Chapter One Summary

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Chapter One Summary

• Rothwell Kazanas

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I.D Theory Practice

• UTILIZATION
• media utilization
• diffusion / innovation
• implementation institutionalization
• policies and regulations

• DEVELOPMENT
• print technologies
• audio visual technologies
• computer based technologies
• integrated technologies

• MANAGEMENT LEADERSHIP
• project
• resource
• delivery system
• information

• DESIGN
• instructional system
• message
• instructor characteristics
• learner characteristics

• EVALUATION
• problem analysis
• criteria reference measurement
• formative evaluation
• summative evaluation

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Comprehensive model of Human Performance in
Organizations
Environment Structure Technology Strategy Culture
ORGANIZATIONAL PERFORMANCE
INDIVIDUAL PERFORMANCE Job Context Motivation Know
ledge Skills Attitudes Abilities Aptitude
WORK-GROUP PERFORMANCE Structure Leadership Cohesi
veness Roles Norms Status
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Instructional Designer as Emerging Profession

• Conduct Needs Assessment
• Define Learning Objectives
• Work w/ Subject Experts
• Prepare Job Aids
• Select Media
• Develop Curriculum Plans
• Write Instructor / Participant Materials
• Conduct Pilot Tests

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Performance is...

• achievement of results
• outcomes to which purposeful activities are
  directed
• It is NOT Behavior

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Efficiency vs. Effectiveness

• Efficiency Are we doing things right?
• Effectiveness Are we doing the right things.
• CS Software Testing
• Verification building it right
• Validation building the right thing

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Criticism of Traditional Approaches

• ID1 the old way
• "Assumes a cumulative organization of learning
  events Based on prerequisite relationships among
  learned behaviors"
• focuses on parts rather than the whole
• provides superficial advice
• adopts closed-system view (disregards
  environment)
• asserts unrealistic approach
• instruction is passive

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ID2 - the New Way

• integration of knowledge and skills
• interactive strategies
• open system
• applies new knowledge about teaching and learning
  to the design process
• organize knowledge about ID - define
  methodologies
• provides design tools for
• knowledge analysis / acquisition
• strategy analysis
• transaction generation / configuration
• a collection of mini-experts, each contributing
  their little part to the whole

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Wanted New Models

• OR... Do we just need to learn how to apply the
  models we already have?
• If those who created the models are unable to use
  them effectively themselves, or describe how to
  use them, then perhaps they aren't as useful as
  first thought.
• If it is indeed broke, then fix it.
• Wicked Problems

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Personal Notes

• Lessons from My World
• adding complexity doesn't always help
• some prudent application of Patterns is in order
• appropriate Patterns need to be identified
• it may not be possible to discount the
  value/influence of experience talent the art
  the craft of the job (i.o.w. better lists may
  not solve the problem)

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I.D Theory Practice

• UTILIZATION
• media utilization
• diffusion / innovation
• implementation institutionalization
• policies and regulations

• DEVELOPMENT
• print technologies
• audio visual technologies
• computer based technologies
• integrated technologies

• MANAGEMENT LEADERSHIP
• project
• resource
• delivery system
• information

• DESIGN
• instructional system
• message
• instructor characteristics
• learner characteristics

• EVALUATION
• problem analysis
• criteria reference measurement
• formative evaluation
• summative evaluation

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Comprehensive model of Human Performance in
Organizations
WORK-GROUP PERFORMANCE Structure Leadership Cohesi
veness Roles Norms Status
Environment Structure Technology Strategy Culture
ORGANIZATIONAL PERFORMANCE
INDIVIDUAL PERFORMANCE Job Context Motivation Know
ledge Skills Attitudes Abilities Aptitude
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Factors Affecting Performance - 1 Individual
Performance
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Notes for previous slide Individual Performance
hidden

• Part of the solution involves figuring out how to
  address the short-falls.
• What if there aren't enough resources? Coping
  strategies?

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Factors Affecting Performance - 2 Work-Group
Performance
becker It is not clear a leader must be defined
in the traditional sense - SCRUM?
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Notes for previous slide Work-Group Performance
hidden

• While questions to be asked are valid, it may not
  be ideal to try and allocate work statically.
  Wicked Problems demand a more flexible structure.
• It is not clear a leader must be defined in the
  traditional sense - SCRUM? Leadership can be
  dynamic.
• In some cases, allowing the leadership role(s) to
  remain fluid and change may be the most effective
  approach.
• Flexible guidelines may work best. Roles should
  be defined but they can be made abstract, and not
  connected to a specific individual. This would
  allow individuals to shift roles and make better
  use of individual talents. It may also contribute
  to an improved team atmosphere and better
  cohesiveness.

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Factors Affecting Performance - 3 Organizational
Performance
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Notes for previous slide Organizational
Performance hidden

• SCRUM approach cannot be applied in the same
  fashion here.. aspects of it can still prove
  useful but an over-all organization must be
  maintained to avoid chaos. It may be possible to
  institute a process or framework that facilitates
  a more fluid or dynamic structure. It is
  important that the organization not be left with
  "gaps" in its structure.
• Does better have to mean more / or bigger? Often
  improvement is measured in terms of growth. I
  have personal issues with this. Too often
  "progress" comes at someone else's expense.

