Fundamentals of Performance Improvement: A Guide to Improving People, Process and Performance
Lýsing:
Fundamentals of Performance Technology is a practical how-to guide designed to help practitioners and students understand the science of performance technology and successfully implement organizational change. Using the Human Performance Technology (HTP) model, the authors explain step-by-step how to spot performance indicators, analyze problems, identify their underlying causes, and create workable solutions.
This accessible, commonsense approach gives readers the information and tools they need to: identify problems in an organization determine likely causes develop an appropriate intervention strategy and put it into practice measure results In this third edition, the authors present an enhanced version of the model with a more cohesive perspective on change management.
Annað
- Höfundur: Darlene Van Tiem, James L. Moseley, Joan C. Dessinger
- Útgáfa:3
- Útgáfudagur: 4/16/12
- Hægt að prenta út 10 bls.
- Hægt að afrita 2 bls.
- Format:ePub
- ISBN 13: 9781118570357
- Print ISBN: 9781118025246
- ISBN 10: 1118570359
Efnisyfirlit
- Front Matter
- More Praise for Fundamentals of Performance Improvement
- About Pfeiffer
- About ISPI
- Dedication
- Acknowledgments
- Foreword—The Practice of Performance Improvement
- Foreword—Fundamentals of Performance Technology
- Foreword—Performance Improvement Interventions
- Introduction
- Performance Improvement/HPT Model: The Challenge
- What to Expect in This Book
- Purpose
- Goal and Objectives
- Audience
- Benefits of Applying the Book
- Overview of Book Sections and Chapters
- Case Studies
- Conclusion
- Performance Improvement and the Performance Improvement/HPT Model
- 1 Overview of Performance Improvement
- Performance Improvement: Precursors
- Craftsmen and Artisans
- Work Design
- Quality
- Information
- People
- Performance Improvement: Definition and Scope
- Performance Improvement: Key Terms
- Performance Improvement
- Performance Consultant
- Performance Technology
- Performance Improvement Interventions
- Performance Improvement: Key Concepts
- People-Oriented
- Positive and Future-Oriented
- Multidimensional Approaches
- Commitment
- Team-Oriented
- Sports Analogy
- Business Analogy
- Not Just a Bandwagon
- Performance Improvement: Foundations
- Performance Improvement: Leading Contributors
- Table 1.1. Theoretical Foundations of Performance Improvement
- Performance Improvement: Prominent Early Leaders
- Table 1.2. Leading Contributors to Performance Improvement and Performance Technology
- Thomas Gilbert
- Table 1.3. Early Leaders
- Table 1.4. Thomas Gilbert's Behavior Engineering Model
- Geary Rummler
- Table 1.5. Rummler's Nine Performance Variables Matrix
- Roger Kaufman
- Figure 1.1. Anatomy of Performance
- Table 1.6. The Organizational Elements, Related Results, and Definitions
- Table 1.7. Examples for Each of the Organizational Elements
- Robert Mager
- Multidisciplinary Collaboration
- Figure 1.2. Mager's Performance Analysis Flowchart
- Figure 1.3. Beyond HPT: Factors and Contributors to Performance Improvement and Value Creation
- Performance Improvement: Emerging Trends
- Sustainability Trend
- Exhibit 1.1 The Practitioner's Voice: Sustainability
- Definition
- Key Challenges
- Population Increases
- Global Economics
- Communication
- Eco-Efficiency
- Business Issues
- Complex Issues
- Opportunity and Challenge
- Appreciative Inquiry/Positive Psychology Trend
- Exhibit 1.2 Sustainability In Action
- Figure 1.4. Framework for Colon Panama's Transformation
- Definitions
- Leaders in the Discipline
- Performance Improvement and Appreciative Inquiry
- Appreciative Inquiry Four-D Cycle
- Figure 1.5. The Four-D Model
- School Improvement Trends
- Behavioral-Oriented Learning Improvements
- Performance Support Tool 1.1. Appreciative Inquiry Discussion Guide
- Education for All
- Certified School Improvement Specialist
- Sustainability Trend
- Performance Improvement: Precursors
- Citations
- References
- Introduction
- Responsive
- Adaptable
- Focused on Accountability and Integrity
- Inside the 2012 Model
- Figure 2.1. The Performance Improvement/HPT Model
- Change Management
- Performance Analysis Phase
- Organizational Analysis
- Figure 2.2. Performance Improvement/HPT Model: Performance Analysis Phase
- Environmental Analysis
- Gap Analysis
- Cause Analysis
- Organizational Analysis
- Intervention Selection, Design, Development Phase
- Intervention Selection
- Interventions
- Blending Interventions
- Criteria for Successful Interventions
- Return on Investment
- Sustainability
- Accountability
- Intervention Design and Development
- Figure 2.3. Performance Improvement/HPT Model: Intervention Selection, Design, and Development Phase
- Table 2.1. Overview of Intervention Categories
- Business Case
- Intervention Selection
- Figure 2.4. Performance Improvement/HPT Model: Implementation and Maintenance Phase
- Performance Technology Standards
- Figure 2.5. Performance Improvement/HPT Model: Evaluation Phase
- Code of Ethics
- Figure 2.6. Pershing's Performance Improvement Process Model
- And the Dialog Goes On...
