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ADDIE  Click on the diamonds to expand the chapter.  There are multiple levels.

ADDIE is an umbrella term that encompasses many models and is not a model itself.  This section shows some type of models & processes within each section.
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Analysis
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references (click diamond for more detail)
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Van Tiem, D. M., Moseley, J. L., & Dessinger, J. C. (2000). Fundamentals of performance technology. Washington D. C.: International Society for Performance Improvement. pp. 22 - 59.

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Performance Analysis (click diamond for more detail)
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Extant data analysis

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Needs analysis

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Task analyses
knowledge
procedural
systems

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Organizational Analysis (click diamond for more detail)
vision
mission
values
beliefs
goals
objectives

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Environmental Analyses (click diamond for more detail)
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organizational environment
stakeholders
competition

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work environment
resources and tools
policies
recruitment
hiring
 feedback
consequences

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work
work flow
procedures
responsibilities
ergonomics

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worker
knowledge
skill
motivation
expectations
capacity or ability

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Gap Analysis (click diamond for more detail)
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a gap is a "need" - the difference between the state of current performance and the desired performance 

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Six cell Analysis - Rothwell

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  positive gaps neutral gaps negative gaps
present gaps - current state of performance actual performance exceeds desired performance actual performance is the same as desired performance actual performance is less than desired performance
future gaps - if trend continues actual performance will exceed desired performance actual performance will be the same as  desired performance actual performance will be less than  desired performance

 

 

performance enhancement opportunities

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Causal Analysis (click diamond for more detail)
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Harless' Front end Analysis - 13 smart questions
1. Do we have a problem?
2. Do we have a performance problem?
3. How will we know when the problem is solved?
4. What is the performance problem?
5. Should we allocate resources to solve it?
6. What are the possible causes of the problem?
7. What evidence bears on each possibility?
8. What is the probable cause?
9. What general solution type is indicated?
10. What are the alternate subclasses of solution?
11. What are the costs, effects, and development times of each solution?
12. What are the constraints?
13. What are the overall goals?

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Mager & Pipe - performance analysis flowchart

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Gilbert's BEM
  Information Instrumentation Motivation
Environmental 1. Data 2. Instruments 3. Incentives
Repertory 4. Knowledge 5. Capacity 6. Motives

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Fishbone causal analysis - Ishikawa

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Force-field analysis - Kurt Lewin

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Design & Develop
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references (click diamond for more detail)
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Van Tiem, D. M., Moseley, J. L., & Dessinger, J. C. (2000). Fundamentals of performance technology. Washington D. C.: International Society for Performance Improvement. pp. 62 - 121.

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Intervention Selector - from Fundamentals of Performance Technology

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performance support - instructional
Learning organization - Peter Senge
training - Dick and Carey model
teamwork
mentoring
communication

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performance support - non-instructional
EPSS
job aids
job descriptions

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work design

ergonomics

preventative maintenance

work methods

value engineering

safety engineering

quality

continuous improvement

interface design

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personal development
mentoring and coaching
career development
career assessment
feedback

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HR development
employee selection
compensation & benefits
motivation - incentive and rewards
performance appraisals
assessment centers and competency training
succession planning & career paths
leadership & executive development
management & supervisory development
literacy
retirement planning
health & wellness

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organizational design & development
strategic planning & management
environmental scanning
globalization
benchmarking
reengineering, realignment & restructuring
team building
problem solving & decision making
culture & diversity
ethics
spirituality in the workplace

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communications
networking & collaboration
information systems
suggestion & grievance systems
conflict resolution

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financial system
forecasting
capital investment & spending
cash-flow analysis
mergers, acquisitions & joint ventures

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Implement
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resources (click diamond for more detail)
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Van Tiem, D. M., Moseley, J. L., & Dessinger, J. C. (2000). Fundamentals of performance technology. Washington D. C.: International Society for Performance Improvement. pp. 122 - 153.

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Change Management

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Project management

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quality

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continuous performance improvement

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process consulting

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problem solving

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employee development

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communication
Learning / personality styles -  see notes from IPT - 540 Learning styles
frame of reference
active listening
feedback

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Evaluate
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References (click diamond for more detail)
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Van Tiem, D. M., Moseley, J. L., & Dessinger, J. C. (2000). Fundamentals of performance technology. Washington D. C.: International Society for Performance Improvement. pp. 161 - 187.

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purpose is to provide information about worth, value or meaning to assist in guiding decision making

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general evaluative models: (click diamond for more detail)
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Geis & Smith - essentially an ADDIE type model with revise between each step

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Dessinger-Mosely 360 degree - schematic

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Kirkpatrick's model

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level 1 immediate reaction
level 2 immediate learning
level 3 on the job behavior
level 4 organizational results
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Kaufman-Keller-Watkins

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level 1 Input & reaction
level 2 acquisition
level 3 successful application
level 4 organizational results
level 5 societal consequences
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means Inputs organizational effort Internal to the organization
processes
Ends products micro needs organizational results
outputs - macro needs
outcomes - mega needs societal results external to the organization
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Brinkerhoff Six-stage

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stage 1 needs and goals
stage 2 design
stage 3 operation
stage 4 learning
stage 5 usage & endurance
stage 6 payoff

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Formative (click diamond for more detail)
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purpose is for quality control and to improve the design of the intervention
expert review
one-to-one
small group
field test

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Summative (click diamond for more detail)
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purpose is to determine the effect of the intervention on the performance gap and does the intervention meet the organization's need

step 1 identify decision & stakeholder conduct interviews for decisions to be made
step 2 translate  decision from step 1 into evaluation questions
step 3 Outline designing 3 categories: strategies, standards & participants
step 4 conduct reality check
step 5 specify instruments, procedures and sampling strategies
step 6 conduct another reality check
step 7 specify administrative requirements staffing, budget, etc
step 8 document and communicate the process and results

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Confirmative - continuous quality control  (click diamond for more detail)
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Moseley and Solomon - schematic

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Phillip's 5th level - ROI (click diamond for more detail)
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ROI is the value received less the cost 

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methods
use performance - time graph
performance value analysis
cost analysis
benefit analysis