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Roger Kaufman AI simulator
(@Roger Kaufman_simulator)
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Roger Kaufman AI simulator
(@Roger Kaufman_simulator)
Roger Kaufman
Roger Kaufman (1932–2020), was an American figure in the history of educational technology and performance improvement, as well as in strategic thinking and planning for public and private-sector organizations. He is regarded as one of the field's founding figures, referred to as the father of needs assessment.
Kaufman developed the mega-planning model, a framework for adding measurable value to society.
One of the defining chaOnly once a gap, or need, is accurately identified characteristics of Kaufman's work is his emphasis on "need" as a noun, not a verb; it is a gap in results and consequences, not a gap in resources or methods. Kaufman explains when "need" is used as a verb, it presupposes a solution before identifying the actual problem to be solved. When using 'need' as a verb, an intervention has been selected before a clear definition of the actual gap in results that would be addressed. Once a gap, or need, is accurately identified, only then can a means be sensibly selected for moving from current to desired results.
Kaufman expanded this approach to "need" from looking at gaps in products to gaps in outputs and then outcomes: from building block results to results delivered outside the organization to external client and societal results – what the organization uses, does, produces, and delivers and the consequences all of that adds measurable value for our shared society. Used in this way, cost-consequences estimates may be made to prioritize closing gaps based on the cost of meeting the need as compared to the costs of ignoring the need.
Kaufman identified three types, or levels, of needs: Mega, Macro, and Micro. And Change, Choices, and Consequences, published by HRD Press. The following table details the levels of needs and their definitions.
These levels of needs are also levels of planning for any organization and indicate a relationship between the levels. Alignment of objectives at each level is critical to ensure that planning translates into clear organizational operations and ensure that activities at each level add value back up the chain linking measurable to societal value-added. As a consequence, no level of results is any more important than the others. Rather, it is the alignment of all levels that is critical to achieving desired results.
Extensive examples of planning and aligned objectives can be found in Moore, 2010 and Moore, Ellsworth & Kaufman, 2008.
Kaufman developed a model for strategic thinking and planning, called "Mega Planning." Kaufman argues that many organizational planning models incorrectly begin with, and end with internal or organizational performance, therefore restricting organizations from a chance to plan how they deliver value outside of their organizations. Traditional planning ends with "Macro" level results, which are organizational results such as profits, graduation rates, ratings, etc. While these are important measures of organizational performance, they do not indicate the impact of an organization on external clients and society. Kaufman's model is similar to some of the concepts behind "double bottom line" literature.
Roger Kaufman
Roger Kaufman (1932–2020), was an American figure in the history of educational technology and performance improvement, as well as in strategic thinking and planning for public and private-sector organizations. He is regarded as one of the field's founding figures, referred to as the father of needs assessment.
Kaufman developed the mega-planning model, a framework for adding measurable value to society.
One of the defining chaOnly once a gap, or need, is accurately identified characteristics of Kaufman's work is his emphasis on "need" as a noun, not a verb; it is a gap in results and consequences, not a gap in resources or methods. Kaufman explains when "need" is used as a verb, it presupposes a solution before identifying the actual problem to be solved. When using 'need' as a verb, an intervention has been selected before a clear definition of the actual gap in results that would be addressed. Once a gap, or need, is accurately identified, only then can a means be sensibly selected for moving from current to desired results.
Kaufman expanded this approach to "need" from looking at gaps in products to gaps in outputs and then outcomes: from building block results to results delivered outside the organization to external client and societal results – what the organization uses, does, produces, and delivers and the consequences all of that adds measurable value for our shared society. Used in this way, cost-consequences estimates may be made to prioritize closing gaps based on the cost of meeting the need as compared to the costs of ignoring the need.
Kaufman identified three types, or levels, of needs: Mega, Macro, and Micro. And Change, Choices, and Consequences, published by HRD Press. The following table details the levels of needs and their definitions.
These levels of needs are also levels of planning for any organization and indicate a relationship between the levels. Alignment of objectives at each level is critical to ensure that planning translates into clear organizational operations and ensure that activities at each level add value back up the chain linking measurable to societal value-added. As a consequence, no level of results is any more important than the others. Rather, it is the alignment of all levels that is critical to achieving desired results.
Extensive examples of planning and aligned objectives can be found in Moore, 2010 and Moore, Ellsworth & Kaufman, 2008.
Kaufman developed a model for strategic thinking and planning, called "Mega Planning." Kaufman argues that many organizational planning models incorrectly begin with, and end with internal or organizational performance, therefore restricting organizations from a chance to plan how they deliver value outside of their organizations. Traditional planning ends with "Macro" level results, which are organizational results such as profits, graduation rates, ratings, etc. While these are important measures of organizational performance, they do not indicate the impact of an organization on external clients and society. Kaufman's model is similar to some of the concepts behind "double bottom line" literature.