This Is Darn Difficult To Do If You Start With Topics vs Tasks
So the first thing to do when you been saddled with, er, assigned to address Topic(s) is to back in to the Tasks – that/those Topics – and their sub-topics – enable.
Don’t insist that the client rework their Request. Work with them to help them learn how to think in terms of Tasks versus Topics.
Yes – clients, one at a time. Meet them where they live versus forcing them in your Intake Process to meet you where you live.
Yes There Are Two Paths You Can Go Down
To borrow some lyrics from back in the day.
1-2-3-4, and then A-B-C-D. Or A-B-C-D, and then 1-2-3-4.
I don’t think it matters. You can start with either “path” – and then go to the other.
IF you have got enough detail in your understanding (from the data) regarding your Performance Objectives – or if you prefer, and I do, your data regarding the Performance Competence Requirements.
Chain Chain Chain
Well, actually, just two chains. And then a “backwards chain” both of them – from how they are typically discussed/presented. So three chains.
See the graphic above for the Chain 1-2-3-4 and the Chain A-B-C-D.
I would always sequence those development efforts in a backward Chain manner – backward from how the are typically (not always) deployed – with the exception of the Learning Objectives which are part of both an OPEN and the Close in every Lesson (n my model/methods).
In the 1-2-3-4 chain would develop my Learning Objectives first, then the Application Exercises (the APPOs), and then the Demonstrations (DEMOs), and finally the Information (INFOs).
In the A-B-C-D chain I would create my Level 4/5* Evaluation first, then my Level 3 Evaluation, and then my Level 2 Evaluation, and then my Level 1 Evaluation.
*In 1979 I was taught that Results were ROI – and that’s what we forecasted to our management who had to approve our plans – after they gave us the request in the first place. Anyway – that’s why I still lump the 5 in with the 4.
Adapt if you cannot/should not adopt.
Do You Know Where Your Stakeholders Are?
Are – in terms of where they are regarding your help in meeting their needs. In addressing their Critical Business Issues?
Which could include keeping some critical current operations humming along – as well as getting ready to meet some challenges on the horizon. All to meet some requirements of the Stakeholder community. Where some only care out the Outputs, and some only care about the Tasks, and some care about both.
Gaps – are where you fall short in meeting those requirements – at the Individual level, the Team level, the Department level, the Function level, the Division/SBU level, and at the Enterprise level.
The definition of “Performance Competence” works for every level of the Value Chain(s) that your Enterprise is a part of. It even works for the Value Chain itself.
Chain Chain Chain Chain – I guess.
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