12 Have a good chance to recover, but there are more failures here.
11:47:15 I did not necessarily do I? You could actually do. Yeah, you’re screwed right from the start.
11:47:21 That’s exactly what it is. That’s what this is.
11:47:23 This is mean. This is mean. This is, meanime, Cave, it’s not even a nice one.
11:47:28 It is the you really don’t have a good recovery point.
11:47:35 It is the you’ve messed something up, and the best you.
11:47:42 There is one path here where I give them the opportunity to get back to a good ending.
11:47:46 What? 8 out of 9 endings you’ve got 4, okay, and 4 bad endings out of the 9 choices.
11:47:55 If you’ve made that port. Yeah, complete failure to ask the right questions at the beginning of things, even for something that’s not life or death, let’s say it’s for that client screening thing where it’s screening clients.
11:48:11 If you start off the conversation, talking about, how long is the e-learning, and how much, multimedia do you want it’s gonna be really hard for you to get back to the let’s talk about the business.
11:48:26 Need, and why you want this.
11:48:29 There is a path to get back to. Oh, right I was supposed to ask you about what’s the business need, and what are the metrics that we’re trying to change?
11:48:37 Yup, and so you can’t change them, because you’ve already sort of you’ve put it in their mind that you’re talking about.
11:48:44 You’ve already decided. It’s e-learning, you know.
11:48:46 It’s e-learning as a solution, and there’s not well, maybe this doesn’t even need to be e-learning.
11:48:52 Maybe it’s a job aid you don’t.
11:48:55 You don’t even get to that possibility.
11:48:56 So that’s why on that one. Yeah. The Jews out of the bottle.
11:49:01 Yup, and I think some most of the time in conversations.
11:49:04 You probably can recover and try to do stuff, but there are times where you’ve you’ve just, you know.
11:49:11 You’ve set the tone so poorly at the beginning that they’re just it’s really hard to get back.
11:49:17 If you think of customer service things, if the first interaction you have when you call tech support is that there distracted or they don’t really listen. They cut you off when you’re trying to explain the problem, is there anything that they can say that’s gonna make you trust them?
11:49:39 Hmm!
11:49:39 I mean probably not. Right? Yeah, you would just wanna go take your business elsewhere. And the odds are that you are.
11:49:48 Gonna walk away from that business relationship, and that you are not gonna continue.
11:49:53 And there’s not much that you can do to recover it.
11:49:57 But that’s a good question. Alright, so responding to customer questions on chat, lots of feedback to introduce support techniques for a range of different types of customer problems.
11:50:07 And yes, I would say branch and bottleneck, or constrained branching, depending on how much of the customer questions usually responding to a customer question is probably more than a one step situation.
11:50:21 So you probably are looking at. This is this is the first person who calls in.
11:50:27 Is this branch? And then, regardless of what you did?
11:50:30 In the first place, the second person is going to call in, no matter how badly you screwed up.
11:50:36 The second person is going to call in, and then you have another branch right?
11:50:40 Or how well you did, and then you get a third call, and that’s where that goes.
11:50:45 So it’s probably some sort of branch of bottleneck potentially constrained branching.
11:50:48 If you’re only looking at sort of one decision. If there’s one key point that you need to do with the if it’s really like oh, figuring out where you’re gonna refer somebody to with a call, and you’re just doing a string of them back to back that might be matter as constrained branching.
11:51:06 So alright! Good!
11:51:10 Does this start to make a little bit more sense? Now as to how the branching structure reflects what you’re teaching.
11:51:20 Okay. Good.
11:51:25 Okay, so besides, the overall structure, this is kind of the overall techniques.
11:51:31 These include the big level. Now, we’re going to get into some nitty-gritty things, how to manage the complexity.
11:51:35 So it does not get overwhelming and especially if you’re doing a time Cave, you’re going to do some of this, even with a branch of bottleneck.
11:51:43 You’re still probably going to do some of these tricks.
11:51:46 Oh, yeah, I forgot to build a poll for this. That’s fine.
11:51:48 You can all do it in chat or type it up on the screen.
11:51:50 How many options should you typically provide for each branching scenario decision point?
11:51:55 I think you all did this in your first in your first choice, that you did.
11:52:00 How many choices!
11:52:03 3.
11:52:06 Yup, I see 3, 2 to 3 from Natalie.
11:52:09 Yep.
