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The Future of HPT Depends on Whether Practitioners Focus on Foundations or Fads
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Brethower, Dale M. – Performance Improvement Quarterly, 2012
The future of human performance technology (HPT) will be bright or dismal depending on how well HPT practitioners focus on careful and practical answers to three pivotal questions: What is good practice in human performance technology? What are the differences between good practice and bad? What are the connections between good research and…
Descriptors: Performance Technology, Models, Problem Solving, Systems Approach
Making a World of Difference: Collaboration. Excellence for Intercultural Teams
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Schneider, Luise; Romberg, Claudia – Performance Improvement, 2011
Cultural awareness training that emphasizes communication delivers only a partial solution to the challenges that intercultural work teams face. Improving collaboration requires a strong foundation of performance management before a work team can determine how they will cooperate to perform to excellence. Against the backdrop of the authors'…
Descriptors: Cultural Awareness, Quality of Life, Differences, Work Environment
An Exploration of the Impact of an Open Governance Approach on Strategic Decision Making, Collaboration, Organizational Change, and Sustainability
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Hensley, Kendra – ProQuest LLC, 2011
Total quality management based governance models tend to focus on incremental improvements within the boundaries of a single organization. This may limit the benefits of information technology because they are not complex enough to address business or performance problems that extend beyond the boundaries of a single organization. The research…
Descriptors: Total Quality Management, Cooperation, Interviews, Program Effectiveness
Developing a Systems Approach for Dysfunctional Teams.
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Wright, David W.; Brauchle, Paul E. – Performance Improvement, 1996
Discusses high-involvement work teams, in which groups of workers participate in improving their work activities; describes how a typical work team progresses through a project; and introduces a systems model of interrelated steps through which teams may progress to solve problems. (LRW)
Descriptors: Improvement, Job Performance, Models, Performance Factors
Making Connections: A Key to Performance Improvement.
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Brethower, Dale M. – Performance Improvement, 1998
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)
Descriptors: Corporations, Human Factors Engineering, Interaction, Organizational Development
Process Re-Design for Enhanced Human Performance.
Davies, Ivor K. – Performance Improvement Quarterly, 1994
Argues that a process orientation, rather than a focus on inputs and outputs, offers performance technologists a more direct way of contributing to the realization of key business goals and more effectively focuses training and development on performance issues. Process redesign is a key strategy in the realization of these two goals. (Contains 15…
Descriptors: Business, Design, Labor Force Development, Models
Sense and Nonsense in HPT
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Brethower, Dale – Performance Improvement, 2004
Sense and nonsense is abound in human performance technology (HPT). There is no single cause of the abundance of nonsense. However, there is a reason that nonsense is more abundant than sense. The reason is that any principle has a specific domain of applicability. Within that domain it is sense. Outside that domain it is nonsense. Some…
Descriptors: Performance Technology, Instruction, Intervention, Performance Factors