"...automation is replacing most routine work. That leaves customized work, which requires initiative, creativity and passion. Valued work, and the environments in which it takes place, is becoming more complex. Professionals today are doing work that cannot be easily standardized.
"In complexity, we can determine the relationship between cause and effect only in retrospect. Think about that. It puts into question most of our management frameworks that require detailed analysis before we take action. It also shows that identifying and copying best practices is pretty well useless.
"In complex work environments, the optimal way to do work is to constantly probe the environment and test emergent practices. This requires an engaged and empowered workforce. Emergent practices are dependent on the cooperation of all workers (and management) as well as the free flow of knowledge.
"Work in complex situations requires a greater percentage of implicit knowledge, which cannot be easily codified. Research shows that sharing complex knowledge requires strong interpersonal relationships. But discovering innovative ideas usually comes through loose social ties. Organizations need both, and communities of practice can help to connect tight work teams with loose social networks. Communities of practice can provide a safe space for professionals to challenge each other at the cutting edge of their expertise.
"Effective organizational knowledge-sharing for this new world of work needs individuals who are adept at sense-making. One framework for this is personal knowledge management."
The author pointed says that no model (old or new) will prevent ‘boring, lifeless training.’ Can the [classic] ADDIE model be enhanced? Absolutely.
The essential differences in these models, including what’s captured in Allen’s SAM process, is to make the model less linear and to include feedback loops within the process for regular look backs, particularly to the data from the analysis phase.
The problem with these models, including SAM, is that they seem to require redundancy. There are certainly instances when such redundancy is not necessary.
... the ADDIE model was [not] designed to be a strictly linear process anyway...
[The author] ...prefers this cyclic visualization of ADDIE to better show the interactions between the phases.
From the comments: " Is SAM similar to Agile and ADDIE similar to Waterfall, as in software development?
Related posts by Deb:
Messing up a Change Implementation with Someone Else’s Learning Culture?
Agile Leader Learning for Sustainable Change: Steps through Sharp Rocks
Co-Creation in Theory U: Leading from the Future as it Emerges & the Road to Commitment
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