11:52:12 So!
11:52:15 Yup and free. Yup. Okay, so, agreed. Many of us were that multiple choice questions should have 4 or 5 choices in order to be valid assessments and prevent guessing.
11:52:34 However, more recent research says that even for traditional multiple choice questions in a in a test, you really only need 3 choices, and I have some of the links to that research.
11:52:46 If you are interested in ending more, it is definitely what I was taught in college when I was getting my education degree was that you had to have a minimum of fortoices.
11:52:56 Turns out it’s not true, and that means that the hardest part of writing branching scenarios is writing plausible distractors.
11:53:05 You only need 2 plausible distractors. This is not to say that you never should use for, or that you should never use to.
11:53:19 In fact, I was meeting with somebody where we were looking at things, and there’s really there’s really a yes or no question.
11:53:25 I would much rather, if it’s if it’s truly a yes or no situation, I would rather just see you do yes or no, and not make up some obviously silly third choice.
11:53:43 And so sometimes you can have 2, and it’s and it’s absolutely evacuated to just do 2, is also a way to keep your structure a little shallower.
11:53:52 So that it does not expand too much. There are also situations where I’ve seen 5 choices.
11:53:59 Be actually valid, Clark Aldrich has one of his samples, is on reviewing documents like looking at where you have to look at a passport and a birth certificate and check identification and check a form, and there’s like 5 different documents to look at and
11:54:17 so you have a choice of well, which document are you going to look at first?
11:54:20 Because that’s what they have to do in real life.
11:54:24 So 3 is kind of your default, but hot scenes, I think, Natalie, we talked.
11:54:34 I mentioned doing cut scenes potentially because you’ve got such a long process.
11:54:39 You’ve got like 10 steps in that process, and if you’re doing 3 choices for 10 steps, this, this grows a lot really fast.
11:54:50 It is. It’s possible. If you’re doing kind of that constrained branching gauntlet.
11:54:55 But if if out of those 10 decisions, 6 or 6 of them maybe, are the ones where people really get stuck, and 4 of them, people generally do correctly.
11:55:07 In a game cut. Scenes are short, non interactive scenes that cut away from the action.
11:55:16 They move the platform forward, they show conversations, they build emotion, and we can steal this technique.
11:55:24 So I hit this in one of my scenarios, where it’s really important to have the initial questions asked.
11:55:31 But there’s a bunch of this conversation. I don’t need to have a decision for every single person that this instructional designer says in the conversation there can be just a little back and forth of that conversation.
11:55:42 I’ll just move it forward and have show a little bit of their back and forth.
11:55:47 Conversation in this separate scene, so you’ve ever played a game where you’re playing along, and then it pauses it can show you the little Mini movie of what’s happening with this.
11:55:57 That’s what this is and you’re elating today.
11:55:59 Doesn’t mean you’re necessarily making an animated movie.
11:56:04 Just maybe you just described the action of what happens, or you say you do this, you do these 3 steps, or the character.
11:56:13 Does these 3 steps, and you move it forward.
11:56:18 Another thing is the how long should we let learners go down?
11:56:21 The wrong thing, and, Ryan, you’d comment on how much red there was in the initial thing, because I really had it.
11:56:29 It it was very. That was a mean time Cave, where he got stuck a lot in this one.
11:56:35 I’m giving a lot more options. So let’s say you make that that first decision where initially, it was the you’re screwed.
11:56:41 If you make this decision, and you’re just, there’s not a lot of good options.
11:56:46 Well, now, I have 2. Okay choices and a bad choice.
11:56:55 I can potentially do this. Okay choice.
11:57:00 And then I can potentially even get back to a good.
11:57:05 If you notice the ideal path, option is probably over here right?
11:57:09 That’s the ideal path.
11:57:13 Even from this ideal path.
11:57:18 I potentially have a couple of so from this ideal path one of the options, after that first decision is an okay choice.
11:57:29 Here, this. Okay choice is shared both on multiple paths and, in fact, if you make the okay choice at the beginning, I’m gonna give you again the did you really mean to do this one instead?
11:57:45 Right. Think of it as you’re doing it. You’re asking questions.
11:57:48 Let’s say that this is the ideal path is to ask an open-ended question, to get into let’s see you ask a closed question.
11:57:57 So you get it. A one word answer, and then you realize, oh, right! I was supposed to ask an open, ended question.
