PROVOCATEUR QUESTIONS,
by John Burton, Regan Carey, Mike Moore, and Don Stepich

In formulating these questions, we took the role of a DAI manager outside of the training department (perhaps Valerie Purcell as VP of Human Resources) hearing Jason's recommendations for the first time at the team meeting Cynthia Berry has scheduled.

Common Question for All Teams

"Can we slow this down a little, Jason? You've only been here for what, a month and you've talked with a few people. And based on that, you're making an assortment of recommendations that resemble reconstructive surgery on our company. I don't think the boss will be all that impressed and, frankly, it seems like overkill to me, too. We're looking to add an EPSS, not restructure the company. What elements of your proposal can be implemented, realistically, within the existing corporate structure and timelines to get the EPSS going and support its operation?"

Response to Common Question

1. Encompass all the software needed to support the work of individuals (not just one or two specific software applications.)

   In the DAI environment, acquisition of new software is an ongoing process. The constant change impacts the ability of people to develop mastery of individual software applications. My proposal provides for the development of communication links to explain and better utilize the software. In addition, I acknowledge that currently certain individuals provide "informal" help to other individuals about software. Much of the knowledge is being gained through informal systems and vendor provided workshops. In addition, there is an in-house department that supports technology. These divergent groups need to communicate and work together.

2. Integrate knowledge assets into the interface of the software tools, rather than separating them as add-on components.

   In my interviews there was concern expressed regarding the development and use of electronic "help functions". Often this would mean building the EPSS right into the software in use, I felt that DAI's rapidly changing software environment would be a difficult place to make this happen. The fact that I propose online help rather than integrated help is a recognition of this reality.

3. Look at the complete cycle including the capture process as well as the distribution process.

   Due to rapidly changing technology and the demands of production cycle, I found concern about sharing new ways of using software (tricks and tips), and problem solving specific technological concerns. I recommend debriefings, held to provide an opportunity for feedback and as a way to add this knowledge to the EPSS system. I've also included mechanisms for "fine-tuning" of the EPSS by incorporating feedback from listservs and newsgroups. This ensures that the system will grow and become more effective as the knowledge base which supports it grows. The other element in this is the training department's addition of a modified needs assessment process to gain a better understanding of production cycle needs.

4. Include the management of non-electronic as well as electronic assets.

   Other interviews uncovered a concern that training is being provided in isolation from the context in which it was needed. An example is the practice of holding vendor workshops during "downtime" periods. The training obtained during these workshops appeared to provide a general overview of the software but not the in-depth training needed for acquisition of complex skills. I am proposing that we rectify this problem by the implementation of "just in time" training using mentors and in-house experts to help problem-solve at the time of need.

Debriefings are designed as way for the "human component" to be supported during the development of customized technological tools. The technological tools are to be used in support of "human" needs and the debriefings will provide an opportunity to provide specific feedback.

If you are interested I can provide you with Raybould's article, "Performance Support Engineering: An Emerging Development Methodology for Enabling Organizational Learning". I have also used concepts developed by James Laffey during time spent designing an innovative EPS system at Apple Computers. I found his article "Dynamism in Electronic Performance Support Systems" to be good source of specific information on EPS.

Am I trying to restructure DAI? I hope not, my goal is to promote an on-time EPS system by fostering better communication throughout the organization.

Although there is already a certain amount of fluid restructuring that occurs with each project, where certain "Teams" are created from a talent pool to perform specific tasks, the system I have proposed so far does not restructure participants' main functions.

In addition to between-peer communication, another aim of the proposal is to foster cross-structural communication through the EPS system, and perhaps this is where I wasn't clear in my proposal. An example of cross structural communication would be a quick open line between animators and the assistant producers for important questions and clarifications on important issues, such as particular sequencing of shots in order to reduce the number of "do-overs". Increased productivity is the ultimate goal, and frankly, an EPS system which fosters better communication may eventually make apparent a need for corporate restructuring. Many Instructional Designers agree with Performance Technologists who see restructuring as a necessary means of achieving increased performance.

You asked which elements will fit into the existing corporate structure and timelines? Well, as you might imagine based on my view of EPSS, I'll say that I believe all of them are realistic. Maybe it wasn't clear enough in my report that I am proposing a series of implementations.

Some elements can be implemented immediately using the existing LAN, specifically: