11 O’clock: T&D Research & Development System

The T&D Systems View Clockface Model

Note: this model was first presented by Guy W. Wallace at an ASTD Conference in 1990.

Update the language as you wish/need to.

Research & Development System

This System – which is really a sub-System – or a Sub-Sub-System – is composed of the following three Processes:

•   T&D Methodology and Technology Surveillance Process

•   T&D Internal and External Benchmarking Processes

•   T&D Methodology and Technology Pilot-testing Processes

 

Adapt this view to your own later, if necessary.

Our general rule: adapt if you can’t adopt.

This system includes the processes that look into the future and keep the T&D/L&D organization on the cutting edge. They also serve as the “testing” processes that ensure T&D is delivering on its continuous promise of continuous improved performance and a continuous high return on investment.

Principle

Without a constant eye on the future, T&D/L&D will fail to keep pace with the changing dimensions of the business and the opportunities that new technology and methods present.

The T&D Research & Development System organizes all deliberate/planned T&D research and development efforts, conducts internal and external benchmarking, and conducts pilot tests of new processes/products/tools/techniques for potential incorporation into the standard T&D methods and processes throughout the T&D System.

1. The T&D Methodology and Technology Surveillance Process

The T&D Methodology and Technology Surveillance Process keeps track of what’s going on in the worlds of ISD technology and ISD methodology.

T&D organizations should be conducting targeted, by design and not random, research into the leading-edge ISD processes, tools/techniques, and T&D products of various content/nature. They should then compare both new and old T&D systems, techniques, tools, and “what results achieved at what costs analyses,” for potential consumption by all of the various T&D systems and processes on the T&D Systems View clockface.

2. The T&D Internal and External Benchmarking Processes

The T&D Internal and External Benchmarking Processes compare all of the internal T&D organizations’ processes to a series of benchmarks, comparing internal operations against each other as well as to external organizations in both similar and dissimilar situations.

In summary, the T&D Internal and External Benchmarking Processes of the T&D System help with continuous improvement efforts of both ISD and other T&D processes (e.g., registration systems) and products (LCD projectors, authoring tools, etc.) used by internal and external T&D organizations.

3. The T&D Methodology and Technology Pilot-testing Processes

The T&D Methodology and Technology Pilot-testing Processes bring in the new-fangled stuff found in the other two processes of the T&D Systems Research & Development System, to deliberately play with it and test it. All by design.

Pilot tests are conducted in a precise manner, as a controlled experiment, to test process or product, with the technology and/or methodology being tested for many “ilities,” such as

•   Manufacturability

•   Use-ability

•   Maintain-ability

•   Storage-ability

•   Retrieval-ability

•   Etc.-ability

11 O’clock Summary

In summary, the T&D Methodology and Technology Pilot-testing Processes of the T&D Systems “test T&D stuff,” prior to widespread deployment, to better learn not only if it will work to “requirements specifications,” but what a successful, efficient deployment will really take.

Then, future T&D system process improvements/changes can be more effective and efficient when all is said and done, as well as better planned and implemented.

Given nothing but continuous and accelerating change for our futures, it behooves us to be prepared and cautious while still being deliberate about improvements. But, they still need to make business sense. A little continuous R&D is necessary to stay abreast, slightly behind, or ahead of the curve. Doing nothing guarantees nothing but being way behind.

With so many opportunities and paths to explore in this opportunity-rich field, this money-pit is indeed a dangerous and expensive pitfall. The best defense is a good offense. Plan it or roll with it. Those are business decisions, too.

The book: T&D Systems View (2001) – was updated in 2011 and the model updated/changed as well:

For more information – and a link to order “The Curriculum Manager’s Handbook” as a Paperback or a Kindle – please go here.

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