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The Business Side of Learning Design and Technologies provides a ready reference with actionable tools and techniques for recognizing the impact of learning design/technology decisions at the project, business unit, and organizational levels.
The Business Side of Learning Design and Technologies provides a ready reference with actionable tools and techniques for recognizing the impact of learning design/technology decisions at the project, business unit, and organizational levels.
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Autorenporträt
Shahron Williams van Rooij is Associate Professor in the Learning Technologies Division of the College of Education and Human Development at George Mason University, USA.
Inhaltsangabe
List of Figures List of Tables Preface and Acknowledgements Introduction Part One: The Changing Practice of Learning Design and Technologies Chapter 1 The Learning Design Profession: Your Job is What? The Workplace Kaleidoscope Seeking the All-Knowing Source The Learning Design and Technologies Professional Staying Relevant in a Dilbert(c) World of Change Learning Design Profession Self-Check Food for Thought Up Next References Chapter 2 Designing to Improve Performance: It's All about Change Organizational Change Management as a Field of Study Becoming an Agent of Change Change Management as the Un-Dilbert(c) Mindset Designing for Change Self-Check Food for Thought Up Next References Chapter 3 Instructional vs. Non-Instructional Interventions: What's the Difference? Learning, Instruction, and Performance Interventions The Learning Designer's Wheelhouse Making a Smooth Handoff Intervention Selection Self-Check Food for Thought Up Next References Chapter 4 Needs Assessment and Analysis: Is Instruction the Solution? Needs Assessment: What the Scholars Say Conducting a Needs Assessment: What the Practitioners Do Doing More with What You Already Know Some Lessons Learned Needs Assessment Self-Check Food for Thought Up Next References Part Two: The Workplace Environment Chapter 5 The Impact of Organizational Culture: Walking the Walk The Nature of Organizational Culture and Sub-Cultures Supporting a Culture of Learning Navigating Your Organization's Cultural Waters with Dilbert(c) at the Helm Organizational Culture Self-Check Food for Thought Up Next References Chapter 6 Stakeholder Analysis: Who's on First? Stakeholder Theory and the Organization Stakeholder Theory in Practice Who's on First? Dilbert's(c) Guide to Stakeholder Analysis Stakeholder Analysis Self-Check Food for Thought Up Next References Chapter 7 Emotional Intelligence: Catch-phrase or Competency? Definitions, Models, and Measures: What the Scholars Say EI in the Workplace: What the Practitioners Do EI and How to Get It: What Would Dilbert(c) Do? EI Self-Check Food for Thought Up Next References Part Three: Demonstrating the Value of Learning Design and Technologies Chapter 8 Business Case Writing: Offense or Defense? Evidence-Based Decision-Making: What Organizational Leaders (Should) Do The Thinking Behind Your Business Case Crafting Your Business Case Dilbert's(c) Lessons Learned from Failed Business Cases Business Case Self-Check Food for Thought Up Next References Chapter 9 Budgeting and Cost Management: Show Them the Money The Basics: Never Lost in Translation Collecting Financial Data: The Need to Know Managing Costs: Avoiding Dilbert(c)-like Dilemmas Budgeting and Cost Management Self-Check Food for Thought Up Next References Chapter 10 Project Management: People + Process = Results, Sometimes The Current State of Project Management Research: In Flux but Progressing Project Management and Instructional Design Project Management Skills and Instructional Design Skills: The Shared Must-Have's Key Considerations: Avoiding the Dilbert(c) Project Experience Project Management Self-Check Food for Thought Up Next References Chapter 11 Evaluation: Metrics, Measures, Dashboards The Evaluation Landscape Models for Decision-Makers Tapping into Your Instructional Designer's Evaluation Toolkit Lessons Learned for the Successful Use of Evaluation Evaluation Self-Check Food for Thought Up Next References Part Four: Issues, Trends, and Opportunities Chapter 12 Analytics: Tapping into the Enterprise Infrastructure State of the Field Learning Analytics in Academic vs. Non-Academic Workplace Settings Learning Analytics for the Learning Designer Learning Analytics Capability and How to Recognize It Learning Analytics Self-Check Food for Thought Up Next References Chapter 13 Professional Ethics: It May Not Be Illegal but .... Business Ethics: Not an Oxymoron Ethics in the Field of L&D Identifying Ethical Pitfalls Dilbert's(c) Guide to Avoiding Ethical Pitfalls Professional Ethics Self-Check Food for Thought Up Next References Chapter 14 Ten-Point Sanity Check: Avoiding Self-Inflicted Wounds Reflective Practice: More than Just "Think Before You Act" Self-Inflicted Wounds The Un-Dilbert(c) Guide to Sustaining Reflective Practices Reflective Practice Self-Check Up Next References Chapter 15 Beyond Learning Design: Taking Your Career to the Next Level From Organizational Career Paths to DIY Know Before You Go: Your Career Thus Far Defining and Implementing Plan B Some Final Thoughts References Glossary List of E-Suite Views Contributors Index
