1. Chap 1 - Role of ID # 1 1/18/2003 12:55 PM Katrin Becker Chapter One Summary Rothwell & Kazanas

2. Chap 1 - Role of ID # 2 1/18/2003 12:55 PM Katrin Becker UTILIZATION: media utilization diffusion / innovation implementation & institutionalization policies and regulations MANAGEMENT & LEADERSHIP project resource delivery system information EVALUATION: problem analysis criteria reference measurement formative evaluation summative evaluation DEVELOPMENT: print technologies audio & visual technologies computer based technologies integrated technologies DESIGN: instructional system message instructor characteristics learner characteristics I.D Theory & Practice

3. Chap 1 - Role of ID # 3 1/18/2003 12:55 PM Katrin Becker Comprehensive model of Human Performance in Organizations INDIVIDUAL PERFORMANCE Job Context Motivation Knowledge Skills Attitudes Abilities Aptitude WORK-GROUP PERFORMANCE Structure Leadership Cohesiveness Roles Norms Status Environment Structure Technology Strategy Culture ORGANIZATIONAL PERFORMANCE

4. Chap 1 - Role of ID # 4 1/18/2003 12:55 PM Katrin Becker 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

5. Chap 1 - Role of ID # 5 1/18/2003 12:55 PM Katrin Becker Performance is... achievement of results outcomes to which purposeful activities are directed It is NOT Behavior

6. Chap 1 - Role of ID # 6 1/18/2003 12:55 PM Katrin Becker 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

7. Chap 1 - Role of ID # 7 1/18/2003 12:55 PM Katrin Becker Criticism of Traditional Approaches ID 1 [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

8. Chap 1 - Role of ID # 8 1/18/2003 12:55 PM Katrin Becker ID 2 - 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

9. Chap 1 - Role of ID # 9 1/18/2003 12:55 PM Katrin Becker 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 Red Text shows provocations for Further discussion :-)

10. Chap 1 - Role of ID # 10 1/18/2003 12:55 PM Katrin Becker 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) Red Text shows provocations for Further discussion :-)

11. Chap 1 - Role of ID # 11 1/18/2003 12:55 PM Katrin Becker UTILIZATION: media utilization diffusion / innovation implementation & institutionalization policies and regulations MANAGEMENT & LEADERSHIP project resource delivery system information EVALUATION: problem analysis criteria reference measurement formative evaluation summative evaluation DEVELOPMENT: print technologies audio & visual technologies computer based technologies integrated technologies DESIGN: instructional system message instructor characteristics learner characteristics I.D Theory & Practice

12. Chap 1 - Role of ID # 12 1/18/2003 12:55 PM Katrin Becker Comprehensive model of Human Performance in Organizations INDIVIDUAL PERFORMANCE Job Context Motivation Knowledge Skills Attitudes Abilities Aptitude WORK-GROUP PERFORMANCE Structure Leadership Cohesiveness Roles Norms Status Environment Structure Technology Strategy Culture ORGANIZATIONAL PERFORMANCE

13. Chap 1 - Role of ID # 13 1/18/2003 12:55 PM Katrin Becker Factors Affecting Performance - 1: Individual Performance Job Context: Job Environment - supervisors; equipment; tools; clients; co-workers Are there sufficient resources to perform? Motivation DesireDo they want to perform? Knowledge Information necessary for performanceIs it available? Do we have it? Skills Abilities to do required thingsCan they do it? Attitudes Expressed feelings about performance.How do they feel about this? Abilities Capabilities Do they have required talents; mental' physical characteristics? Aptitude Future Capabilities. [potential]Can they learn this?

14. Chap 1 - Role of ID # 14 1/18/2003 12:55 PM Katrin Becker 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?

15. Chap 1 - Role of ID # 15 1/18/2003 12:55 PM Katrin Becker Factors Affecting Performance - 2: Work-Group Performance Structure How work is allocated. Is responsibility for results clearly defined? Are they aware of what they are responsible for? Are they held accountable for achieving results? Leadership How is direction given? Is it clear who is in charge? Does leader consider how people feel as well as what must be done? Cohesiveness Member unification; ability to work as group. Can they work together? Roles Pattern of expected behaviors; results of each member. Do members understand their roles? Norms Accepted beliefs How do they feel about the results they are to achieve? Methodology? Status Relative positions of members Do people have authority to act on their responsibilities? Can others follow the lead(s)? becker: It is not clear a leader must be defined in the traditional sense - SCRUM? becker: It is not clear a leader must be defined in the traditional sense - SCRUM?

