MINDFUL Leadership Portfolio™: ASSESS

The First Step of Architecting a design is to ASSESS the design that exists now: issues presenting and the degree of complexity that is required to resolve the issue.

Whether that design is personal, professional, business, network, or an Integral Design, we begin the discovery process with assessment.

Review the format of introducing Emotional Intelligence into organizations

Assessment can take on many forms:

• personal assessment system
• professional assessment
• business assessment
• assessing the network or ecology

In each of these paradigms of assessment, we are seeking different information and it is more efficient to begin with the most efficient leverage in one area or another.

Low-Hanging Fruit

Staging the Design Conversation as a Scope of Work AUDIO

In the MINDFUL Leadership System™ or MLS; we're looking at the variety of paradigms that are indicative of the "present action or behavior": Each action or behavior always consists of at least some combination of the following elements:

these "elements formulate a compound" that contains the following patterns:

Secrets of Effectiveness referred to in audio here Pyramid of Consequences here

In the ASSESS process, we're seeking to utilize energy as efficiently as possible.  Energy as we speak about it present in many forms, the least of which are Information, Time, Action, Motivation and Financial Resources.

Therefore, we are looking for the low-hanging fruit that is available to us in the MLS.  To discover this low-hanging fruit, we have to engage what some refer to as a needs assessment, or what is referred to as a scope of work in the MAS.

In a scope of work, we want to identify as simply as possible; "what is it that specifically in terms of quantifiable results are we looking to create or design?"

Once we have the answer to that question, we can move quickly to create a scope of work project that is as simple as required, but no simpler. Often complex problems require complex solutions, therefore offering simple solutions wastes time, money, effort and motivation.

Therefore the assessment process is one that is essential to efficient and effective results.

“The elevator to success is out of order. You’ll have to use the stairs…one step at a time.”

– Joe Girard

At Complexity Level 0, we're concerned about a specific Issue:

At Level 1, we're concerned about an issue in relation to the person:

 

At Level 2, we're identifying the issue, the person and a professional context:

 

At Level 3, we're identifying the issue with person, profession and business:

 

At Level 4, we're developing through business into the network:

 

At Level 5, we integrate the entire set of domains into a cross-paradigmatic approach:

Once, you decide how complex a MIND you wish to pursue; or how much complexity lies in the issues you have to resolve, the scope of work process can guide the essential nature of that pursuit. At any level, you can identify a focus and proceed to the level of RightACTION™ that is desirable.

It is always best to begin with the simple and upon creating success, move to more complex paradigms and include more domains, perspectives and dimensions of time. The Spiral of Success is more important than taking on complexity beyond the ability to succeed.

To get started, click here

The following links provided by Doug Constant:

Doug Constant
http://finance.groups.yahoo.com/group/Training-Ideas/

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Have I done a needs analysis?
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An Assessment of Training Needs
http://carbon.cudenver.edu/~lsherry/pubs/needs/index.html

Conducting a Training Needs Assessment
http://www.amxi.com/amx_mi30.htm

Training Needs Assessment
http://www.doi.gov/hrm/pmanager/ed3.html

Training Needs Assessment
http://adulted.about.com/od/trngneedsasst/

Training Needs Assessment - Linking Training to Your Business Objectives
http://www.decpoint.com/twotrainingneeds.html

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What specific employee needs should be addressed? ("people skills" ie.
conflict, teambuilding, change, coaching or "technical skills" process
orientation, learning environments, OJT, system problems or improvements)
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The following set of best practices in learning cycle improvement is germane to our discussion of scope of work issues:

TRENDS by Elliott Masie - July 13, 2004
#287 - Updates on Learning, eLearning and Training
47,784 Readers - The MASIE Center - www.masie.com

Cycle Reductions in Learning Development

“How do we reduce the Cycle Time for each phase of learning development?”
The goal of many large organizations is to find ways to increase the speed of developing, designing and delivering learning to their employees and
customers. This includes Rapid Development of e-Learning, classroom
based instruction as well as blended and On-The-Job approaches to learning. The emerging best practices are focusing on implementing Rapid Development through the reduction of Cycle Time for each phase of learning
development:

1) Subject Matter Expert Engagement
2) Needs Assessment and Analysis Phase
3) Content Development: Deploying Existing Content
4) Media and Training Process Selection
5) Storyboarding and Design Models
6) Rapid Media Production & Outsourcing Options
7) Testing for Usability & Accuracy
8) Deployment and Invitation Phase
9) Learning Revision & Updating Process
10) Overall Approval, Signoff and Administrative Process

Each of these phases of the Learning Development process is a prime candidate for reducing “cycles”. In order to implement Rapid Learning Development organizations are making changes in:

a) Authoring Tools and Systems
b) Templates and Formats for Development
c) Content and Document Management
d) Agreements with Subject Matter Experts
e) Methodologies for Development
f) Calibrating Expectations of Management and Learners
g) Project Management and Budgeting for Development

For example, there is a high need to “re-calibrate” expectations appropriately for the world of e-Learning. Broadcast level video production standards can be adjusted for media that will only be streamed, since the bandwidth will only display a certain quality of image. Why not produce to that level, at a much lower cost and time to completion?

Likewise, the setting of expectations for developers and designers is
critical at the management level. As a designer, I love to take months
to do a project. But, in the world of Rapid Development, I have to think in terms of days or even just hours.

Why the emphasis on Rapid Learning Development NOW? We are clearly at an inflection point in the growth of e-Learning deployment. Organizations have built their delivery infrastructures. Learners are getting more accustomed to the e-Learning model. Blended Learning is replacing pure Classroom Learning in many organizations. And, business level executives are turning to Learning as a frequent level to make continuous changes in the operations of their organizations. In a phrase, “Learning as to be Developed at the Speed of Business!”

TRENDS will be making Rapid Learning Development a key focus in the coming year. We have already heard from many tool and system companies as well as our colleagues in corporate learning offices about their innovations and challenges. Keep the emails coming to me about this at emasie@masie.com

Upcoming MASIE Center Events:
- Rapid e-Learning Development Seminar/Roundtable: Las Vegas Sept 8-9, 2004
- e-Learning Briefing: Baltimore Sept 2, 2004
- e-Learning Skills LAB: Saratoga Springs Oct 6-8, 2004 Information & Registration: http://www.masie.com

Here's another good reference for Scope of Work: http://www.nwlink.com/~donclark/index.html

Before You Provide a Quote for Services...Ask These 17 Questions

Excerpted from: The Consultant's Report: April 2005

1. What are your goals (or expected outcomes)? What would you like to accomplish?

2. What have you done thus far to achieve these goals? And why do you feel these have not produced the results you want?

3. Who are the key people responsible for achieving results, carrying out the orders, and making things happen?

4. Do you feel there is any resistance from any of these people? Or any people issues in general?

5. How do you feel about the organizational structure you have?

6. May I see data on previous, attempts, trials, tests, and currently activities? Both performance and financial?

7. How is what you are doing different (better or worse) than your competitors?

8. What do you feel are the three biggest obstacles to achieving your objectives?

9. What internal reports do you have that you can share with me confidentially?

10. What kind of timetable or pressures are you under?

11. Who else are you talking to about this assignment?

12. Or, are you talking to other consultants about this assignment?

13. Have you used outside consultants in the past? Can you share those experiences?

14. You were once more successful, can you identify why?

15. Do you feel that market conditions or the competitive landscape has changed?

16. May I see specific data on the problem at hand?

17. What special sensitivities exist that I should be aware of?