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Back to the Performance Improvement Journal Home PageJuly, 2003 Editor’s Notes Learning From History: Chronicling the Emergence of Human Performance Technology Eight Minutes to Performance Improvement Interviewing to Analyze and Assess Performance Improvement Initiatives Keeping Just-in-Time From Being Way-Too-Late or Way-Too-Little Tools of the Trade: Training through Digital Simulations Book Review: Now, Discover Your Strengths
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Article Summaries
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| Learning From History: Chronicling the Emergence of Human Performance Technology by Tony O’Driscoll, EdD Human performance technology (HPT) can be defined as systems thinking applied to human resource activities. This article chronicles the emergence of HPT and identifies the significant events and efforts of key pioneers that led to the development of the HPT process model. The HPT process model is a systemic approach to analyzing performance problems that is gaining significant exposure as a bona fide mechanism to define and implement high-performance work systems in the Information Age organization. Consequently, it is important to analyze the origins of this model to better understand how the HPT process arrived at its current form. Eight Minutes to Performance Improvement by William Seidman and Michael McCauley Effectively using experts’ secret sauce can produce a significant behavior change and related performance improvement by nonexperts in as little as eight minutes. There is only a 90-second window to convince nonexperts to take ownership for applying the expert content and changing their behavior. The nonexpert must become instantly engaged, which is achieved through instant credibility of the content and instant application to their situation. Digital coach technology creates instant engagement for the nonexpert. It supplies the secret sauce to create instant credibility and the on-screen prompts engage the nonexperts’ passion for their work, stimulating both a cognitive and an emotional response. Eight minutes after engagement begins, nonexperts change their behavior. They enter a state of accelerated learning that produces an 80% reduction in planning time, a 50% reduction in training time, and a 30%-50% reduction in task performance time. Interviewing to Analyze and Assess Performance Improvement Initiatives by Jana L. Pershing, PhD In the field of performance technology, the written questionnaire is the most frequently used means of gathering data—in some instances, the only method. In contrast, the interview is a less-frequently used survey method that also serves as a useful information-gathering tool, particularly in the preliminary stages of analyzing and assessing performance improvement initiatives. In addition to providing information to develop questions for written survey questionnaires, interviews may also be used as either a stand-alone procedure for producing information for subsequent analysis or in conjunction with other data-gathering methods. This article provides an overview of three types of interviews that are useful to performance technologists. It also explains how to conduct interviews and describes the advantages and limitations of interviewing in person versus on the telephone. Keeping Just-in-Time From Being Way-Too-Late or Way-Too-Little Michael Hughes, PhD, CPT This article describes a systematic approach often used in software design and applies it to the design of training that supports large software implementation projects. From a performance technology perspective, the article addresses the diverse combination of users, each with different needs and time requirements for meeting those needs, and outlines how a systematic design approach based on project phases can be applied to the design and delivery of complex training solutions. The article shows a real-life example where the approach was used to design a training curriculum for an Internet banking software solution. |