16. Chap 1 - Role of ID # 16 1/18/2003 12:55 PM Katrin Becker 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. Red Text shows provocations for Further discussion :-)

17. Chap 1 - Role of ID # 17 1/18/2003 12:55 PM Katrin Becker Factors Affecting Performance - 3: Organizational Performance Environment Outside World How well are we adapting to and anticipating change outside? Structure How work is divvied upon a larger scale. Is work divvied up appropriately? Technology How the work is done. Are they applying current knowledge (ideas) to methodologies? Strategy The means to the end. Long-term direction. Are they competing effectively? Culture Beliefs and attitudes. Do members share common beliefs & attitudes about what they (and the organization) should do?

18. Chap 1 - Role of ID # 18 1/18/2003 12:55 PM Katrin Becker 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. Red Text shows provocations for Further discussion :-)

19. Chap 1 - Role of ID # 19 1/18/2003 12:55 PM Katrin Becker 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 Red Text shows provocations for Further discussion :-)

20. Chap 1 - Role of ID # 20 1/18/2003 12:55 PM Katrin Becker Environment Open System Theory 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 InputsOperations Outputs Feedback

21. Chap 1 - Role of ID # 21 1/18/2003 12:55 PM Katrin Becker Open System Theory - Subsystems 1.Production [ getting work out ] 2.Adaptive [ adapting to change ] 3.Maintenance [ streamlining ] 4.Managerial [ direction & coordination ]

22. Chap 1 - Role of ID # 22 1/18/2003 12:55 PM Katrin Becker Open System Theory - Supra-Systems 1.Industry [ All similar & related industry ] 2.Governmental-Legal [ laws & regulation ] 3.Marketing Competitive ["beating the other guy?"] 4.Economic [ National & International ] 5.Technological [ Tools; Knowledge; Methods] 6.Supplier [ Those who provide inputs ] Red Text shows provocations for Further discussion :-)

23. Chap 1 - Role of ID # 23 1/18/2003 12:55 PM Katrin Becker 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?

24. Chap 1 - Role of ID # 24 1/18/2003 12:55 PM Katrin Becker 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. Red Text shows provocations for Further discussion :-)

25. Chap 1 - Role of ID # 25 1/18/2003 12:55 PM Katrin Becker Chapter Two Summary Rothwell & Kazanas

26. Chap 1 - Role of ID # 26 1/18/2003 12:55 PM Katrin Becker UTILIZATION: media utilization diffusion / innovation implementation & institutionalization policies and regulations MANAGEMENT & LEADERSHIP project resource delivery system information EVALUATION: problem analysis criteria reference measurement formative evaluation summative evaluation DEVELOPMENT: print technologies audio & visual technologies computer based technologies integrated technologies DESIGN: instructional system message instructor characteristics learner characteristics I.D Theory & Practice

27. Chap 1 - Role of ID # 27 1/18/2003 12:55 PM Katrin Becker Training Education Development Constitute Instructional Solutions NON-Instructional Solutions: feedback; aids; rewards; employee selection; organizational redesign

28. Chap 1 - Role of ID # 28 1/18/2003 12:55 PM Katrin Becker 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]

29. Chap 1 - Role of ID # 29 1/18/2003 12:55 PM Katrin Becker 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?] Red Text shows provocations for Further discussion :-)

30. Chap 1 - Role of ID # 30 1/18/2003 12:55 PM Katrin Becker 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] Red Text shows provocations for Further discussion :-)

31. Chap 1 - Role of ID # 31 1/18/2003 12:55 PM Katrin Becker 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] Red Text shows provocations for Further discussion :-)

32. Chap 1 - Role of ID # 32 1/18/2003 12:55 PM Katrin Becker 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

33. Chap 1 - Role of ID # 33 1/18/2003 12:55 PM Katrin Becker 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

34. Chap 1 - Role of ID # 34 1/18/2003 12:55 PM Katrin Becker Employee Selection HOW: Recruitment (inside & outside; long & short term) Job Analysis -> Job Description [complete, accurate, current] Selection tools [applications; tests; interviews] "Protected Labour Groups !?!?"

35. Chap 1 - Role of ID # 35 1/18/2003 12:55 PM Katrin Becker 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

36. Chap 1 - Role of ID # 36 1/18/2003 12:55 PM Katrin Becker 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?"]