11:58:05 And now you go back and you get back on the so I don’t necessarily like forcing people immediately to get right back on the right path, as that constrained, branching most of the time.
11:58:16 That’s not what I do. Instead, I do more complex structures like this, where I do reuse some of those choices.
11:58:24 Terry. You’ve already kind of set things up a little bit where?
11:58:28 There is. If you make the okay choice, you’re going to get the good choice as one of your options.
11:58:35 For the next thing right? You already kind of set this up so that you’ve got that opportunity to fix a mistake and to go back and kind of pick the right thing, because I think that that and that makes sense in your mentoring scenario Terry to do it that way this also
11:58:53 helps manage the complexity because you are reusing choices.
11:58:56 You are not completing building completely new slides for every single choice.
11:59:01 You are often just kind of pointing back to an earlier choice.
11:59:09 So outlining. So when when, you do this, you’re gonna do your ideal path, we just sort of the spine of the story.
11:59:23 I would organize that ideal path from left to right across the top.
11:59:27 And then have your alternate paths kind of below that I think that there’s no hardened past rule, but I do think that that generally is a little easier to see.
11:59:41 And so that’s where I would start writing. So my client screening one this, this is that ideal path right?
11:59:50 Where I have an outline. Send the client initial screening questions, review the client responses, have a phone call to learn about their client needs and then propose road mapping.
12:00:03 So that scenario you saw this really complex earlier. This is the idea path.
12:00:08 No, I had an outline and you’ll notice I got into here and it got a little bit longer here’s the client screening send some client screening questions.
12:00:20 Have a call. I decided that. Oh, no, I’ve got this one question that really is a critical piece.
12:00:26 And so I added, that this is sometimes it’s gonna happen where you move from the outline that you did before.
12:00:32 Once you kind of write it out a little bit and start to outline it.
12:00:36 You will maybe see that. Oh, I do need another decision here, or I can condense these 2 together.
12:00:45 And that’s okay. That’s normal. When you get to this point.
12:00:49 And then I decided I need a little bit more in the closing, and then a conclusion.
12:00:54 Yeah.
12:00:57 Yeah.
12:00:53 One question, Christie, would you insert the cut scenes in one of these passages, or an extra passage?
12:01:04 If you have one.
12:01:07 It depends on what do you have? I will say in this case. The cut scene that I showed is in that passage.
12:01:21 If there’s I don’t think there’s a hard investor role.
12:01:28 If one or the other feels like it makes more sense to you, and is clear to understand.
12:01:32 Okay, so.
12:01:33 Do it that way is my really, I really firm recommendation and.
12:01:42 So for this assignment you do not necessarily need to write this out.
12:01:47 We’re not necessarily trying to write all of the dialogue here.
12:01:51 It is mostly like, figure out what the decisions are and what the choices are going to be, so that then in week, 5 you can go back and write it.
12:02:01 So don’t worry about like writing all of the feedback messages for right now, it is okay to sort of have, you know, placeholder of like feedback here on sending price estimate to early feedback here on right you know, some feedback here and just sort of placeholders because we’re
12:02:18 outlining just in branching format.
12:02:23 So then I have my mistakes and challenges, and I can, so I will think about these, and you know, kind of fit these in here.
12:02:34 My first pass through. I do a lot of Tbd.
12:02:40 Right to be determined. I just have placeholders of like, okay, choice here.
12:02:45 Bad choice here. Sometimes I knew kind of on my first pass through of like, oh, yeah, I want one of the mistakes to be to send a price estimate right away without any more questions I knew that one for sure.
12:02:57 So I’ve jotted that one down. It’s normal, though, that on your first pass through outlining you will not know what all of those choices are, and then you kind of come back.
12:03:10 You can. Even sometimes you might put mistakes on passages and just sort of put them there and then drag and wrap them and make the connections after you sort of see your ideal path and figure out where to go, because sometimes there’s mistakes that could happen multiple places.
12:03:29 So this would be sort of my mistakes. So I’d had a list of this, and then I’d start filling in my alternate paths with referring back to this list.
12:03:38 So you’ve got this list from your previous planning.
12:03:42 So then you start using this to go in and outline again.
12:03:46 We’re not trying to write the full dialogue.
12:03:49 Your first decision point you wrote out full dialogue and feedback.