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Systematic Guided by Models

• ID Process
• not necessarily linear or step-by-step
• iterative and systematic
• Other Design Processes
• Waterfall/ Sashimi Models
• Scrum Handcuffing Hacking

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Open System Theory
Environment
Inputs
Operations
Outputs
Feedback

• Dependent on external environment for essential
  inputs and reception of outputs
• There exists a pattern to the flow of inputs and
  outputs
• Most have subsystems that interact with
  supra-systems

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Open System Theory - Subsystems

• Production getting work out
• Adaptive adapting to change
• Maintenance streamlining
• Managerial direction coordination

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Open System Theory - Supra-Systems

• Industry All similar related industry
• Governmental-Legal laws regulation
• Marketing Competitive "beating the other guy?"
• Economic National International
• Technological Tools Knowledge Methods
• Supplier Those who provide inputs

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Applicability of Open Systems Theory to ID

• Helps us to answer
• Why are we doing this?
• What is this good for?
• What are we improving?
• How does this fit in to the rest?
• How are we affecting the rest?

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Cost Effectiveness

• Not always about INSTRUCTION
• Ensuring that Knowledge, Skills Attitudes are a
  good match with what's required.
• Systems Analysis
• Problem Solving
• Make sure Instruction is what's really needed -
  that it will solve the identified problem.

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Chapter Two Summary

• Rothwell Kazanas

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I.D Theory Practice

• UTILIZATION
• media utilization
• diffusion / innovation
• implementation institutionalization
• policies and regulations

• DEVELOPMENT
• print technologies
• audio visual technologies
• computer based technologies
• integrated technologies

• MANAGEMENT LEADERSHIP
• project
• resource
• delivery system
• information

• DESIGN
• instructional system
• message
• instructor characteristics
• learner characteristics

• EVALUATION
• problem analysis
• criteria reference measurement
• formative evaluation
• summative evaluation

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Training

• Training
• Education
• Development
• Constitute Instructional Solutions
• NON-Instructional Solutions
• feedback aids rewards employee selection
  organizational redesign

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Feedback

• WHAT
• influences quality of performance
• WHEN
• Is problem caused by missing knowledge/ skill/
  attitude? yes
• Did they used to be able to do it? yes
• Is the skill used often? yes
• Are they getting enough info on consequences of
  'good' performance? no
• Is clarity and accuracy of feedback sufficient?
  no
• Is feedback timely? no

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Feedback

• HOW
• Coaching how is this not teaching/instruction?
• Production Wall Charts competitive
  discouraging
• Memorandums we all want more memos how often do
  we get memos that say, "Nice Job."?
• Team Meetings more meetings too, perhaps a
  necessary evil
• Performance Appraisals it's been estimated that
  the amount of time spent by faculty writing up
  their annual reports at UofC totals about 8 years
  - is it worth it?
• 360-Degree Feedback e.g.. USRIs how do we know
  we are asking the right questions?
• Customer Surveys how often do you fill out
  surveys?

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Job Performance Aids

• WHAT
• information guide
• Questions to ask
• Can it be accessed and used in real time?
• Does it provide stimuli for performance?
• Does it provide sufficient direction? "Load film
  now." IKEA furniture instructions

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Job Performance Aids

• WHEN
• big consequences complexity infrequent
  performance limited training time limited
  training budget
• NOT if no time to use causes credibility issues
• HOW
• Workbooks Checklists Manuals Decision Aids
  Algorithms Procedures Work Samples
• Replicas Models? - as in ID Models

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Rewards

• WHAT
• motivational
• watch out for ethical considerations
• WHEN
• If problem caused by workplace obstacles not
  individuals?
• Do they expect it?
• Is what they are doing perceived as without
  value?
• Do they now perceive consequences of performing
  well negatively or neutral?
• HOW
• Intentional External Standardized no
  favoritism
• Recruitment Retention
• Encouraging behave do the work
• See page 23-25 for list

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Employee Selection

• WHAT
• Right People for the Right Jobs
• WHEN
• turn-over is high
• too many firings
• "This wasn't in my job description!"
• supervisors complain their people are ill-equipped

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Employee Selection

• HOW
• Recruitment (inside outside long short term)
• Job Analysis -gt Job Description complete,
  accurate, current
• Selection tools applications tests interviews
• "Protected Labour Groups !?!?"

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Organizational Redesign

• WHAT
• Reporting Relationships Command Structure
• WHEN
• Confusion about job responsibilities
• inadequate job descriptions
• outdated organizational charts
• unclear relationships between goals structure
• pockets of 'ick' for employees
• inefficient work-flow
• inability to adapt to changing environments

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Organizational Redesign

• HOW
• Changing reporting relationships (reorganization)
• Improving Information Flow (Communication Audit)
• Redefining Job Responsibilities
• Changing Job Responsibilities
• Changing Goals, Objectives or Standards
• Increasing Information Available About Workflow
  "Who you gonna call?"