- Figure 2.7. HPT Model: Appreciative Inquiry Approach
- Purpose
- Definitions
- Figure 3.1. Performance Improvement/HPT Model
- Change Management Models
- Process Models
- Conceptual Models
- Three Stages of Change
- McKinsey 7S Framework
- Table 3.1. Change Management Theory Models
- Total Quality Management (TQM)
- Leadership Culture Change Actions
- Kaizen
- Business Process Reengineering
- Eight-Step Model of Organizational Change
- ADKAR
- Level of Change
- Mode of Change
- Control of Change
- Figure 3.2. Managing the Change Process
- Change Agent
- Change Manager
- Leadership Supporter/Champion
- Opinion Leaders
- Managing Resistance
- Passive and Overt Resistance
- Signs of Resistance
- Suggestions to Minimize Resistance
- Managing Readiness for Change
- Roles During Adoption Process
- Figure 3.3. Adoption Curve
- Roles During Adoption Process
- Address Stages of Concern
- Take a Positive Approach
- Monitor After Implementation
- Background
- Situation
- Intervention
- Strengths Analysis
- Vision (“Dream”)
- Interventions (“Design”)
- Results
- Critical Business Issue
- Focus on Outcomes or Results
- Focus on Systems View
- Inputs
- Process
- Output
- Constraints
- Focus on Value
- Focus on Establishing Partnerships
- Be Systematic in Assessment of Need, Opportunity, or Challenge
- Be Systematic in the Analysis of Work, Worker, Workplace, and Worldview to Identify the Causes or Factors that Limit Performance
- Be Systematic in the Design of the Solution
- Be Systematic in the Development of the Solution
- Be Systematic in the Implementation of the Solution
- Be Systematic in the Evaluation of the Process and the Results
- Lessons Learned from the Case
- Background
- Situation
- Critical Issues
- Focus on Outcomes and Results
- Focus on a Systemic View
- Focus on Adding Value
- Focus on Establishing Partnerships
- Be Systematic in Assessing the Need or Opportunity
- Be Systematic in Design of the Solution
- Be Systematic in the Development of the Solution
- Be Systematic in the Implementation of the Solution
- Be Systematic in the Evaluation of the Solution
- Lessons Learned from the Case
- Background
- Critical Business Issue
- Intervention
- Focus on Outcomes or Results
- Focus on Systems View
- Focus on Value
- Focus on Establishing Partnerships
- Be Systematic in the Assessment of the Need, Opportunity, or Challenge
- Be Systematic in the Analysis of Work, Worker, Workplace, and World View to Identify the Causes or Factors That Limit Performance
- Be Systematic in the Design of the Solution
- Be Systematic in the Development of the Solution
- Be Systematic in the Implementation of the Solution
- Be Systematic in the Evaluation of the Process and Results
- Lessons Learned from the Case
- Background
- Situation
- Intervention
- Distributor Performance Model
- Distributor Impact Map
- Distributor Curriculum Map
- Module Specifications
- Alignment Mapping
- Learning Solutions
- Critical Business Issue
- Focus on Outcomes or Results
- Focus on Systems View
- Focus on Value
- Focus on Establishing Partnerships
- Be Systematic in Assessment of Need, Opportunity, or Challenge
- Be Systematic in the Analysis of Work, Worker, Workplace, and Worldview to Identify the Causes or Factors That Limit Performance
- Be Systematic in the Design of the Solution
- Be Systematic in the Development of the Solution
- Be Systematic in the Implementation of the Solution
- Be Systematic in the Evaluation of the Process and the Results
- Lessons Learned from the Case
- Background
- Critical Business Issue
- Intervention
- Focus on Outcomes or Results
- Focus on Systems View
- Focus on Value
- Focus on Establishing Partnerships
- Be Systematic in Assessment of Need, Opportunity, or Challenge
- Be Systematic in the Analysis of Work, Worker, Workplace, and Worldview to Identify the Causes or Factors That Limit Performance
- Be Systematic in the Design of the Solution; Be Systematic in the Development of the Solution
- Customer Discovery And Rating Tool
- Section 1: Issue Identification
- Section 2: Performance Issue Causes
- Section 3: Proposed Solutions
- Sample Experience/Interest Matrix
- Customer Discovery And Rating Tool
- Be Systematic in the Implementation of the Solution
- Lessons Learned from the Case
- Performance Analysis
- 4 Overview of Performance Analysis
- Definition and Scope
- Directions and Drivers
- Focus for Analysis
- Figure 4.1. Performance Improvement/HPT Model: Performance Analysis Phase
- Table 4.1. Defining Performance Analysis
- Definition and Scope
- Anatomy of Performance Analysis