12:03:53 This time I’m looking for a lot more. Just outline, like, kind of just tell me what’s gonna happen.
12:04:00 After the mistakes. This is where we’ve been talking about this a little bit in the Forum, and we’ll talk about it more for the next time.
12:04:11 Always have some sort of immediate consequences. Right? You say something, and something happens.
12:04:19 Sometimes you have immediate feedback.
12:04:25 And and to have so sometimes you would have immediate feedback, especially if they’re notices.
12:04:34 And you’re doing lots of decisions, delayed consequences.
12:04:37 There are times that sometimes you do one thing, but the consequence of that doesn’t show up right away.
12:04:44 So, if it is the you didn’t monitor something for the patient, and that’s okay for 2 decisions.
12:04:55 But 3 decisions. Later, something goes wrong. And you realize you were supposed to be paying attention to that particular stat or something.
12:05:03 Or you didn’t do a medication. You didn’t change a dose of medication.
12:05:07 There’s no immediate effect. But 2 decisions. Later, it’s going to show up.
12:05:14 Sometimes that’s the case. Always do feedback before we start in the sometimes in the failures points we’ll talk about whether you should restart the whole thing, or whether you should go back to just a bottleneck, or whether whether that’s just sort of an ending where people can continue
12:05:35 on! Rona asked. Do you have blank templates with lots of green, yellow, red, TV blocks to make it easier for you for future jobs?
12:05:45 I don’t, because I find twine to be fast enough to develop in that.
12:05:49 I don’t need those, and every scenario ends up being a little bit different.
12:05:55 I have had. People ask me for that, and I just I don’t feel like I don’t.
12:06:01 I don’t feel like a template really solves that much for me.
12:06:09 I have had people ask, I think, templates for the interface in storyline and save time like that’s a useful thing entwined for structure, because so much of what I do for structure depends on the actual content in the scenario that a template doesn’t
12:06:31 actually help, much.
12:06:35 I will say, if you were doing lots of sort of constrained, branching, gauntlet scenarios, you probably could do a template, and you could build it out that way.
12:06:47 So!
12:06:51 Yeah.
12:06:48 Can ask one question? U.S.A. On the last slide.
12:06:55 You have the immediate feedback. What’s about the feed? Forward?
12:07:02 Do you sometimes point out this decision you have to make now is very important.
12:07:05 So think of 1, 2, 3, 4, before you make your decision.
12:07:10 Yes.
12:07:10 Do you sometimes use this method to?
12:07:12 Yeah, let me see if I can find cause. I do have one that does work that way.
12:07:24 Let’s see if I can find it quickly.
12:07:37 Okay, so it’s a little dated looking and stuff.
12:07:42 But this one is kind of more. The feed. This, this is a little bit of coaching up at the top.
12:07:52 So this is a a scenario. This is a doctor counseling a patient on alcohol.
12:08:01 Use, but this has, I am hinting, start with direct feedback.
12:08:08 So that’s sort of a hint of where it’s going next.
12:08:10 And so I do actually have a coach kind of telling them.
12:08:18 And then I have immediate feedback on this that says you jumped right into creating a plan without assessing readiness for change.
12:08:26 It doesn’t seem like Brian’s very motivated yet.
12:08:27 Can’t hint. Maybe you’d like to assess his readiness to change.
12:08:33 And then.
12:08:36 Now. So this one has lots of has immediate feedback.
12:08:40 I’ve done. I actually had a version of this where there was an on screen coach kind of giving this feedback.
12:08:46 You’ve got him, you know, agreed this, somewhat willing to make a change.
12:08:50 Sometimes this gives more hints. This was on the good path, so it doesn’t.
12:08:55 Let’s see.
12:09:00 Let me see if I get a bad. Okay? Yeah. As I say, then I do a bad choice.
12:09:03 I give specific. So here’s the immediate consequence is what patient says, and his expression and this motivation meter.
12:09:18 When we, then I give this specific feedback of next time, try to reduce, suggest a goal of reducing rather than cutting out alcohol completely.
12:09:31 This is very explicitly. I am telling you how to make better decisions next time.
12:09:37 Does that help? I see the I see nodding so. Yes, this makes sense on the coaching.
12:09:42 Hmm!
12:09:43 And yeah, you could absolutely do hints, and sometimes that is a really smart way to help people make better decisions.
12:10:13 Hmm!
