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  • (Governance Strategy)

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  • 1. Instructional Design FASTER, LEANER, AND MORE EFFECTIVE SESSION 1
  • 2. Conrad Gottfredson PH.D., RW.E Chief Learning Strategist c.gottfredson@ontuitive.com @ConGott 2
  • 3. AdobeConnect Enabling & muting your microphone To Enable your Microphone: 1. Click the top left “Meeting” icon 2. Choose “Audio Setup Wizard” 3. Walk yourself through the Wizard – if everything works correctly: • Click on the phone and/or microphone icon along the top • Click “connect my audio” • Choose “using microphone (computer/device) • Click “join” To Mute your Microphone: 1. Click the microphone icon along the top 2. Choose “mute my microphone” from the drop down
  • 4. Butch Cassidy Circleville, Utah
  • 5. Please Introduce Yourself Who you are Where you are from Something you do that you really enjoy
  • 6. Getting Started Activity A: How is learning with the GEAR approach going to differ from how you traditionally learn in a classroom? Enter your answer into chat. COPYRIGHT CONRAD GOTTFREDSON
  • 7. GEAR Learning Process Gather in the VC Receive Feedback Expand & Apply Report Copyright Conrad Gottfredson
  • 8. GEAR Course Process Gather in the VC Receive Feedback Expand & Apply Cycle 1: AGILE Instructional Design Cycle 2: Map and Prioritize Cycle 3: Plan, Implement, and Iterate Cycle 4: Leverage and Evaluate Report Copyright Conrad Gottfredson
  • 9. GEAR Cycle 1 Kickoff Cycle 1: AGILE Instructional Design Cycle 2: Map and Prioritize Copyright Conrad Gottfredson Cycle 3: Plan, Implement, and Iterate Cycle 4: Leverage and Evaluate Copyright Conrad Gottfredson
  • 10. Cycle 1: Align (with Strategy, with Markets, with Performers) Discussion: Real World Realities for Instructional Design  There are Two Worlds of Instructional Design  Organizations Must Learn @ the Speed of Change  Time to Competence is the Key Metric  Traditional ISD Can’t Keep Up  Training Alone Can’t Close the Gap  Our Work is to sustain Organizational Competence Discussion: Real World Realities for Alignment AGILE Practice 1: Scope Business Impact and Resource Requirements Key Tasks  One: Scope and Validate Business Performance Needs  Strategy is a Moving Target  Performance Consulting Requires Business Acumen  Training Shouldn’t be a First Response  Performance Support is the Game Changer  Two: Estimate Resources Governing Principles  Accommodate the Five Moments of Learning Need  Attend to Learning Dispositions  Justify and Standardize Deliverables  Attend to Learning Dispositions Copyright Conrad Gottfredson
  • 11. GEAR Cycle 2 Kickoff Cycle 1: AGILE Instructional Design Cycle 2: Map and Prioritize Copyright Conrad Gottfredson Cycle 3: Plan, Implement, and Iterate Cycle 4: Leverage and Evaluate Copyright Conrad Gottfredson
  • 12. Cycle 2: Map and Prioritize Real World Realities  There’s Not Enough Time for Mager Objectives  Knowledge Enriched Performance is the Endgame  We are Cramming too Much into Formal Learning  Time Away From Work is Costly to the Organization  Safe Failure can Save Learning AGILE Practice 2: Map the Moment of Apply AGILE Practice 3: Prioritize Business Impact Key Tasks Key Task  One: Prepare for the Task Analysis  One: Conduct Critical Skills Analysis  Two: Conduct Rapid Task Analysis  Three Analyze Audiences  Four: Finalize the Results of the RTA Governing Principles Governing Principles  Embrace Reference-based Learning  Manage Resources by contribution and priority  Manage Cognitive Load  Define & Consolidate Roles Copyright Conrad Gottfredson
  • 13. GEAR Cycle 3 Kickoff Cycle 1: AGILE Instructional Design Cycle 2: Map and Prioritize Cycle 3: Plan, Implement, and Iterate Copyright Conrad Gottfredson Cycle 4: Leverage and Evaluate Copyright Conrad Gottfredson
  • 14. Cycle 3: Plan, Implement, and Iterate AGILE Practice 4: Proof the EPSS AGILE Practice 5: Develop the LEaP Plan AGILE Practice 6: Iterate & Implement Key Tasks Key Tasks Key Tasks  One: Develop a Workflow Map  One: Scope the Iteration(s)  Two: Define & Populate the Pyramid  One: Determine the Appropriate LEaP Structure  Three: Determine Key Contexts  Two: Design the LEaP Plan  Four: Establish the Overarching EPSS Structure  Three: Determine Fulfillment (Development) Requirements Governing Principles Governing Principle  Manage Cognitive Load with an Overarching Visual Map  Develop Cascading Levels for Support  Two: Stage the Implementations Governing Principle  Use the Power of Iteration to Keep Up with Agile Software Development  Accommodate Procedural-based, Principlebased, and Knowledge-based Solutions  Broker Before You Build  Simultaneous Effort Fuels AGILE ISD Copyright Conrad Gottfredson
