Human competence is a vital element for any organization that expects to survive and then thrive. Developing individual performance ability is necessary but not sufficient because trained people alone will not make an organization successful. We must determine what people should deliver and why it should be delivered in order to add measurable…

Scholars representing the field of organizational science, broadly defined as including many fields--organizational behavior and development, management, workplace performance, and so on--were asked to identify what they considered to be the most exciting and imaginative work currently being done in their field, as well as how that work might…

All organizations are means to societal ends, and thus Mega thinking and planning starts with a primary focus on adding value for all stakeholders, including our shared society. It is pragmatic, realistic, practical, and ethical. Defining and achieving continual organizational success is possible. It relies on three basic elements: (1) a societal…

Conventional human performance technology has had a good run. It allowed scientific and data-based research to be applied to improve performance, usually just individual performance. The field must be expanded without losing this individual performance focus to include a scope that measurably improves performance for individuals and organizations…

This article develops a methodology, based on the concepts of a results-referenced needs assessment, to determine and prioritize perceived areas of existing or potential concern in an academic institution. The results were used to develop a baseline against which progress in addressing those concerns can be measured over time for the purpose of…

This second article in a three-part series on strategic planning offers insight on the planning process itself. Discusses identifying long-term and short-term missions, and developing the strategic plan. (DGM)

Discusses a process of total quality management (TQM) that will help define objectives, develop criteria for measuring accomplishments, and identify what has to be done to get an organization from where it is to where it wants to be. Explains the characteristics of a good TQM needs assessment. (JOW)

Discusses evaluation for human performance improvement and organizational success. An expanded framework that builds on the traditional four-level training evaluation framework is suggested that includes strategic and tactical planning, performance improvement, organizational development, customer satisfaction, total quality, societal…

Strategic planning identifies results, based upon an "ideal" vision, to be achieved at three levels: individual, organizational, and societal. This article recommends a megalevel educational planning model that helps planners contemplate societal outcomes in a practical way. A holistic, proactive planning process involves scoping, data…

Reviews the organizational elements model of Kaufman and English, which uses internal factors alone as the basis for planning, and argues for reversing its order of consideration to achieve more useful results; i.e., to start with outcomes (societal requirements) and then move back through outputs, products, processes, and inputs. (Author/JD)

Discusses the need for performance improvement consultants to demonstrate the effectiveness of work the field performs. Presents suggested guidelines related to responsibility and consequence, planning and results, using scientific literature, needs assessment, and resistance to change. Concludes with likely disclaimers that should be faced. (AEF)

Discusses marketing and management strategies and evaluates the path most traveled; going beyond market-driven; proactive and reactive organizational positioning; ways to manage human and physical resources to make both market-driven and market-making contributions; and values necessary for an organization to move from market-driven to…

Examines popular approaches to performance and organizational improvement to see what flaws they contain and how continued practice will impede progress. Discusses benchmarking; quality management/continuous improvement; needs assessment; training; downsizing; reengineering; system(s) approach; and strategic planning. Describes the Organizational…

Presents a method for holistic organizational analysis that provides developers with a rationale to obtain data and decision bases for successful internal and extraorganizational intervention and change. The analysis, based on the Organizational Elements Model, relates organizational resources, efforts, results, and organizational impact. Presents…

Discusses the need to shift from the old models for organizational development to the new methods of quality management and continuous improvement, visions and visioning, and strategic planning, despite inappropriate criticisms they receive. (AEF)