Staying Unstuck! Why it Matters and How New Viewpoints will Change Our World

1. Staying Unstuck!Why it Matters and How New Viewpoints will Change Our World Gloria Gery Gery Associates www.gloriagery.com ASTD 2004 International Conference ggery@attglobal.net

2. The Future: It Ain’t What it Used to Be… Yogi Berra

3. Peter Drucker Sees “An Epochal Era” • Society is rearranging itself, transforming the institutions that have historically been its cornerstones and becoming something that would be unrecognizable to most of us. • An era characterized by rapid change driven by technology and our ongoing struggle to harness it and adapt to the consequences of its broad-based application. • Abbreviating the distance between points around the world, advanced global commerce—and competition—and forced a reckoning with assumptions about the organization and conduct of work. • Raised the skills ante to new, ever rising heights that are making flexibility and lifelong education a growing imperative.

4. Meaning • We search for • Meaning • Required actions • What we can keep the same • Consequences • Acceptability to us • In Response we • Entrench and “say it slower and louder” • Develop new points of ivew

5. My Goals TodayExamine our Point of View • Discuss how • Point of View changes • Matters greatly What’s Yours?

6. Point of ViewDrives Perceptions of… • Need • View of the ‘data’ generated during analysis • Available Alternatives • Perception of Cost • Technology • Rewards • Impact

7. So many points of view … • Business Management • Performer • Learner • Student • Trainer • Instructional Designer • Software Developer • Architecture Designer • Knowledge Creator • Web Designer • Portal Designer

8. Point of View Drives • Assumptions • Alternatives • Priorities • Expected consequences • Control needs • So much more….

9. Instructional Systems Courses Teaching Students Content Learning Technology as alternative Performance Outcomes & results Enabling independent of learning Performers Moment of Need Technology as work context Comparison

10. Issues • Functional point of view drives behavior • Training has expanded to performance, but we see the interventions in narrow ways • Accountabilities and role-expectations limit recommended alternatives and out credibility • Problems are in the “white space” (per Gary Rummler)

11. What’s Necessary • Deep understand of • The business • Work • Real, not “lip service” alignment with it • Unconditional assessment of assumptions • Development of radically new solutions for a greatly changed context within which skill development and learning must occur

12. Current Major Performance and Learning Issues • Multiple learning contexts • Formal • Events (classroom and eLearning • While working • On-line resources structured in artifacts such as documents, manuals, chat roomsIn Context integrated into workspaces • Linked • Integrated • Fused

13. The New Context • Instability • Uncertainty • Truncated life cycles • Products • Organization • Solutions • Different, Temporary or shorter term workers • Outsourced • Work pushed to customers or suppliers • Decreasing employee engagement due to the churn and violation of expectations and contracts

14. Our Value Proposition • Optimizing results in a chaotic context • Achieving high priority results • Reconceptualizing performance development • Capitalizing on the potential for “moment of need” learning while attempting to • Establish mental models • Determine what must be “known” and internalized vs. what must be accessed • Leveraging investments • Integrating with other activities

15. Customer Finance CustomerDelivery Reporting ProductLookup INTEGRATION & ORGANIZATION RESPONSIBILITY Finance OrderFulfillment IncentiveInformation Current InventoryInformation Web Based Order to Delivery Demand Sensing (id’s popular configurations) Order toDelivery Web New Vehicle Locator OrderFulfillment Allocation OrderFulfillment Deliver OrderFulfillment On-Line Order Guide Server Based Order Fulfillment Marketing Stock, Sold, Order Processing/Tracking Product/Advertising Information DSPIntegration • As Is Environment

16. Process Mapped to Related Resources

17. Current Performance Development Problem • Performers must • Develop an explicit task model • Map task models to • Content • Data • Tools • Software • People • Rubik’s Cube Problems to be solved in short time frames

18. The Performance/Learning Cycle • Examples • Instruction • Demonstrations • Illustrations • Process Support • Wizards • Templates • Variable Manipulators • Task automation tools Learning Doing Collaborating • Peers • Experts Referencing • Content Resources • People • Data Courtesy of Ariel Performance Centered Systems, Inc. Cincinnati, OH www.arielpcs.com

