Last time I discussed AI utilization and collaboration with SMEs, but today I’d like to return to our long-awaited pitfalls series.
One common pitfall for Instructional Designers (IDs) is taking on too many projects.
Especially after holidays, are you overwhelmed by accumulated requests and unreasonable demands like “Can you just handle this for now?” because you can’t say no?
The truth is, this “taking on too much” not only makes you busier but also risks undermining the core value of your ‘design’ work.
So, this article discusses criteria for deciding which tasks to accept as an ID and how to strategically prioritize work by involving SMEs and stakeholders.
Why “Taking on Too Much” Is a Critical Pitfall for IDs
When we IDs accept every request, our work shifts from “learning design” to “mere execution.” When that happens, who suffers the most? The learners.
When we’re stretched thin just fulfilling requests like “Make it into slides for now” or “Turn it into a video urgently,” the time for “analysis”—the core value of instructional design—disappears.
“Why is this necessary?” “What will learners gain from this?” “Will this training truly solve the problem?”
When we lose the capacity to ponder these questions, the mere act of “delivering by this date” becomes the goal itself. This results in a “brain dump” – simply pouring in the information received from subject matter experts (SMEs) without processing.
Ironically, the work we took on with good intentions ends up being the “biggest failure” – lowering program quality and wasting learners’ time.
Acceptance Criteria: Does this request directly align with the “learning objectives”?
When projects become overwhelming, establish criteria to pause and reflect, such as:
- Impact: Is this task “immediately” necessary for learners’ “behavioural change”?
- AI vs Human: Is it a “task” replaceable by AI? Or is it “design (decision-making)” only you can do?
- Team Capacity: How does this impact our team’s bandwidth and other ongoing projects?
Rather than saying “No worries, I’ll handle everything” and compromising quality, it’s professional integrity to assess your capacity, propose alternatives like “To maximize learning outcomes, I’ll focus resources here now”. Or, if it’s beyond your capacity/availability, suggest alternatives like “Let me check if someone else on the team is available or better suited.”
How to Set Priorities: Win Over SMEs and Stakeholders
Priorities aren’t something you decide alone. By collaborating with others as outlined below, you’ll uncover the objective “right answer.”
Grasp the “Impact” with SMEs:
SMEs often say “everything is important.” Counter this by asking questions like, “Where do most mistakes happen on the ground?” or “What do beginners struggle with first?” This helps pinpoint the most critical design priorities by focusing on “what’s needed now.”
Share the “Current State” with Stakeholders:
Visualize deadlines and team status. Discuss: “Given our current resources, what should be prioritized to ensure quality?” If deadlines or urgency overlap, check if any parties can adjust their commitments. This isn’t rejection—it’s sharing a “calm analysis of reality” to ensure project success. Impact and urgency only become clear through dialogue with them.
Summary: Managing Your Capacity
Taking on everything without prioritizing means all your work ends up as “half-baked 60-point efforts.”
If you cut corners on research and create superficial surveys, participants will mindlessly check “strongly agree” on every question without reading the content, and nothing changes on the ground. To prevent such half-hearted efforts, ID professionals should cultivate the “courage to voice opinions” and the “ability to propose priorities.”
Move beyond being a “handyman” and aim to become a “strategic partner” who engages others and controls resources. The best designs emerge from your own “breathing room.”
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