- Table 4.2. Anatomy of Performance
- Table 4.3. Principles of Performance Analysis
- Purpose
- Principles
- Analysis Techniques and Tools
- Extant Data Analysis
- Needs Analysis
- Knowledge Task Analysis
- Procedural Task Analysis
- Systems Task Analysis
- When to Use What
- Table 4.4. Linking Basic Analysis Techniques to Purpose
- Analysis Tools
- Typical Performance Analysis Questions
- Table 4.5. When to Use Specific Analysis Techniques and Tools
- Definition and Scope
- Vision
- Mission
- Values
- Goals
- Figure 5.1. Performance Improvement/HPT Model: Organizational Analysis Component
- Table 5.1. Various Strategic Planning Definitions
- Strategies
- Critical Issues
- Purpose and Timing
- Conducting an Organizational Analysis
- Figure 5.2. Grant and Moseley Customer-Focused Performance Analysis Model
- Organizational Analysis Tools
- Interviews
- Group Processes
- Surveys
- Record Critical Behavior
- Example
- Performance Support Tool 5.1. Typical Questions for an Organizational Scan
- Conditions, Organizational Level: Strategy, Structure
- Conditions, People Level: Climate, Practices
- Conditions, Work Level: Environment, Resources
- Process, Organization Level: Systems
- Process, People Level: Performance Requirements
- Process, Work Level: Methods
- Outcomes, Organizational Level: Organizational Results
- Outcomes, People Level: Motivation, Feedback
- Outcomes, Work Level: Products, Services
- Performance Support Tool 5.2. Organizational Analysis Survey
- Vision
- Mission
- Values
- Goals
- Strategies
- Critical Issues
- Definition and Scope
- World
- Figure 6.1. Performance Improvement/HPT Model: Environmental Analysis Component
- Figure 6.2. Variations on Rothwell's Environments of Human Performance
- Workplace
- Work
- Worker
- Purpose and Timing
- World
- Analyzing the World Environment
- Table 6.1. Corporate Social Initiatives
- Analyzing the Workplace
- Analyzing the Organizational Environment
- Analyzing the Work Environment
- Analyzing Work
- Analyzing the Worker
- Citations
- References
- Performance Support Tool 6.1. What Is Happening?
- Organizational Environment
- Workplace Environment
- Work Level
- Worker Level
- World Commitment Level
- Problem or Opportunity?
- Figure 7.1. Performance Improvement/HPT Model: Gap Analysis Component
- Desired State—Reasonable Goals
- Definition and Scope
- Gap or Needs Assessment?
- Figure 7.2. Performance Gap Analysis with a Reasonable Goal
- Figure 7.3. Kaufman's Definition of Need
- Figure 7.4. Rothwell's Six-Cell Gap Analysis
- Six-Cell Gap Analysis
- Gap or Needs Assessment?
- Opportunities
- Purpose and Timing
- Conducting Gap Analyses
- Actual Performance
- Desired Performance
- Performance Gaps
- Prioritizing Performance Gaps
- Citations
- References
- Performance Support Tool 7.1. Sample Priority Matrix
- Definition and Scope
- Figure 8.1. Performance Improvement/HPT Model: Cause Analysis Component
- Three Leisurely Theorems
- Behavior Engineering Model
- Figure 8.2. Gilbert's Behavior Engineering Model
- Conducting Cause Analysis
- Table 8.1. BEM Adapted to Cause Analysis
- Steps
- Techniques and Tools
- Table 8.2. Cause Analysis Tools
- Data, Information, and Feedback
- Table 8.3. Gilbert's Behavior Engineering Model—Environmental Support
- Environment Support, Resources, and Tools
- Consequences, Incentives, or Rewards
- Analyzing Environmental Factors That Influence Performance
- Performance Support Tool 8.1. Probing for Environmental Support Drivers or Causes
- Skills and Knowledge
- Analyzing Skills and Knowledge
- Table 8.4. Gilbert's Behavior Engineering Model—Repertory of Behavior
- Individual Capacity
- Analyzing Individual Capacity
- Motivation and Expectations
- Analyzing Motivation and Expectations
- Background
- Situation
- Intervention
- Critical Business Issue
- Focus on Outcomes or Results
- Focus on Systems View
- Focus on Value
- Focus on Establishing Partnerships
- Be Systematic in Assessment of Need, Opportunity, or Challenge
- Be Systematic in the Analysis of Work, Worker, Workplace and Worldview
- Be Systematic in the Design of the Solution
- Be Systematic in the Development of the Solution
- Be Systematic in Implementation of the Solution
- Be Systematic in Evaluation of the Process and the Results
- Lessons Learned from the Case
- Background
- Situation
- Critical Business Issues
- Focus on Outcomes
- Systems View
- Value Added
- Forming Partnerships
- Gap Analysis
- Indicator 1: Report Accuracy
- Indicator 2: Timeliness of Reporting
- Indicator 3: Provider Satisfaction with Reports
