How can you tailor your instructional design model to your organization?

I sometimes wonder if sticking to a traditional instructional design model (IDM) is a risk. These models follow a step-by-step approach, which is clear but not great for diverse learners or adapting to new tech. They assume everyone learns the same way, which isn't always engaging. Traditional IDMs can be time-consuming and resource-intensive, seeming outdated and ineffective. This hampers creativity and innovation, making you follow the same routine. These models don't adapt well to changing needs or new info, posing a problem. So, it's best to balance structure with flexibility and be open to innovative teaching approaches that suit your unique situation.

I love the quote "Sharpen the axe for 4 hours, cut for one." The analysis stage in the ADDIE model is one of the best ways to ensure that training is not generic and meets all the expectations of the organizational structure and expectations, client, and that measurable changes in metrics are seen to prove the efficacy of the training over time. The main body of the article covers this but one of the tools that someone mentioned to me was that during the analysis stage we should keep asking "why" as we discover the answers and reasons behind each item mentioned left. This takes us up the cognitive ladder and allows us to identify elements that could cause rework, not hitting client expectations, or worse, failure of the project.

Everything starts with a robust analysis process. Understanding both the inner workings of the organization and the needs of leadership is key to choosing the right methods to execute on building a learning culture specific to that org. Be a detective, dig deep and ask loads of questions long before worrying about frameworks and building content.

One key guide has to do with your audience which informs your decision and planning of which model to use. This is why needs assessment is important to guide what you do. Already acquired knowledge by your audience is a key contributor to developing suitable knowledge base model.

Simply put, the training program must align with the larger objectives. Whether that's increasing revenue, improving customer experience, or achieving operational excellence, the training should serve as a vehicle that propels the organization closer to its goals. Culture and values act as a litmus test for your program's acceptance. If your organization values innovation, then your training should incorporate state-of-the-art methods and technologies. If integrity and quality are paramount, your program needs to reflect those standards. Culture defines what is accepted and what is not; it's the intangible framework that gives your instructional design relevance and acceptance.

One model doesn’t have to fit all needs. The beauty of these frameworks is that they are not mutually exclusive. You can judiciously combine elements from different models to create a hybrid tailored to your specific requirements. It's about matching the philosophy and mechanics of a model to the nuanced needs and constraints of your particular context. Far from being a restrictive framework, the right model can liberate your training program's potential, turning it from a static repository of information into a dynamic catalyst for organizational transformation.

It's crucial not to stick to a rigid path but rather adapt to the evolving needs and feedback from learners and the organization. Embracing iterative, agile, or rapid prototyping methods can be a great way to test, refine, and continuously improve the design as we move forward. It ensures that the learning experiences we create remain relevant and effective.

This is where the sage words of Simon Sinek come into play - always share the “why” before the “how” all the way up and down the line of stakeholders and learners. The more someone understands why something is happening, and the relationship to the outcome, the more likely they will adopt the process and accept ownership of the learning objective. Knowing the why increases the learner’s accountability and investment of self in the outcome. Make the process part of the learning experience to build trust and understanding.

The key to communicating the new model is to create a collaboration with the people using it. I recall once 'rolling out' a set of values to a large national organisation I was working in. It was a total flop. A very expensive flop! The following year, they started again, collaborating with the staff. With a far better result. The same applies to rolling out a learning model that the staff will interact with on a daily basis. Any problem will be like a stone in the shoes of the staff. -Highly annoying. And if they are not happy, they will complain. But. If they are involved in the creation and feel they have some ownership, they are invested in helping to come up with a solution.

Do a deep dive with the learners in your organisation to learn what they didn't or don't like with their past learning set-up. Then, ask them what would make those problems better. Get them to weigh in on the solution so that they take some ownership of the solution with you. Doing this will turn some of the employees in your organisation into evangelists for the new learning system, which will be invaluable to the success of the program

Most of the time the model won’t be followed to a “t”. Or, there may be time where an area is rushed when you may not have liked. That’s just the real world. This means that ID and L&D teams should be agile and adapt the ISD to be effective. Of course, they should communicate to stakeholders what areas are non-negotiable and what the risks are if something isn’t done or done completely.