12:09:53 And again, I can see Eric in your situation where you’re audiences sort of novices, and you are trying to coach them through things that, having a coach tell them stuff, or at least an option of ask the coach for help. Either one of those I could see being helpful in your situation.
12:10:20 And then knowing I’m a little over time. But so this is, gonna be structure.
12:10:27 Don’t worry about trying to write the whole scenario this time.
12:10:29 You’ve got 2 more weeks to write your first draft, and then time to revise.
12:10:33 So really think just about structure and what the decisions will be as much as possible if you end up submitting it with a couple of placeholders of I don’t know what to do for a decision here.
12:10:43 That’s absolutely valid at this point to say, yes, I need another thing here.
12:10:47 Can somebody help me think through ideas of like what makes sense here?
12:10:50 That’s a good point to ask for help, feedback, and help, and I’ll help you, or we can work together y’all have been doing a job of giving each other feedback.
12:10:59 So if you get stuck on something, don’t, don’t spend an hour wrestling with it, post it with a placeholder, and say, can somebody look at this and see what should go here?
12:11:10 And that’s this, this is very much, very rough draft, and I will say that the people who have tried to write out the whole scenario with all of the dialogue at this stage of the course have often ended up getting stuck later because the sort of jump ahead too much so
12:11:31 really caution to try to not get too much into writing just yet.
12:11:37 Then we’ll go back. Once you got the structure. Then filling in the writing is going to be easier once you get some structure in here, it is doing the outline first.
12:11:48 So think of this more as the level of detail you would put in an outline is what we’re looking for this week.
12:11:57 So that’ll be due next year. Tuesday.
12:12:01 Next week we’ll talk about writing and dialogue, and we’ll talk some more about feedback, because I think that that’s yeah.
12:12:09 That’s clearly a thing that we need to be thinking about as we’re doing the writing and how you’re gonna handle that.
12:12:16 So I can stay on for any other questions. But I also know that I am over time, and we can certainly ask talk in the Forum between now and then, so if you need to go go ahead.
12:12:27 Thanks, Ron coming.
12:12:29 Do you like the structure in the tree format, or as a story? Or how do we like it?
12:12:37 Oh! So in the assignment directions I do think that we need to see either a screenshot of it, or we need to have the clickable version.
12:12:45 Okay.
12:12:47 So I have an option in the directions where let’s see if I can.
12:12:57 Find this quick, so I can show you.
12:13:09 There is an option that I have directions in the course to do it.
12:13:14 This time for hosting. So I’m gonna give you a couple of options.
12:13:18 Hi, yeah, I know. Yeah, I remember, yeah, I remember that was, yeah.
12:13:21 Yeah, this is the so you can do. I’m trying to give you options of like, what’s easiest for you to get done.
12:13:28 Yup!
12:13:29 You can put it, you can do the Pdf.
12:13:32 And I’ll be able to see. You know. We can see the structure from that.
12:13:36 Okay. Yeah.
12:13:35 Pdf. Out ofof. Or I actually think that the image of the structure is pretty useful at this stage.
12:13:52 Yeah, yeah.
12:13:46 Otherwise there is. There’s directions in here on how to share on itch, which is.
12:14:00 Which is a good which is a free hosting.
12:14:03 If you have some other place to do free hosting, go right ahead.
12:14:12 Okay. Yeah.
12:14:09 But I do have the directions here of how to posted in itch last time we couple of people did use itch, and that seemed to work pretty well for sharing a story and doing things.
12:14:24 I will also say that there is a mid course survey at the end of this week.
12:14:29 This is really just kind of the we’re halfway through the course.
12:14:33 Let’s check in, and if there’s something I can do to be more helpful, let me see what changes I can make.
12:14:39 Okay.
12:14:39 So any feedback is appreciated. Thank you all. Does it seem a little does it seem a little less intimidating on the structure now that it did it did an hour ago?
12:14:52 Yes.
12:14:51 Okay. Yes.
12:14:55 Okay. So then, once you get into actually writing it out, if you get stuck, really do post in the forums, and we’ll see where things are.
12:15:03 Okay. Thank you.
12:15:03 Okay. Alright. Thank you. All. Alright. Fine!
12:15:06 Have a nice day. Bye, bye!
12:15:03 Sounds good. Thank you, you, too. Hi!
12:15:06 Thank you, you, too. Bye!