- Establishing Desired Performance Level and Qualifying the Gap
- Cause Analysis Methods
- Indicator 1: Report Accuracy
- Indicator 2: Timeliness of Reporting
- Focus on Outcomes
- Summary
- Lessons Learned from the Case
- Citations
- Intervention Selection, Design, and Development
- 9 Intervention Selection
- Definitions and Scope
- Interventions
- Figure 9.1. Performance Improvement/HPT Model: Intervention Selection Component
- Intervention Selection
- Purpose
- Interventions
- Collaborative Approach to Selection
- Practitioner Roles and Competencies
- Stakeholder Roles
- Champion Roles
- Team Roles
- Timing
- Introduction to the Intervention Selection Process
- Preliminary Phase
- Figure 9.2. Intervention Selection Process
- Steps 1 and 2: Validate and/or Conduct Performance Gap and Cause Analysis
- Validate Performance Gap and Cause
- Focus on Causes
- Table 9.1. Summary of Gap and Cause Analysis Conducted After Intervention Implementation
- Conduct an Analysis
- Definitions and Scope
- Survey Phase
- Performance Support Tool 9.1. Intervention Selector
- Learning Interventions
- Performance Support Interventions
- Job Analysis/Work Design Interventions
- Job Analysis
- Work Design
- Human Factors
- Quality Improvement
- Personal Development Interventions
- Human Resource Development (HRD) Interventions
- Talent Management
- Individual Growth
- Organizational Growth
- Organizational Communication Interventions
- Organizational Design and Development Interventions
- Empowerment
- Organizational Pro-Action
- Organizational Values
- Financial Systems Interventions
- Step 3: Group Selects Potential Interventions
- Step 4: Individuals Select Potential Interventions
- Step 5: Individuals Prioritize Potential Interventions
- Performance Support Tool 9.2. Intervention Priority Chart
- Performance Support Tool 9.1. Intervention Selector
- Step 6: Group Selects Intervention(s) to Implement
- Brainstorming
- Multi-Voting
- Selecting Successful Interventions
- Step 7: Group Plans Next Steps
- Learning Interventions
- Performance Support Interventions
- Job Analysis/Work Design Interventions
- Job Analysis Interventions
- Work Design Interventions
- Human Factors
- Quality Improvement
- Personal Development Interventions
- Human Resource Development Interventions
- Individual Growth
- Organizational Growth
- Organizational Communication Interventions
- Organizational Design and Development Interventions
- Empowerment
- Organizational Pro-Action
- Organizational Values
- Financial Systems
- Figure 10.1. Learning Interventions
- Knowledge Management (KM)
- Definition
- Scope
- Workplace Implementation
- Organizational Learning
- Definition
- Scope
- Performance Support Tool 10.1. A Knowledge Management Primer
- Performance Support Tool 10.2. Knowledge Management Assessment Tool (KMAT)
- Background
- Part 1: Administrator
- Section 1
- Section 2
- Section 3
- Part 2: Participant
- Employee Scoring Sheet
- Section 1
- Knowledge Management Assessment Tool Administrator Scoring Sheet 1: Five-Dimensional Analysis
- Section 2
- KMAT Administrator Scoring Sheet 2: Explicit/Tacit Analysis
- Section 3
- Explicit Knowledge and Management Practices
- Tacit Knowledge and Management Practices
- Section 3
- Definition
- Scope
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Definition
- Scope
- Table 10.1. Self-Directed Learning Guidelines
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Table 10.2. Action Learning Guidelines
- Definition
- Scope
- Exhibit 10.1 The Practitioner's Voice: Action Learning
- Workplace Implementation
- Definition
- Scope
- Exhibit 10.2 The Practitioner's Voice: Technical and Non-Technical Learning
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Definition
- Scope
- Exhibit 10.3 The Practitioner's Voice: Interactive Technologies
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Definitions
- Scope
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Exhibit 10.4 The Practitioner's Voice: Online or E-Learning
- Definition
- Scope
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Figure 11.1. Scope of Performance Support Interventions
- Performance Support Tools (PSTs)/Job Aids
- Definition
- Scope
- Workplace Implementation
- Table 11.1. Performance Support Tools/Job Aids: Traditional and Expanded Views
- Performance Support Tool 11.1. When to Use Standard PST or Job Aid Formats
- Numbered List
- Checklist
- Matrix or Decision Table
- Flow Chart
- Hybrid (mixture of two or more formats)
- Definition
- Scope
- Workplace Implementation
- Performance Support Tool 11.2. To EPSS or Not?
