Return of Analysis: The Sequel

1. Return of Analysis: The Sequel James Marshall San Diego State University EDTEC 540

2. TNA Revised Course Job Aids EPSS Optimals Oughts Actuals Is Courses T&D TNA’s CBT/WBT Gap Analysis Solution Partners: CultureSelectionManagementIncentivesEtc. Solution System Recommendation Causes Drivers Cause Analysis In Analysis, Part I PA

3. Performance Analysis • Gap Analysis • Basically, optimals – actuals • The difference between what is and what ought to be • Cause Analysis • Identifies the causes (barriers/performance drivers) keeping things in actual-land, rather than optimal-land

4. Analysis Review • The four kinds of drivers? What are they? • The driver that would be represented by a zoo landscaper who says she’s confused about how to tell when the tree-trimming blade needs changing? Let’s presume she’s telling the truth. • The district superintendent asks you to work to work to reduce unpleasant student incidents outside middle schools. Sources? What kinds of questions would get you to the target gaps? Can you frame up some of those queries? • The audience is teachers. The topic is appreciation for diversity. How could the various analyses help you handle this slippery and important topic?

5. On Deck For Tonight • Three types of analysis with varied roles in PA and TNA: • Goal Analysis • Task Analysis • Content/Subject Matter Analysis

6. Goal Analysis

7. What are Goals? • Goals: • A statement describing a broad or abstract intent, state, or condition • A general statement of purpose or direction • Where we’re going • Examples: • Know how to clean a mouse • Be safety conscious • Have an appreciation for Opera • Take an active role in the community • How do you know it’s a Goal? • Use the (admittedly sexist) “Hey Dad…” Test

8. Goals: Good and Bad • Problems with Goals: • What does it mean? • It's easy to hide behind the mush. • How will we know when we achieve it? • We can't be accountable, if unspecified.

9. Reasons for Goal Analysis • To define the intangible and move towards objectives • To gain consensus from sources • To provide direction • To identify the main performances that comprise the meaning of the goal • To serve as the details for planning and evaluation

10. Goal Analysis Process • Write the goal down • Specify tangible attributes: • of those who manifest the goal • of those who manifest the opposite of the goal • Combine the results, adding and pruning to represent the goal • Create a complete list with performance statements • Can you live with this list? Does it represent the goal? Consensus? Can you tell performers of the listed attributes from non-performers?

11. Practice • Problem: As Americans, we all must play a role in protecting our country from terrorism. • Goal: Americans will be constantly vigilant. • Task: Perform a quick goal analysis that results in a handful of performance statements

12. TNA Revised Course Job Aids EPSS Optimals Oughts Actuals Is Courses T&D TNA’s CBT/WBT Gap Analysis Solution Partners: CultureSelectionManagementIncentivesEtc. Solution System Recommendation Causes Drivers Cause Analysis PA

13. Task Analysis

14. Task Analysis • Breaks down a task to understand the process of performance • Identifies how a job or task is successfully accomplished • Task analysis typically details optimals (when observing water walkers). • Occasionally used to detail actuals. But, typically a source of optimals.

15. Task Analysis in Practice • Find out whether, and how, to improve the task • Find inadequate performances within tasks and redesign efforts, where appropriate • Foolish to train people or provide job aids for employees to help them to do poorly designed jobs

16. Task Analysis in Practice • Find out the general components of the job • Identify major tasks • Identify the actions performed • Identify the objects used • Methods: • Watch water-walkers • Watch randomly selected individuals • Examine job announcements, etc. • Walk and talk – Cognitive Task Analysis • Attempt to do the job yourself

17. Task Analysis Methods • Observation • most common • most time consuming • useful for mental effort? • disrupts task (sometimes) • distinguish between sources for optimals & actuals • Interviews • expands on what you see • requires good interpersonal skills • consult with SME's

18. Observations in Task Analysis • Job is mostly manual, or requires both manual and cognitive “tasks” • You want to verify data collected from other analyses • You can stay in environment long enough, or view sufficient repetitions • You can be invisible or there is sufficient trust that you won't alter performance

19. Subject Matter Analysis

20. Subject Matter Analysis • Purpose • When somebody knows something, what is it that they know? How is it organized in their head? (optimals) • Sources • Subject Matter Experts (SMEs), documents (extant data), literature, water-walking performers • Uses • Uncover and document invisible optimals • Press SME's to figure out what it is they know that makes them "expert" • Find ideational scaffolding (schema) representing knowledge

21. Diagnose Hypothermia isolate the combination of critical factors which will support or rule out H state how factors interrelate to produce H state definition of H recognize environmental cues recognize specific personal factors as threatening identify severity of observed medical symptoms list types of environmental cues list types of risky personal characteristics recognizes symptoms lists factors in order of severity defines relevant symptoms states distinguishing features of symptoms lists relevant symptoms

22. Subject Matter Analysis Subject Matter Analysis asks: • "How is the topic organized?" • "What are the subordinate, coordinate, and superordinate relationships; i.e. how does the content seem to be structured?" • "If I could get an expert to accurately explain what they know about a particular subject (the pieces and their relationships), what would it look like?"

23. Subject Matter Analysis Subject Matter Analysis facilitates: • Finding out what is involved in being knowledgeable and expert • Achieving clarity about intentions • Resolving disputes between SMEs • Finding the grist of the matter, and then writing objectives that reflect that essence

24. Subject Matter Analysis To engage in subject matter analysis: • Find sources of expertise • Elaborate the content • Document/represent the material • Sources: • Humans: On the job; local; global; vendor; competition • Extant Data: diagrams; reports; manuals; correspondence; job aids; glossaries; specifications;published literature

25. Subject Matter Analysis I. Early Observations II. Use of telescope III. Unmanned exploration IV. Sending people to the moon A. Ancient beliefs B. Age of enlightment A. Galileo B. Newton 1. Refractor telescope 2. Discoveries a. Craters on moon b. Sunspots c. Phases of venus A. Explorer B. Surveyor A. Apollo B. Future plans

26. Which would you use when? Give an example. Audience Analysis Subject Matter Analysis Gap Analysis Goal Analysis Task Analysis Cause Analysis PA and/or TNA Analysis Paralysis

27. Clarifications Goal Analysis helps clarify and tangibilitate a murky goal. What is the concrete meaning of an abstract goal when the goal is translated into human performance? Subject Matter Analysis seeks content elements and organization. What is it that a knowledgeable person knows and how can we represent it? Task Analysis is about detailing how a task is performed. What is it that a capable person does?