Confirms that intellectual and professional tools be in good working order, avoid superstition, and refrain from faddish/ineffective interventions. HPT (Human Performance Technology) must keep sharpening its saw based on measured results and set clear and measurable goals/expectations; put the means of measuring progress against those goals in the…

Discusses William of Occam's "razor" principle of scientific philosophy that given more than one theory, explanation, or definition of something, the simplest one is probably the best and helps us to "shave off" concepts, variables or constructs that are not needed to explain the phenomenon. Applies this principle to human…

Identifies scholars and practitioners who are key contributors to the field of performance improvement and are members of the International Society for Performance Improvement (ISPI). Describes the concept of human performance technology, and discusses the late Dr. Thomas F. Gilbert's concept of performance and his help with founding ISPI and…

Examines the critical components of effective "practice" in the fields of instructional technology and human performance technology, as well as barriers to successful practice. Describes how to cope with these obstacles and ensure inclusion of relevant practice in instructional programs. Concludes with a true story that illustrates how…

Examines three elements useful for solving problems revealed by data gathering and analysis in the context of performance technology: goals, standards, and feedback. Emphasis is on the need for performers of tasks, their supervisors, and the organization as a whole to have the same goals and expectations, and how this is achieved through…

Discusses how those who learn basic human performance technology (HPT) skills can expand expertise in three directions: extended HPT (including generalist, project manager/integrator, and implementation specialist); specialized HPT; and HPT linked to related fields. Presents examples of applications of each alternative. (JKP)

Performance improvement practitioners can be stymied to solve clients' problems. Clients may fail to recognize problems, would rather address symptoms than root causes and practitioners unable to convince clients to institute a meaningful solution. Practitioner can use internally developed data to build a case for action, create a clear vision of…

Considers three variables that can help performance technologists work more effectively with different kinds and different generations of people. Discusses recognizing the impace of position and disposition, assuring that feedback occurs, and thinking beyond old ways of operating and motivating. Suggests that the context of human interaction is…

At 81 years old, Robert F. (Bob) Mager is the granddaddy of modern performance analysis and instructional design techniques. Although he has retired from the profession, he is still actively learning. He is currently working on his fourth novel, and is also an award-winning ventriloquist and is taking flamenco lessons. Perhaps best known in the…

Human performance technology is a collection of techniques for evaluating and designing human performance systems. It isn't a philosophy, a moral imperative, or a way of life. When technologists promote as more than what it is, they jeopardize their credibility and distort their own roles as performance engineers. (Author)

Discusses issues associated with the virtual office. Summarizes advantages and disadvantages from employees' and employers' perspectives. Uses the behavior engineering model (Thomas Gilbert, 1996) as a framework to analyze different factors related to performance, and suggests the application of other concepts from human performance technology and…

Describes performance alignment--ensuring that all things work together in an organization to achieve its external goals--as the ultimate goal of the human performance technologist's profession. Discusses the three areas where performance is in business, three dimensions of performance alignment, and how to achieve performance alignment. (AEF)

Human performance technologists add value by making systematically important connections. After illustrating the connections made in various professions and organizations, this article discusses the importance, purpose, history and process of making connections. (AEF)

The systematic four-step process introduced in this article lays the basic groundwork in helping an organization link all its programs and initiatives to its strategic goals. Discusses the definition and purpose of performance measurement; elements of a global performance system; and building a global performance measurement system. (AEF)

Describes structured sharing, a training template that facilitates mutual learning and teaching among participants, tapping into the power of concurrent co-creation of performance interventions. Presents compressed instructions for conducting four structured sharing games and gives detailed instructions on one activity to try out. Provides an…