List of Figures List of Tables Preface and Acknowledgements Introduction Part One: The Changing Practice of Learning Design and Technologies Chapter 1 The Learning Design Profession: Your Job is What? The Workplace Kaleidoscope Seeking the All-Knowing Source The Learning Design and Technologies Professional Staying Relevant in a Dilbert(c) World of Change Learning Design Profession Self-Check Food for Thought Up Next References Chapter 2 Designing to Improve Performance: It's All about Change Organizational Change Management as a Field of Study Becoming an Agent of Change Change Management as the Un-Dilbert(c) Mindset Designing for Change Self-Check Food for Thought Up Next References Chapter 3 Instructional vs. Non-Instructional Interventions: What's the Difference? Learning, Instruction, and Performance Interventions The Learning Designer's Wheelhouse Making a Smooth Handoff Intervention Selection Self-Check Food for Thought Up Next References Chapter 4 Needs Assessment and Analysis: Is Instruction the Solution? Needs Assessment: What the Scholars Say Conducting a Needs Assessment: What the Practitioners Do Doing More with What You Already Know Some Lessons Learned Needs Assessment Self-Check Food for Thought Up Next References Part Two: The Workplace Environment Chapter 5 The Impact of Organizational Culture: Walking the Walk The Nature of Organizational Culture and Sub-Cultures Supporting a Culture of Learning Navigating Your Organization's Cultural Waters with Dilbert(c) at the Helm Organizational Culture Self-Check Food for Thought Up Next References Chapter 6 Stakeholder Analysis: Who's on First? Stakeholder Theory and the Organization Stakeholder Theory in Practice Who's on First? Dilbert's(c) Guide to Stakeholder Analysis Stakeholder Analysis Self-Check Food for Thought Up Next References Chapter 7 Emotional Intelligence: Catch-phrase or Competency? Definitions, Models, and Measures: What the Scholars Say EI in the Workplace: What the Practitioners Do EI and How to Get It: What Would Dilbert(c) Do? EI Self-Check Food for Thought Up Next References Part Three: Demonstrating the Value of Learning Design and Technologies Chapter 8 Business Case Writing: Offense or Defense? Evidence-Based Decision-Making: What Organizational Leaders (Should) Do The Thinking Behind Your Business Case Crafting Your Business Case Dilbert's(c) Lessons Learned from Failed Business Cases Business Case Self-Check Food for Thought Up Next References Chapter 9 Budgeting and Cost Management: Show Them the Money The Basics: Never Lost in Translation Collecting Financial Data: The Need to Know Managing Costs: Avoiding Dilbert(c)-like Dilemmas Budgeting and Cost Management Self-Check Food for Thought Up Next References Chapter 10 Project Management: People + Process = Results, Sometimes The Current State of Project Management Research: In Flux but Progressing Project Management and Instructional Design Project Management Skills and Instructional Design Skills: The Shared Must-Have's Key Considerations: Avoiding the Dilbert(c) Project Experience Project Management Self-Check Food for Thought Up Next References Chapter 11 Evaluation: Metrics, Measures, Dashboards The Evaluation Landscape Models for Decision-Makers Tapping into Your Instructional Designer's Evaluation Toolkit Lessons Learned for the Successful Use of Evaluation Evaluation Self-Check Food for Thought Up Next References Part Four: Issues, Trends, and Opportunities Chapter 12 Analytics: Tapping into the Enterprise Infrastructure State of the Field Learning Analytics in Academic vs. Non-Academic Workplace Settings Learning Analytics for the Learning Designer Learning Analytics Capability and How to Recognize It Learning Analytics Self-Check Food for Thought Up Next References Chapter 13 Professional Ethics: It May Not Be Illegal but .... Business Ethics: Not an Oxymoron Ethics in the Field of L&D Identifying Ethical Pitfalls Dilbert's(c) Guide to Avoiding Ethical Pitfalls Professional Ethics Self-Check Food for Thought Up Next References Chapter 14 Ten-Point Sanity Check: Avoiding Self-Inflicted Wounds Reflective Practice: More than Just "Think Before You Act" Self-Inflicted Wounds The Un-Dilbert(c) Guide to Sustaining Reflective Practices Reflective Practice Self-Check Up Next References Chapter 15 Beyond Learning Design: Taking Your Career to the Next Level From Organizational Career Paths to DIY Know Before You Go: Your Career Thus Far Defining and Implementing Plan B Some Final Thoughts References Glossary List of E-Suite Views Contributors Index
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