ADDIE Model
ADDIE (Analyse, Design, Develop, Implement, Evaluate) is a disciplined, iterative method for building learning that drives performance. The cyclical framework evolves over time and continues through instructional planning and implementation. Five stages comprise the model, each with a distinct purpose in instructional design (Peterson, 2003).
Technique Overview
ADDIE Model Definition
ADDIE is a systematic, iterative framework for designing, building and evaluating learning that improves performance. Analysis clarifies needs and constraints; Design sets outcomes, assessment and learning strategy; Development creates and tests assets; Implementation deploys and supports; Evaluation gathers evidence to iterate and prove impact (Allen, 2006; Peterson, 2003). Recent work clarifies how organisational learning (processes), the learning organisation (context/architecture) and learning orientation (strategic posture) interrelate (Alerasoul et al., 2022).
ADDIE Model Description *
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Business Evidence
Strengths, weaknesses and examples of ADDIE Model *
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Business Application
Implementation, success factors and measures of ADDIE Model *
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Professional Tools
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Further Reading
ADDIE Model web and print resources *
ADDIE Model references (4 of up to 20) *
- Abuhassna, H., Alnawajha, S., Awae, F., Adnan, M.A.B.M. and Edwards, B.I., 2024. Synthesizing technology integration within the Addie model for instructional design: A comprehensive systematic literature review. Journal of Autonomous Intelligence, 7(5), pp.1–28.
- Adeoye, M.A., Wirawan, K.A.S.I., Pradnyani, M.S.S. and Septiarini, N.I., 2024. Revolutionizing education: Unleashing the power of the ADDIE model for effective teaching and learning. JPI (Jurnal Pendidikan Indonesia), 13(1), pp.202–209.
- Almelhi, A.M., 2021. Effectiveness of the ADDIE model within an E-learning environment in developing creative writing in EFL students. English Language Teaching, 14(2), pp.20–36.
- Allen, W.C., 2006. Overview and evolution of the ADDIE training system. Advances in Developing Human Resources, 8(4), pp.430–441. https://doi.org/10.1177/1523422306292942
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