- Exhibit 11.1 The Practitioner's Voice: EPSS
- Definitions
- Scope
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Performance Support Tool 11.3. Documentation or Standards?
- Exhibit 11.2 The Practitioner's Voice: Expert Systems
- Job Analysis Interventions
- Definition
- Scope
- Workplace Implementation
- Figure 12.1. Job Analysis/Work Design Interventions
- Definition
- Scope
- Workplace Implementation
- Performance Support Tool 12.1. Job Analysis Survey
- Definition
- Scope
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Definition
- Scope
- Exhibit 12.1 Job Enlargement Scenario
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Definitions
- Scope
- Workplace Implementation
- Definition
- Scope
- Work Implementation
- Definition
- Scope
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Table 12.1. Suggestions for Selecting Safety Engineering Interventions
- Definition
- Scope
- Workplace Implementation
- Definition
- Scope
- Work Implementation
- Definition
- Scope
- Workplace Implementation
- Performance Support Tool 12.2. Green Practices in Human Performance Arenas
- Table 12.2. TQM Toolkit
- Definition
- Scope
- Workplace Implementation
- Exhibit 12.2 The Practitioner's Voice: Continuous Improvement
- Definition
- Scope
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Table 12.3. Human Performance and Six Sigma: Parallel Constructions
- Definition
- Scope
- Workplace Implementation
- Feedback
- Definition
- Figure 13.1. Personal Development Interventions
- Scope
- Workplace Implementation
- Definition
- Coaching
- Definition
- Exhibit 13.1 The Practitioner's Voice: Feedback
- Scope
- Performance Support Tool 13.1. Feedback Checklist
- Workplace Implementation
- Definition
- Mentoring
- Definition
- Scope
- Workplace Implementation
- Performance Support Tool 13.2. Coaching Skills Self-Assessment
- Definition
- Scope
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Talent Management
- Definition
- Scope
- Figure 14.1. Talent Management Interventions
- Workplace Implementation
- Exhibit 14.1 The Practitioner's Voice: Talent Management
- Definition
- Scope
- Workplace Implementation
- Definition
- Scope
- Table 14.1. Employee Development Overview
- Workplace Implementation
- Exhibit 14.2 The Practitioner's Voice: Employee Development
- Definition
- Scope
- Workplace Implementation
- Performance Support Tool 14.1. Employee Development: Who Is Responsible for Success?
- Definitions
- Performance Support Tool 14.2. Organizational Retention Assessment (ORA)
- Description of the Instrument
- Theory Behind ORA
- Administration of ORA
- Scoring the Assessment
- Reliability and Validity of the Assessment
- Performance Support Tool 14.2. Organizational Retention Assessment (ORA)
- Definition
- Scope
- Workplace Implementation
- Exhibit 14.3 The Practitioner's Voice: Health and Wellness
- Definition
- Scope
- Workplace Implementation
- Definition
- Performance Support Tool 14.3. Issues to Consider When Planning for Retirement
- Scope
- Workplace Implementation
- Figure 14.2. Individual Growth Interventions
- Definition
- Scope
- Workplace Implementation
- Performance Support Tool 14.4. How Motivating Is Your Organization?
- Definition
- Scope
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Exhibit 14.4 The Practitioner's Voice: Key Performance Indicators
- Definition
- Scope
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Exhibit 14.5 The Practitioner's Voice: 360-Degree Feedback
- Definition
- Scope
- Workplace Implementation—Competency Development
- Workplace Implementation—Competency Testing
- Figure 14.3. Organizational Growth Interventions
- Definition
- Scope
- Workplace Implementation
- Exhibit 14.6 The Practitioner's Voice: Succession Planning
- Definition
- Scope
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Definition
- Scope
- Performance Support Tool 14.5. How Do Individual Managers Approach Leadership?
