chapter one summary
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1/18/2003 12:55 PM
Katrin Becker Chap 1 - Role of ID # 1
Chapter One Summary
Rothwell & Kazanas
1/18/2003 12:55 PM
Katrin Becker Chap 1 - Role of ID # 2
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
1/18/2003 12:55 PM
Katrin Becker Chap 1 - Role of ID # 3
Comprehensive model of Human Performance in Organizations
INDIVIDUAL PERFORMANCEJob ContextMotivationKnowledge
SkillsAttitudesAbilitiesAptitude
WORK-GROUP PERFORMANCEStructure
LeadershipCohesiveness
RolesNormsStatus
EnvironmentStructure
TechnologyStrategyCulture
ORGANIZATIONAL PERFORMANCE
1/18/2003 12:55 PM
Katrin Becker Chap 1 - Role of ID # 4
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
1/18/2003 12:55 PM
Katrin Becker Chap 1 - Role of ID # 5
Performance is...• achievement of results• outcomes to which purposeful
activities are directedIt is NOT Behavior
1/18/2003 12:55 PM
Katrin Becker Chap 1 - Role of ID # 6
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
1/18/2003 12:55 PM
Katrin Becker Chap 1 - Role of ID # 7
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
1/18/2003 12:55 PM
Katrin Becker Chap 1 - Role of ID # 8
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
1/18/2003 12:55 PM
Katrin Becker Chap 1 - Role of ID # 9
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 forFurther discussion :-)
1/18/2003 12:55 PM
Katrin Becker Chap 1 - Role of ID # 10
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 forFurther discussion :-)
1/18/2003 12:55 PM
Katrin Becker Chap 1 - Role of ID # 11
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
1/18/2003 12:55 PM
Katrin Becker Chap 1 - Role of ID # 12
Comprehensive model of Human Performance in Organizations
INDIVIDUAL PERFORMANCEJob ContextMotivationKnowledge
SkillsAttitudesAbilitiesAptitude
WORK-GROUP PERFORMANCEStructure
LeadershipCohesiveness
RolesNormsStatus
EnvironmentStructure
TechnologyStrategyCulture
ORGANIZATIONAL PERFORMANCE
1/18/2003 12:55 PM
Katrin Becker Chap 1 - Role of ID # 13
Factors Affecting Performance - 1: Individual Performance
Job Context:
Job Environment - supervisors; equipment; tools; clients; co-workers
Are there sufficient resources to perform?
Motivation Desire Do they want to perform?
Knowledge Information necessary for performance
Is it available? Do we have it?
Skills Abilities to do required things Can they do it?
Attitudes Expressed feelings about performance.
How do they feel about this?
Abilities CapabilitiesDo they have required talents; mental' physical characteristics?
Aptitude Future Capabilities. [potential] Can they learn this?
1/18/2003 12:55 PM
Katrin Becker Chap 1 - Role of ID # 15
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?Cohesivene
ssMember 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 beliefsHow 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?
1/18/2003 12:55 PM
Katrin Becker Chap 1 - Role of ID # 17
Factors Affecting Performance - 3: Organizational Performance
Environment
Outside WorldHow 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?
1/18/2003 12:55 PM
Katrin Becker Chap 1 - Role of ID # 19
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 forFurther discussion :-)
1/18/2003 12:55 PM
Katrin Becker Chap 1 - Role of ID # 20
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
Inputs Operations Outputs
Feedback
1/18/2003 12:55 PM
Katrin Becker Chap 1 - Role of ID # 21
Open System Theory - Subsystems
1. Production [ getting work out ]2. Adaptive [ adapting to change ]3. Maintenance [ streamlining ]4. Managerial [ direction &
coordination ]
1/18/2003 12:55 PM
Katrin Becker Chap 1 - Role of ID # 22
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 :-)
1/18/2003 12:55 PM
Katrin Becker Chap 1 - Role of ID # 23
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?
1/18/2003 12:55 PM
Katrin Becker Chap 1 - Role of ID # 24
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 :-)
1/18/2003 12:55 PM
Katrin Becker Chap 1 - Role of ID # 25
Chapter Two Summary
Rothwell & Kazanas
1/18/2003 12:55 PM
Katrin Becker Chap 1 - Role of ID # 26
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
1/18/2003 12:55 PM
Katrin Becker Chap 1 - Role of ID # 27
Training
• Training• Education• DevelopmentConstitute Instructional Solutions
• NON-Instructional Solutions:feedback; aids; rewards; employee
selection; organizational redesign
1/18/2003 12:55 PM
Katrin Becker Chap 1 - Role of ID # 28
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]
1/18/2003 12:55 PM
Katrin Becker Chap 1 - Role of ID # 29
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 forFurther discussion :-)
1/18/2003 12:55 PM
Katrin Becker Chap 1 - Role of ID # 30
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 :-)
1/18/2003 12:55 PM
Katrin Becker Chap 1 - Role of ID # 31
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 :-)
1/18/2003 12:55 PM
Katrin Becker Chap 1 - Role of ID # 32
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
1/18/2003 12:55 PM
Katrin Becker Chap 1 - Role of ID # 33
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
1/18/2003 12:55 PM
Katrin Becker Chap 1 - Role of ID # 34
Employee Selection
HOW:• Recruitment (inside & outside; long
& short term)• Job Analysis -> Job Description
[complete, accurate, current]• Selection tools [applications; tests;
interviews] "Protected Labour Groups !?!?"
1/18/2003 12:55 PM
Katrin Becker Chap 1 - Role of ID # 35
Organizational Redesign
WHAT: Reporting Relationships & Command
StructureWHEN:
– 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
1/18/2003 12:55 PM
Katrin Becker Chap 1 - Role of ID # 36
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?"]
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