  • 15. GEAR Cycle 4 Kickoff Cycle 1: AGILE Instructional Design Cycle 2: Map and Prioritize Copyright Conrad Gottfredson Cycle 3: Plan, Implement, and Iterate Cycle 4: Leverage and Evaluate Copyright Conrad Gottfredson
  • 16. Cycle 4: Leverage and Evaluate AGILE Practice 7: Leverage AGILE Practice 8: Evaluate Key Tasks Key Tasks  One: Leverage Technology  One: Develop a Measurement Strategy  Two: Leverage People  Three: Leverage Research  Two: Put in Place an Measurement Infrastructure Governing Principle Governing Principle  Accelerate Development and Maintenance with Structured Authoring  Conduct Formative and Summative Evaluation Copyright Conrad Gottfredson
  • 17. Kickoff Discussion : Real World Realities for Instructional Design Discussion Points 1. There are Two Worlds of Instructional Design 2. Organizations Must Learn @ the Speed of Change 3. Time to Competence is the Key Metric 4. Traditional ISD Can’t Keep Up 5. Training Alone Can’t Close the Gap 6. Our Work is to sustain Organizational Competence COPYRIGHT CONRAD GOTTFREDSON
  • 18. Discussion 1: Real World Realities for Instructional Design 1. There are Two Worlds of Instructional Design
  • 19. Discussion 1: Real World Realities for Instructional Design A Quick Peek at the New World of Performance-based Instructional Design: 1. There are Two Worlds of Instructional Design COPYRIGHT CONRAD GOTTFREDSON
  • 20. The AGILE Process Scope and Validate Business Performance Needs Estimate Resources COPYRIGHT CONRAD GOTTFREDSON
  • 21. The AGILE Process Design and Develop Simultaneously @ Warp Speed COPYRIGHT CONRAD GOTTFREDSON
  • 22. The AGILE Process • Map the moment of APPLY through Rapid Task Analysis One: Prepare for the Task Analysis • Set them at ease. • Finalize the scope objective. • Prepare the SMEs to help identify tasks. Step 1: Prepare SMEs Two: Conduct Rapid Task Analysis Step 2: Identify Tasks • Create a random list • Verify they are tasks • Gain Consensus Three Analyze Audiences • Identify process categories • Map tasks to the categories • Optimize categories Step 3: Group the Tasks Four: Finalize the Results of the RTA Step 4: Establish Relationships • Order tasks • Order groupings • Map parking-lot concepts to the processes • Identify additional concepts per process • Map concepts to tasks Step 5: Identify Concepts COPYRIGHT CONRAD GOTTFREDSON
  • 23. The AGILE Process • Justify the need for NEW and MORE by rating the impact of failure through Critical Skills Analysis •Prepare the CSA template •Introduce the CSA •Teach the benefits of the CSA Step 1: Prepare for the CSA Step 2: Conduct the CSA •Rate the impact of failure for each task for each job role •Review the ratings with the SMEs for consistency • See Finalize the Results of the RTA Session (above). Step 3: Validate the CSA COPYRIGHT CONRAD GOTTFREDSON
  • 24. The AGILE Process • Make a Learning Experience and Performance (LEaP) Plan for all Five Moments of Need One: Define the Learning Experience Two: Define Your EPSS Pyramid Three: Conduct LEaP Analysis © 2013, CONRAD GOTTFREDSON, ALL RIGHTS RESERVED CONRADGOTTFREDSON@GMAIL.COM
  • 25. The AGILE Process Develop working solutions iteratively and implement incrementally (MGP) • Iterate: to do something over repeatedly • Implement: to put into practical effect; carry out • Incrementally: The process of increasing through addition or contribution. COPYRIGHT CONRAD GOTTFREDSON
  • 26. The AGILE Process Pursue continuous improvement by leveraging people and technology • Automate Continuous Improvement via an EPSS Technology Infrastructure • Implement the Governance Strategy COPYRIGHT CONRAD GOTTFREDSON
  • 27. The AGILE Process Establish an ongoing measurement and reporting strategy. COPYRIGHT CONRAD GOTTFREDSON
  • 28. COPYRIGHT CONRAD GOTTFREDSON
  • 29. Discussion 1: Real World Realities for Instructional Design Take 2.5 minutes and complete this Activity in your workbook. COPYRIGHT CONRAD GOTTFREDSON
  • 30. Discussion 1: Real World Realities for Instructional Design Talk out: How does knowledgebased instruction differ from performance-based instruction? “One must learn by doing the thing, for though you think you know ityou have no certainty, until you try.” ~Sophocles COPYRIGHT CONRAD GOTTFREDSON
  • 31. Discussion 1: Real World Realities for Instructional Design Talk out: What challenges does ADDIE face when it comes to performance-based instruction? COPYRIGHT CONRAD GOTTFREDSON
  • 32. THE ONLY PERSON WHO IS EDUCATED IS THE ONE WHO HAS LEARNED HOW TO LEARN AND CHANGE. ~CARL ROGERS COPYRIGHT CONRAD GOTTFREDSON