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Figure 15.1. Organizational Communication Interventions
- Communication Networks
- Definition
- Scope
- Workplace Implementation
- Information Systems
- Definition
- Scope
- Workplace Implementation
- Suggestion Systems
- Definition
- Scope
- Workplace Implementation
- Grievance Systems
- Definition
- Performance Support Tool 15.1. Planning a Suggestion System
- Scope
- Workplace Implementation
- Definition
- Dispute Resolution
- Definition
- Scope
- Workplace Implementation
- Table 15.1. Dispute Resolution Do's and Don'ts
- Definition
- Scope
- Workplace Implementation
- Exhibit 15.1 The Practitioner's Voice: Social Media
- Figure 16.1. Organization Design and Development Intervention Components
- Definition and Scope
- Empowerment Interventions
- Team Strategies
- Definition
- Scope
- Implementation
- Exhibit 16.1 The Practitioner's Voice: Teams
- Implementation
- Definition
- Scope
- Performance Support Tool 16.1. Evaluating Team Attitudes
- Workplace Implementation
- Definition
- Scope
- Exhibit 16.2 The Practitioner's Voice: Problem Solving
- Workplace Implementation
- Definition
- Scope
- Performance Support Tool 16.2. Problem-Solving Worksheet
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Definition
- Performance Support Tool 16.3. Benchmarking Planner
- Scope
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Performance Support Tool 16.4. Diversity Quotient Assessment
- Definitions
- Scope
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Performance Support Tool 16.5. Ethical Dilemmas in the Workplace
- Definition
- Scope
- Workplace Implementation
- Figure 17.1. Financial Systems Interventions
- Exhibit 17.1 The Practitioner's Voice: Financial Intelligence
- Open Book Management
- Definition
- Scope
- Workplace Implementation
- Profit Centers Versus Cost Centers
- Definition
- Scope
- Workplace Implementation
- Performance Support Tool 17.1. Responsibility Center Analysis
- Definition
- Scope
- Workplace Implementation
- Definition
- Scope
- Investment Decisions
- Funding Decisions
- Workplace Implementation
- Definition
- Scope
- Workplace Implementation
- Definitions
- Scope
- Workplace Implementation
- Performance Support Tool 17.2. Assessing Strategic Alliances
- Definition and Scope
- Inputs and Outputs
- Blended Process—Or Not?
- Figure 18.1. Performance Improvement/HPT Model: Design Component
- Purpose
- Describing Performance
- Exhibit 18.1 Three Examples of Customization
- Example 1
- Example 2
- Example 3
- Feasibility
- Requests for Proposals
- RFP Contents
- Cover Letter
- Pre-Bid Meeting
- Review-Revise-Approve Cycle
- Bidders’ List
- Proposal Selection Criteria and Weighting
- Vendor Guidelines
- ISPI Toolkit
- Performance Support Tool 18.1. Bidder Selection Matrix
- Purpose-Based Content
- Performance Support Tool 18.2. Design Document Template
- Document Outline
- Performance Support Tool 18.3. Stay Focused: A Guide to Successful Intervention Design
- Performance Support Tool 18.2. Design Document Template
- Definition and Scope
- Purpose
- Rationale
- Performance Improvement Practitioner Role
- Performance Improvement Practitioner Competencies
- The Business Case Process
- Figure 19.1. Business Case: An Iterative Process
- Content and Focus
- Format
- Issue of Integrity
- Designing and Developing the Business Case
- Steps to Take
- Leadership Commitment
- Feasibility
- Feasibility Studies
- Planning Feasibility
- Structured
- Deductive
- Inductive
- Narrated
- Performance Improvement Feasibility Planning
- Performance Support Tool 19.1. Performance Improvement Feasibility Study Outline
- RSVP
- Results
- Systemic Approach
- Figure 19.2. RSVP
- Exhibit 19.1 RSVP: An Example
- Exhibit 19.2 Building Capacity: An Example
- Exhibit 19.3 Implement For Sustainability: An Example
- Establish Sponsorship
- Set Expectations
- Exhibit 19.4 Meeting the Challenges: An Example
- Performance Support Tool 19.2. Template for a Business Case
- Business Case Table of Contents
- Executive Summary
- Introduction
- Assumptions And Methods
- Project Planning
- Figure 19.3. Example of Project Management Gantt Chart
- Business Impacts
- Conclusions and Recommendations
- Definition and Scope
- Definition
- Scope
- Figure 20.1. Performance Improvement/HPT Model: Intervention Development Component
- New Intervention Packages
- Off-the-Shelf Packages
- Environmental Impact
- Purpose
- Timing
- Practitioner Role and Competencies
- Guidelines for Successful Intervention Development
- Figure 20.2. Intervention Development Process Model
- Development Process
