Business Side of Learning Design and Technologies

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.

• List of FiguresList of TablesPreface and AcknowledgementsIntroductionPart One: The Changing Practice of Learning Design and TechnologiesChapter 1 The Learning Design Profession: Your Job is What?The Workplace KaleidoscopeSeeking the All-Knowing SourceThe Learning Design and Technologies ProfessionalStaying Relevant in a Dilbert© World of ChangeLearning Design Profession Self-CheckFood for ThoughtUp NextReferencesChapter 2 Designing to Improve Performance: It’s All about ChangeOrganizational Change Management as a Field of StudyBecoming an Agent of ChangeChange Management as the Un-Dilbert© MindsetDesigning for Change Self-CheckFood for ThoughtUp NextReferencesChapter 3 Instructional vs. Non-Instructional Interventions: What’s the Difference?Learning, Instruction, and Performance InterventionsThe Learning Designer’s WheelhouseMaking a Smooth HandoffIntervention Selection Self-CheckFood for ThoughtUp NextReferencesChapter 4 Needs Assessment and Analysis: Is Instruction the Solution?Needs Assessment: What the Scholars SayConducting a Needs Assessment: What the Practitioners DoDoing More with What You Already KnowSome Lessons LearnedNeeds Assessment Self-CheckFood for ThoughtUp NextReferencesPart Two: The Workplace EnvironmentChapter 5 The Impact of Organizational Culture: Walking the WalkThe Nature of Organizational Culture and Sub-CulturesSupporting a Culture of LearningNavigating Your Organization’s Cultural Waters with Dilbert© at the HelmOrganizational Culture Self-CheckFood for ThoughtUp NextReferencesChapter 6 Stakeholder Analysis: Who’s on First?Stakeholder Theory and the OrganizationStakeholder Theory in PracticeWho’s on First? Dilbert’s© Guide to Stakeholder AnalysisStakeholder Analysis Self-CheckFood for ThoughtUp NextReferencesChapter 7 Emotional Intelligence: Catch-phrase or Competency?Definitions, Models, and Measures: What the Scholars SayEI in the Workplace: What the Practitioners DoEI and How to Get It: What Would Dilbert© Do?EI Self-CheckFood for ThoughtUp NextReferencesPart Three: Demonstrating the Value of Learning Design and TechnologiesChapter 8 Business Case Writing: Offense or Defense?Evidence-Based Decision-Making: What Organizational Leaders (Should) DoThe Thinking Behind Your Business CaseCrafting Your Business CaseDilbert’s© Lessons Learned from Failed Business CasesBusiness Case Self-CheckFood for ThoughtUp NextReferencesChapter 9 Budgeting and Cost Management: Show Them the MoneyThe Basics: Never Lost in TranslationCollecting Financial Data: The Need to KnowManaging Costs: Avoiding Dilbert©-like DilemmasBudgeting and Cost Management Self-CheckFood for ThoughtUp NextReferencesChapter 10 Project Management: People + Process = Results, SometimesThe Current State of Project Management Research: In Flux but ProgressingProject Management and Instructional DesignProject Management Skills and Instructional Design Skills: The Shared Must-Have’sKey Considerations: Avoiding the Dilbert© Project ExperienceProject Management Self-CheckFood for ThoughtUp NextReferencesChapter 11 Evaluation: Metrics, Measures, DashboardsThe Evaluation LandscapeModels for Decision-MakersTapping into Your Instructional Designer’s Evaluation ToolkitLessons Learned for the Successful Use of EvaluationEvaluation Self-CheckFood for ThoughtUp NextReferencesPart Four: Issues, Trends, and OpportunitiesChapter 12 Analytics: Tapping into the Enterprise InfrastructureState of the FieldLearning Analytics in Academic vs. Non-Academic Workplace SettingsLearning Analytics for the Learning DesignerLearning Analytics Capability and How to Recognize ItLearning Analytics Self-CheckFood for ThoughtUp NextReferencesChapter 13 Professional Ethics: It May Not Be Illegal but ….Business Ethics: Not an OxymoronEthics in the Field of L&DIdentifying Ethical PitfallsDilbert’s© Guide to Avoiding Ethical PitfallsProfessional Ethics Self-CheckFood for ThoughtUp NextReferencesChapter 14 Ten-Point Sanity Check: Avoiding Self-Inflicted WoundsReflective Practice: More than Just "Think Before You Act"Self-Inflicted WoundsThe Un-Dilbert© Guide to Sustaining Reflective PracticesReflective Practice Self-CheckUp NextReferencesChapter 15 Beyond Learning Design: Taking Your Career to the Next LevelFrom Organizational Career Paths to DIYKnow Before You Go: Your Career Thus FarDefining and Implementing Plan BSome Final ThoughtsReferencesGlossaryList of E-Suite Views ContributorsIndex

"I wish I’d had a copy of The Business Side of Learning Design and Technologies decades ago when I started my career as a learning and development professional. Shahron Williams van Rooij has done a masterful job in writing a thorough desk reference for those working in Learning and Development that differs from other books on the subject by placing emphasis on the business side of learning." —Alice K. Waagen, PhD, President and Founder, Workforce Learning LLC"Timely and on-point, a much needed resource for students and L&D practitioners. Dr. van Rooij brings together practical realities, individual and corporate expectations, and the values of instructional design into a well-rounded perspective on the role of the ISD in the business world. Truly a survival guide for those shaping their strategies in training departments everywhere."—Judith H. Bayliss, PhD, Chief Education Advisor, Defense Acquisition University, USA"The Business Side of Learning Design and Technologies represents the quintessential manuscript on thinking through and delivering impactful learning. While other authors focus on the mechanics of curriculum design or technologies, Dr. van Rooij provides a roadmap to ensure that learning is aligned to and supports business outcomes and demonstrates value to the bottom line. This comprehensive work elevates the profession and, once applied, will demonstrate the positive benefits that learning practices and culture have to business success."—John M. Mullins, Chief Strategy Officer/Performance, The Millennium Group, International, LLC"There are books on learning design that include a mention of organisational change, and a few books on managing change that refer to the role of learning and development. Here is a much-needed book that focuses on the business competences that L&D professionals need in order to play an effective role. It should be on every learning designer's bookshelf."—Nick Rushby, Editor, Education & Self-Development"This book touches every key component to the business side of this profession, presented in a non-intimidating and easy-to-read format. I would recommend it to learning design and technology professionals who desire to augment their business acumen."—Steven Williams, PhD, Vice President, Institute for Leadership Development & Research, and Chief Learning Officer, The Executive Leadership Council, USA