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Back to the Performance Improvement Journal Home PageFebruary, 2005 Editor’s Notes: Theory and Practice of HPT
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Executive Summaries
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| The Path to Improved Performance Starts with Theory: A Lesson Learned From Tom Gilbert by Bob Cicerone, Richard Sassaman, and John Swinney, CPT Although theories are often criticized for being just theories (i.e., useless), theories can be extremely useful. The degree of success in improving performance at any level is determined by the extent to which all relevant interventions are used. In turn, development of all appropriate interventions is determined by whether all the actual causes of unacceptable performance are identified and assessed in a performance analysis. Finally, the theory directing the performance analysis determines whether the analysis assesses all, some, or none of the potential causes. Examples from the HPT literature show that the theory directing a performance analysis determines the causes an analysis identifies, the interventions used, and the degree of performance improvement. The authors conclude that contrary to popular view, nothing is as practical as a useful theory. Yesterday’s Extraordinary Research Yields Today’s Ordinary Principles by Mary Norris Thomas, PhD, CPT Our ordinary performance improvement practices have roots in extraordinary research. Today, we accept as a “Duh!” the learning principle that things that occur together tend to be recalled together. We use this principle of association as an instructional technique. How did we come by this principle? This article explores the vintage research thread of the principle of association. It begins with the earliest formal statement of association attributed to Aristotle, ca. 350 bc. Hobbes in 1651 argued that thoughts become linked by being experienced together. In the 18th century, Locke, Berkeley, Hume, and Hartley took up associationism. Locke is regarded as the modern founder of the doctrine of association and is credited as the first to use the expression “association of ideas.” Hume “rediscovered” two of Aristotle’s three principles. In 1885, Ebbinghaus’ experiments used association as a theory of how learning takes place. In the early 1900s, Thorndike’s experiments showed that associations are influenced by consequences. There were also rivals, such as Köhler, who argued against Thorndike. Research archives are so much more than yesterday’s dusty journals. If it were not for this heritage, we would not have the tools, models, theories, and practices that we use today. Yes We Can: A Rejoinder to Don Winiecki’s Rejoinder About Saving the World With HPT by Dale M. Brethower, PhD Human Performance Technology (HPT) has a powerful theory base, extensive research base, strong validated practice base, and a long record of results in education, for-profit organizations, and not-for-profit organizations. We have a well but not thoroughly documented record of success training individuals and improving performance at the job, process, and organizational levels. The essence of HPT has been codified in ISPI’s Certified Performance Technologist standards. We focus on results and work systemically, systematically, and collaboratively. However, as Winiecki points out, we do not have one agreed-upon and universal model; instead, we have several validated models. The models have surface differences associated with the purposes for which each was developed, but they are fundamentally similar. As Winiecki points out, many who practice HPT are aware of some of the practices but unaware of the foundation in theory and research. HPT is a work in progress‹but ready to help save the world. No Strings Attached: How the Gaming and Hospitality Industry Uses Mobile Devices to Engineer Performance by Diane M. Gayeski, PhD, and Michael J. Petrillose, PhD Mobile computing and communication devices hold great promise as inexpensive and effective devices for workplace performance improvement. The hospitality industry--in particular, casino and gaming properties--has been among the early adopters of these solutions. By taking a look at how these workplaces have incorporated mobile and wireless technologies for a spectrum of performance solutions, we can see how other industries can learn from their successes. This article defines and gives examples of mobile computing devices, standards, and performance improvement applications, providing helpful hints for HPT professionals who wish to become involved in evaluating and implementing these solutions. Balanced Management: A Key Component of Managerial Effectiveness by William J. Liccione The employee-employer relationship has changed from one in which performers were confident that their employers would recognize and reward loyalty and good work to one in which managers must do more with fewer, often less-loyal performers. As a result, managerial effectiveness has become critical to the organization’s success. Although research has identified key dimensions of managerial effectiveness, it has not helped managers balance their offsetting demands. Balanced management provides a framework for addressing this issue. Research indicates there is a moderate, positive relationship between the strength of managers’ balanced management style and both employee satisfaction and, indirectly, organizational performance. The Performance Technologist’s Toolbox: Observations Anne F. Marrelli, PhD, CPT This article on observations is the second in a series devoted to data-collection methods. It describes observations and reviews five dimensions to consider in planning observational studies. Applications of observations in performance technology are explained, including: performance and cause analysis, evaluation of interventions, individual performance assessment, job analysis, and competency modeling. The advantages and disadvantages of observations and complementary methods of data collection are also described. Guidelines for planning and conducting observations are provided and followed by a case study that illustrates how observations were used in one organization to collect data for a job analysis.
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