April, 2001
Volume 40 / Number 4
April 2001
Page 5
No Pain, No Gain: Why Situational
Analysis Is Critical for Successful Change Implementation
by Pierre Mourier
This article is about why people change. Unless stakeholders have a specific reason to change, why even consider it in the first place? The concept of pain as a powerful change driver is explored. It is suggested that, in the context of change, there are three types of pain that must be understood. They are as follows: § Individual Pain § Departmental Pain § Organizational Pain
Prior to embarking on major change you must understand what kind of pain is being experienced by individuals in the organization because of the way things currently are. The same can be said for the departmental level and the organizational level pain. It is when a specific connection is made between individual, departmental and organizational pain that organizational readiness for change will be at the optimal level. The article further discusses how various types of situational analysis can be utilized to identify the various levels of pain.
Page 17
Intellectual Capital:
Comparison and Contrast
by Susan R. Madsen
One of the most important keys for improving individual and organizational performance is in developing and strengthening intellectual capital (IC). To understand IC, it is helpful to compare and contrast it with human capital and knowledge management. All three of these terms are defined differently by authors and researchers. Even though some overlap, there are a number of components and characteristics (e.g., manageability, systems, core competencies, usefulness, focus, monetary benefit, internal elements, importance, purpose, benefits, and capabilities) that are useful in comparing and contrasting. Learning to develop IC in an organization is a challenge for practitioners. Strategically aligning IC development plans and goals with the overall organizational business strategy is an important key. Because of the difficulty in charting and documenting IC, another challenge lies in demonstrating a direct link between IC and financial success. As performance improvement professionals, we should have the primary role in leading the training and development of IC in any organization.
Page 24
Learner-Centered
Usability: Tools for Creating a Learner-Friendly Instructional Environment
by Linda L. Lohr and Carol Eikleberry
Learner-centered usability testing evaluates the effectiveness, efficiency, and appeal of instructional or performance materials from a learneršs perspective. Where usability in the past has focused primarily on testing the technical features of a product or system, learner-centered usability focuses on the learning features of a product or system. This article shares a three-step approach to learner-centered usability testing. In a nutshell, these three steps help the usability expert focus on the critical elements of an instructional interface, the development of an observation/interview learning-based usability checklist, and the implementation of a one-on-one user-testing methodology. Just three overall questions help guide this process: Is there a teacher in the interface? Are there particular elements in the environment of concern? Has the instructional environment been put to the real test? A checklist, questionnaire format, and procedural script are included in the article.
Page 28
Keeping Score for
Organizational Performance
by Vana Prewitt
The balanced scorecard (BSC) is a strategic performance management model for organization development. It has been adopted by thousands of organizations since it was introduced 10 years ago by Robert Kaplan and David Norton, but we know little about what or why certain implementation techniques succeed or fail. While many consultants are happy to tell of their successes, we often learn best by hearing "war stories" from those who made mistakes. Among the most commonly made mistakes during BSC implementation are underestimating the effort and commitment required to make the model work, not making the transition to systems thinking, overly ambitious goals, and poor organizational communication. Certain disaster can be avoided by involving all levels of the organization in the implementation and making sure leadership is committed to the effort needed to be successful.
Page 35
Court Rulings Favor Performance
Measures
by William W. Lee, PhD and Diana L. Owens
The misuses and abuses when measuring knowledge and performance are widespread. The situation exists because of the lack of knowledge and disregard for principles of measurement. Particularly dangerous are subjective criteria used in ways that impact employees' livelihoods or careers. Courts have clearly come down on the side of valid criteria to measure performance characteristics. A few representative examples of such cases are cited in the article. Beyond the legal issues, the article argues for the ethical uses of valid measurement criteria. After establishing the argument for accuracy in assessment, the article presents a model that validates measurement criteria to the appropriate level, type, and amount based on the intended use. The model's purpose is to help eliminate the misapplication of evaluation and to inform readers of the basic principles involved.
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