19. Our Goal • Integrate the distinct environments into a holistic one • Reduce requirements for performers to know • Increase “moment of need” access • Fuse learning, doing, referencing and collaborating • Tightly couple with the increasingly computer-mediated workspace

20. Workflow: the “New” Context • In the IT World • Workflow-based software • Integrating data from underlying applications • In the Portal World • Workspace portals supporting task • In the Training World • Workflow Learning • Integrating knowledge and learning into the Workspace

21. On-demand Support: What Does it Mean? • Build direct support for workflow • Procedural • Analytical • Decision Making • Action-taking • Enable people who don’t know what they are doing... to do it as if they did • Enable both intentional and unconscious learning while doing

22. Intrinsic Support • Direct support for doing, thinking and interacting are in the interface • Best practice task models are embodied in the process flows • It matches the performer’s view of the work • Language • Metaphor • What should be done

23. Workflow Based LearningAt the Moment of Need…. • Requires entirely different • Point of view • Methodology • Cross-functional activity • Does not mean links to instruction but rather • Fused spaces • Seamless shifting from doing to learning • New models • Our letting go….

24. Looking Back… • E - 1976 • Making CBT Happen – 1987 • Critical Mass: 2000 • Performance Support – 1989 • EPSS Book – 1992 • Critical Mass: still building

25. Timing is everything • Sufficient Pain + Available Affordable Alternative + Transition Strategy = Readiness • Expand pain from performer to Sponsors • Demonstrate Capability • Affordability and Benefits • Technology architecture • Orchestrate the politics

26. The Performance/Learning White Space • Spinners vs. Weavers • Producer vs. consumer perspective • Deliverables vs. Use focus • No concern about integration • Integration left to the performer and learner • Filter Focus • Improvement because irrelevant stuff is omitted • Filters are currently inadequate • Role • Increasingly workflow • Must expand • Goal or intent • Overall context • Specific data

27. Integrated Resources • Resources should be tightly coupled within the software interface • Linked • Embedded • Fused

28. Extrinsic Resources • Resources available on demand that make a performer break their task or work context • Instructional sequences • Coaches • Overlays/guides • Cue Cards • Demos, etc. • Better than resources that are entirely external, but not as powerful as Intrinsic support

31. Represents process data with graphics Provides layered details Uses color coded indicators

32. Project Management Portal Integrating Data, Tools and Information within the Task Flow Project Central Tasks Add a Task: Estimate a Rough Cost Investigate material selection Build a breadboard model Select the phase to view the associated tasks. Select each task to receive options. timeline OpenIssues Add an Issue:: Concept June July May Bubbles need to be larger re: tried widening nostrilsno luck—Bill S. re: consider soapier bubbles—Bud K. Pony isn’t “cute” enough for tomorrows show—Lynne C. re: I painted the eyes blue!—Bill S. re: Look at Jim Willis’ Bucking Bronco from last year.—Lynne C. Working ReviewMay 1, 2000 SelectionJune 23, 2000 Ideate ConceptsIdentify Features Estimate a Rough CostConduct Competitive Research Sketch IdeasResearch Past Projects Courtesy of Ariel Performance Centered Systems Go to Calendar view:

33. What’s Needed • Establish functional responsibility for performance development and integration • Reengineer the performance development process • Develop an integrated strategy • Acknowledgement of the computer-mediated work environment • Design Models • Accountability for results

34. What’s Necessary • An integrating viewpoint • Advocacy • Business case • True cost of performance development • Consequences of failure • Payoffs of new alternatives

35. But What About Learning? • Learning is involuntary and frequently unconscious • Is an outcome of Doing via • Observation • Modeling • Coaching • Inquiry • Trial and Error with feedback

36. What are the Issues? • Leadership • Where does this belong? • Who is sufficiently credible? • Integration • Functional Silos • Artifacts • Fusion • Significantly different

37. More Issues • Expectations • Too low • Premature satisfaction with incremental improvements • Establishing Requirements • How to represent them? • When in the process?

38. Failures • Tactical view • Unable to get sufficient sponsorship • Inability to integrate efforts of multiple organizations • Dominance of IT • Lack of credibility of Interface Designers, Trainers and others with IT