T&D: Get Real. Align to the Performance Experience

PX Before LX

First things first. Focus on the Performance Experience before considering the Learning Experience. Both are important. But one drives the other.

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Figure that out – the desired Performance Experience – before the Learning Experience.

Make it real.

2 Resources

Modeling Mastery Performance and Systematically Deriving the Enablers for Performance Improvement– by Guy W. Wallace, CPT – Chapter 11 of the Handbook of Human Performance Technology – 3rd Edition – 2006.  This methodology was first published in this 1984 article in ISPI’s (then NSPI’s) PIJ in November 1984.

Performance-based ISD – ISPI PX 12-part Series – 2007 – 122 page PDF – an update in 12-parts to my 1999 book: lean-ISD – which covers my ISD methods: The PACT Processes for T&D, Learning and Knowledge Management. Published in ISPI’s PerformanceExpress during the 12 months of 2007.

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L&D: Tuesday L&D Processes Audit 41: T&D Equipment and Tools Development and Deployment Process

T&D Process 10.8: T&D Equipment and Tools Development and Deployment Process

Note: In my 2001 book I continued my decades old name for the profession as T&D – Training & Development.

Convert for your use as necessary. I will use both T&D and L&D in this weekly series for 2018.

Slide1

Not all loose processes need to be tightened up.

You should only do that Investment if the Returns warrant.

Slide2

Learning By Design vs Learning By Chance

When the Cost of Non-Conformance of poor Process/people Performance warrants the Investment in T&D/ Learning/Knowledge Management Content – then make those investments.

And – just because an L&D profession can determine a valid Learning Need and gap in Content – does not in and of itself warrant meeting that need – in any manner.

It’s a Business Decision. 

Slide3

The L-C-S Framework View

I use both views…

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Overview of the Big Picture

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T&D Process 10.8: T&D Equipment and Tools Development and Deployment Process

Process Purpose

The T&D Equipment and Tools Development and Deployment Process builds or acquires the T&D tools and equipment required and proven (pilot tested) by the research and development effort. This process ensures a successful implementation.

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Process Description

The T&D Equipment and Tools Development and Deployment Process determines the equipment and tool needs based on the T&D systems’ processes and the job designs for performing within those processes.

These tools and equipment can include various types of furniture, presentation equipment, computers and peripherals, etc.

For More About This Process In the T&D Systems View

See my 2001 book: T&D Systems View.

Slide6

Click on image to link to the download page.

T&D Systems View is also available as a $15 Paperback book – and $7.50 as a Kindle – for more information and/or to order – please go – here.

This 2018 Weekly Series Continues Next Tuesday

For Past Series Posts search this site using: “Tuesday L&D Processes Audit”

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T&D: The Enterprise is a Bundle of Processes

The Enterprise’s Departments are a Bundle of Processes

Some are Formal and many are Informal. Some are Named and many are Unnamed. People perform in Processes. The Variables Are Complex. How are you going to help client solve performance issues if your solution is always T&D?

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At the Department Level

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At the Enterprise Level

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The 12 Variables

The Variables in my model – yours may differ – include these 12:

  1. The Process Itself
  2. Human Awareness Knowledge Skills
  3. Human Physical Attributes
  4. Human Psychological Attributes
  5. Human Intellectual Attributes
  6. Human Personal Values
  7. Environmental Data & Information
  8. Environmental Materials & Supplies
  9. Environmental Tools & Equipment
  10. Environmental Facilities & Grounds
  11. Environmental Budget & Headcount
  12. Environmental Culture & Consequences

The Stakeholder Hierarchy

This is what decides what is important, Output and Task-wise.

Slide1

Past Post On This

https://eppic.biz/2013/01/07/all-the-variables-all-the-marbles-a-dozen/

Additional Resources

Here is a 25 page PDF of my chapter in the ISPI 2006 edition of the Handbook of Human Performance Technology:

Modeling Mastery Performance and Systematically Deriving the Enablers for Performance Improvement – by Guy W. Wallace, CPT – Chapter 11 of the Handbook of Human Performance Technology – 3rd Edition – 2006.  This methodology was first published in this 1984 article in ISPI’s (then NSPI’s) PIJ – Performance & Instruction Journal way back in November 1984.

And here is an article from 1995 on Stakeholder Analysis:

The Customer Is King – Not! – 15 page PDF – the original version of the article published in the Journal for Quality and Participation in March 1995 – address Balancing Conflicting Stakeholder Requirements, and suggests that the Customer is Not the King of Stakeholders (despite the unfortunate slogans from the Quality movement despite Deming’s admonitions about slogans). Balancing Conflicting Stakeholder Requirements – Wallace – March 1995 AQP

And the version in ISPI’s November 2011 Performance Express:  performancexpress.org-Stakeholders Beyond the Customers The Customer Is King Not

There are many other resources on this site, including hundreds of Blog Posts (out of the 2650+ that have been posted), articles, books, videos and audio podcasts that address Performance Analysis. Search the Resource Tab.

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T&D: Focus on PX Before LX

Performance Experience Before Learning Experience

The ideal and real PX – should drive the LX design.

An “Empathetic” LX design is based on a thorough understanding of the PX.

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Think PX Before Thinking LX

Think PX Before LX

PX before LX.

Areas of Performance

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Performance Model Charts – Per AoP

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Then design the LX.

I prefer doing the Analysis and Design using a Facilitated Group Process – with Master Performers and Other SMEs.

But it can be done more traditionally as well.

For More

Slide10

More more info on these book – please go: here.

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L&D: Tuesday L&D Processes Audit 40: T&D Facilities Development and Deployment Process

T&D Process 10.7: T&D Facilities Development and Deployment Process

Note: In my 2001 book I continued my decades old name for the profession as T&D – Training & Development.

Convert for your use as necessary. I will use both T&D and L&D in this weekly series for 2018.

Slide1

Not all loose processes need to be tightened up.

You should only do that Investment if the Returns warrant.

Slide2

Learning By Design vs Learning By Chance

When the Cost of Non-Conformance of poor Process/people Performance warrants the Investment in T&D/ Learning/Knowledge Management Content – then make those investments.

And – just because an L&D profession can determine a valid Learning Need and gap in Content – does not in and of itself warrant meeting that need – in any manner.

It’s a Business Decision. 

Slide3

The L-C-S Framework View

I use both views…

Slide4

Overview of the Big Picture

Slide5

 

T&D Process 10.7: T&D Facilities Development and Deployment Process

Process Purpose

The T&D Facilities Development and Deployment Process builds or acquires and maintains all of the facilities (buildings and grounds) needed by T&D.

Slide46

Process Description

The T&D Facilities Development and Deployment Process will be driven by the method for T&D deployment, the number of staff members, the locations of where T&D will do its business, and the responsibilities for those locations.

If every T&D product was intended to be delivered electronically to the desktop (heaven and shareholders forbid!), then there wouldn’t be a need for classrooms, just space for the developers and administrators to sit. A more likely scenario will require a blend of facility types.

This process may be owned by another enterprise/corporate group, but this T&D process ensures that T&D-specific input is provided to the owning organization, in order to ensure that T&D form follows T&D function (both current-state function and near-term, future-state function).

For More About This Process In the T&D Systems View

See my 2001 book: T&D Systems View.

Slide6

Click on image to link to the download page.

T&D Systems View is also available as a $15 Paperback book – and $7.50 as a Kindle – for more information and/or to order – please go – here.

This 2018 Weekly Series Continues Next Tuesday

For Past Series Posts search this site using: “Tuesday L&D Processes Audit”

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