VISION OF CHANGE

This proposal was created for EDCI 577 to introduce Kirkpatrick’s Four Levels of Evaluation and present an opportunity to apply its principles. It connects to the challenge because I proposed a vision of change that specifically targeted Jet Blue’s organizational goals as they sought to evaluate and improve their training program, Jet Blue University. 

There is a high probability that instructional designers will encounter clients who need guidance in redesigning programs to optimize organizational goals. This may be in the form of developing a new training curriculum or initiating a program evaluation. In this case, we were assigned a case study about Jet Blue’s training program, which had been created in response to the company’s rapid growth. From that scenario, I proposed an evaluation that would assess the effectiveness of their training program and use Kirkpatrick’s evaluation model to measure how this program met their organizational goals of community, humanity, and professional development. Before composing this proposal, I researched the company’s values. I aligned these values with measurement tools that targeted each of the four levels of Kirkpatrick’s model, which I break down in detail on page two of the document. For example, a customer satisfaction survey measures Jet Blue’s effective alignment of one of its values, humanity. Similarly, metrics tracking employees' community service participation align with their values of community and humanity. 

My prior knowledge in this arena is limited, so this was new territory for me. In the past, I have pitched ideas informally to colleagues and administrators about program ideas for the schools. However, I never consciously or explicitly aligned these visions to learning, organizational, or performance goals. Understanding the power of connecting vision creations to specific targets would have been beneficial in making my case to various audiences, especially administrators. They often have to consider many constraints, but if they could see the bigger picture of how these implementations could benefit learning and organizational goals, they may have been more likely to sign on. For instance, I regularly advocated for more teaching coaches on campus to support new teachers who often struggled and from whom we saw high levels of turnover. I could have used relevant data to pinpoint the impact this program would have in supporting the school’s goals of retaining high-quality teachers. This could have made a stronger case for administrators to invest in such a program. 

This artifact meets the challenge requirements because it demonstrates that I can describe a vision creation that targets organizational goals for Jet Blue University’s training program. This experience creating a program evaluation proposal helped me understand how interventions do not always have to be instructional but can also be evaluations that help assess the effectiveness of current programs and offer recommendations on how companies can revise and improve them. I am looking forward to continuing to develop this competency by applying these skills in future pitches and presentations on program evaluations and/or instructional interventions.