Performance technologists like quick, cheap analysis that is rigorous and comprehensive. This article presents the organization scan model which makes successful compromises between the technologist's obligation to be rigorous and comprehensive and the sponsor's obligation to save money and time. Includes "Societal Bottom Line: Measurable…

Examines a virtual work team to determine the domains of the team and the effect the virtual work environment had on the domains. Discusses results of a literature review and a phenomenological heuristic case study, including the effects of post-modern philosophy and postindustrial society on changes in the marketplace. (Contains 79 references.)…

Explains the Internet 2 collaborative end-to-end performance initiative that focuses on performance measurement, analysis, and improvements that lead to a standard set of network capabilities and limitations. Discusses results of this performance initiative, including providing direction for current and future network development. (Author/LRW)

Discusses the organizational mindset of human performance technology (HPT) practitioners at the 2001 International Society for Performance Improvement (ISPI) International Conference. Outlines the framework for organizational alignment, the importance for gatekeepers (those who provide access to the company to outsiders; need to development of a…

Discusses human performance technology models for describing and understanding factors involved in day-to-day functioning of employees and then to develop specific remedial interventions as needed, and contrasts it to an organizational performance system perspective used to design an organization before employees are even hired to prevent bad…

Focuses on the comparative use of training from human performance technology (HPT) and traditional training perspectives, based on taxonomy. Concludes that the primary difference is a holistic systems performance improvement approach by eliminating barriers with HPT versus reaction or response to a set of business objectives in traditional…

Establishes a theoretical foundation for control groups; defines four types of control groups applicable to HPT (human performance technology) program evaluation and measurement; explores their validity; and presents scenarios for an electronic learning program to demonstrate the applicability of the control group methods for HPT program…

Provides an example of how HPT (human performance Technology) helped provide value in a community situation in Montreal. Describes a problem with graffiti that a neighborhood merchants association was having and explains how an HPT (human performance technology) professional suggested defining the reasons for the problem before solutions were…

Outlines an approach to curriculum development that stresses a competency-driven framework including competency identification, curriculum development, and performance measurement, as well as a component-based approach to educational development and training asset management. Set in a professional services firm, the framework could serve as a…

This third part in a series of six articles on human performance technology (HPT) highlights four characteristics that are needed for managers to successfully advance from practicing training to practicing HPT, including becoming competent with the technology, understanding the client's business, developing trust and credibility, and being…

Discussion of ethics focuses on the role of human performance technology professionals in helping corporate ethicists. Highlights include definitions of ethics, morals, values, and business ethics; ethics in academia and in business; and application of the knowledge of ethics to decision-making. (Contains 18 references.) (LRW)

Describes a cost-benefit analysis study that resulted in unfavorable financial outcomes and discusses how this result became a learning opportunity for human-performance development/performance-improvement professionals in the organization. Considers failure in organizations and learning from failure. (Author/LRW)

Describes the benefits and potential drawbacks of transferring HPT (human performance technology) skills from outside consultants to managers within organizations. Discusses HPT competence and control over work environment, the role of traditional HPT experts after the shift, and three approaches to implementing the change. (PEN)

Provides an overview of the electronic business (e-business) revolution and suggests ways it will affect human performance improvement professionals. Highlights include customer reliance on the Web; use of the Internet and associated software to link employees, applications, and companies; information access and sharing; business-to-consumer and…

Although performance technologists recognize the importance of transfer, there are few studies of this complex process from the perspective of the individual, autonomous professional. For these trainees, intention to apply an idea is a vital part of transfer. Thus we asked: How do autonomous professionals learning from a training program form…