- Feasibility, Sustainability, Change Management
- Conclusion
- Performance Support Tool 20.1. Outputs Matrix for Step 1: Prepare for Development
- Citations
- References
- Background
- Critical Business Issue
- Building the Initial Business Case
- The Presentation
- Focus on Results
- Focus on Systems View
- Interventions
- The Second Business Case—Feasibility
- Designing the Interventions
- Developing the Interventions—Sustainability
- Implementing the Interventions
- Evaluating Results
- Lessons Learned from the Case
- Background
- Situation
- Critical Business Issue
- What Was
- What Should Have Been
- Focus on Outcomes or Results
- Focus on Systems View
- Inputs
- Process
- Outputs
- Constraints
- Focus on Value
- Focus on Establishing Partnerships
- Be Systematic in the Assessment of the Need, Opportunity, or Challenge
- Be Systematic in the Analysis of Work, Worker, Workplace, and World View
- Be Systematic in the Design of the Solution
- Be Systematic in the Development of the Solution
- Be Systematic in the Implementation of the Solution
- Be Systematic in the Evaluation of the Process and the Results
- Lessons Learned from the Case
- Situation
- Talent Management Intervention
- Dialogue
- Alignment
- Exhibit 3.1. Figure 1. ProQuest Talent Management Model
- Exhibit 3.1. Table 1. ProQuest Accountability Parameters: Philosophy and Principles
- Exhibit 3.1. Table 2. Elements of Talent Management: Details
- Talent Assessment
- Exhibit 3.1. Figure 2. ProQuest Organizational Competency Model
- Alignment
- Dialogue
- Exhibit 3.1. Figure 3. ProQuest Individual Contributor Progressive Expectations Map
- Exhibit 3.1. Figure 4. ProQuest Leadership Progressive Expectations Map
- Lessons Learned
- Intervention Implementation and Maintenance
- 21 Intervention Implementation and Maintenance
- Intervention Implementation
- Definition and Scope
- Figure 21.1. Performance Improvement/HPT Model: Implementation and Maintenance Phase
- Importance of Successful Implementation
- Definition and Scope
- Models Lead the Way
- Dormant—Cross-Functional Model
- Hale—Sustainability Model
- Moseley and Hastings—Four-Stage Process Model
- Table 21.1. Stages of Moseley and Hastings’ Model
- Dublin—I3 Change-Focused Implementation Model
- Implementation Design
- Process Design Steps
- Table 21.2. Steps for Designing an Intervention Implementation Process
- Feasibility Issues
- Design for Sustainability
- Success or Failure?
- Process Design Steps
- Variables Affecting Successful Implementation
- Characteristics of the intervention itself
- Characteristics of the organization
- Characteristics associated with interpersonal processes
- Implementation Strategies
- Intervention Maintenance
- Definition and Scope
- Sustainability
- The Sustainability Thinker
- Institutionalization
- Citations
- References
- Performance Support Tool 21.1. Evaluating Sustainability from a Change Management Perspective
- Intervention Implementation
- 22 Techniques for Implementation and Maintenance
- Partnering, Networking, and Alliance Building
- Partnering
- Networking
- Alliance Building
- Process Consulting
- Definition and Scope
- Determining Performance Relative to Business Needs
- Consulting Phases
- Employee Development
- Figure 22.1. The Consulting Process
- Performance Support Tool 22.1. Process Consulting Planner
- Definition and Scope
- Learning Organizations
- Four Basic Techniques
- Responsibility
- Issues
- Communication
- Performance Support Tool 22.2. Assessing Employee Development Success Standards
- Exhibit 22.1 The Practitioner's Voice: Employee Development
- Frame of Reference
- Communication Patterns
- Interpersonal Relationships
- Active Listening
- Change Management
- Project Management
- Definition and Scope
- Performance Support Tool 22.3. The Maintenance Evaluator
- Exhibit 22.2 The Practitioner's Voice: Project Management
- Success Factors
- Definition and Scope
- Feasibility
- Sustainability
- Citations
- References
- Partnering, Networking, and Alliance Building
- Case Study 4.1 Church Pension Fund: The GREAT Model: Topic: Intervention Maintenance
- Background
- Situation
- Intervention
- Critical Business Issue
- What Is
- What Should Be
- Focus on Outcomes or Results
- Focus on Systems View
- Focus on Value
- Focus on Establishing Partnerships
- Be Systematic in Assessment of Need, Opportunity, or Challenge
- Be Systematic in the Analysis of Work, Worker, Workplace, and World View to Identify the Causes or Factors That Limit Performance
- Be Systematic in the Design of the Solution
- Be Systematic in the Development of the Solution
- Be Systematic in the Implementation of the Solution
- Be Systematic in the Evaluation of the Process and the Results
- Lessons Learned from the Case
- Background
- Situation
- Intervention
- Table C.4.1. Cause Analysis for Communication Performance Gaps
- Exhibit C.4.1 Criticality Ranking of Communication Performance Gaps
- Exhibit C.4.2 Summary of Recommendations
- Critical Business Issue
- What Is
- What Should Be
- Focus on Outcomes or Results
- Focus on Systems View
- Focus on Value
- Focus on Establishing Partnerships
- Be Systematic in the Analysis of the Need, Opportunity, or Challenge
- Be Systematic in the Analysis of Work, Worker, Workplace, and Worldview to Identify Factors That Limit Performance
- Be Systematic in the Design of Solutions
- Be Systematic in the Evaluation of the Process and Results
- Lessons Learned from the Case
- Intervention Evaluation
- 23 Overview of Evaluation
- Definition of Evaluation
- Scope of Evaluation
- Figure 23.1. Performance Improvement/HPT Model: The Evaluation Step
- Purpose of Evaluation
- Figure 23.2. Flow of Evaluation Decisions: Why to How
- Evaluation Models
- Kirkpatrick Evaluation Model (1959–Present)
- Table 23.1. Kirkpatrick's Four Levels of Evaluation
- Brinkerhoff's Six-Stage Model (1987–present)
- Geis and Smith Model (1992)
- Figure 23.3. Geis and Smith Evaluation Model
- Kaufman-Keller-Watkins Model (1996–Present)
- Dessinger-Moseley Full-Scope Evaluation Model (1997–Present)
- Table 23.2. Kaufman-Keller-Watkins Adaptation of Kirkpatrick Model
- Figure 23.4. Dessinger-Moseley Full-Scope Evaluation Model
- Table 23.3. Full-Scope Evaluation: Type, Purpose, and Timing
- Combs and Falletta Targeted Evaluation Model (2000–Present)
- Kirkpatrick Evaluation Model (1959–Present)
- Predictive Approach to Evaluation
- Predictive Evaluation
- Foundations
- Planning and Conducting Predictive Evaluation
- Predictive Analytics
- Benefits
- Implementation
- Roles and Competencies
- Predictive Evaluation
- Integrating Evaluation into the PI/HPT Model
- Role of the PI/HPT Practitioner as Integrator
- Citations
- References
- Performance Support Tool 23.1. What the Performance Improvement/HPT Practitioner or Evaluator Can Do to Integrate Full-Scope Evaluation into the Performance Improvement Process
- 24 Planning and Conducting Evaluation
- Formative Evaluation
- Figure 24.1. Performance Improvement/HPT Model: Evaluation Phase
- Definition and Scope
- Purpose
- Timing
- Planning a Formative Evaluation
- Conducting a Formative Evaluation
- Traditional Methods
- Table 24.1. Traditional and Alternative Formative Evaluation Methods
- Expert Review
- One-to-One
- Small Group
- Field Test
- Alternative Methods
- Self-Evaluation (Initial Debugging)
- Panel Reviews
- Two-on-One Evaluation
- Think-Aloud Protocols
- Interviews
- Evaluation Meetings
- Journals, Blogs, and Tweets
- Rapid Prototyping
- Advantages and Disadvantages of Alternative Methods
- Table 24.2. Advantages and Disadvantages of Alternative Formative Evaluation Methods
- Traditional Methods
- Formative Evaluation
- Summative Evaluation
- Definition and Scope
- Purpose
- Planning a Summative Evaluation
- Conducting a Summative Evaluation
- Confirmative Evaluation
- Definition and Scope
- Purpose
- Figure 24.2. Dessinger-Moseley Confirmative Evaluation Model
- Figure 24.3. Equation for Confirming the Value of a Performance Intervention
- Figure 24.4. Moseley-Solomon Confirmative Evaluation Model
- Figure 24.5. Preliminary Checklist for Confirmative Evaluation
- Table 24.3. Tasks to Perform During Confirmative Evaluation Phases
- Ongoing Process
- After Implementation
- Resolving the Time Issue
- Performance Support Tool 24.1. When to Conduct a Confirmative Evaluation
- Exhibit 24.1 Team Roles in a Confirmative Evaluation
- Definition
- Scope
- Type One Meta Evaluation
- Type Two Meta Evaluation
- Table 24.4. Timing and Purpose for Type One and Type Two Meta Evaluation
- Review the Documentation
- Performance Support Tool 24.2. Focusing the Meta Evaluation: What's the Goal?
- Do It All Over Again
- Find Others Who Did the Same Thing and Combine the Results
- Background
- Situation
- Intervention
- Critical Business Issue
- What Is
- What Should Be
- Focus on Outcomes or Results
- Focus on Systems View
- Inputs
- Process
- Outputs
- Constraints
- Focus on Value
- Focus on Establishing Partnerships
- Be Systematic in Assessment of Need, Opportunity, or Challenge
- Be Systematic in the Analysis of Work, Worker, Workplace, and Worldview to Identify the Causes or Factors That Limit Performance
- Be Systematic in the Design of the Solution
- Be Systematic in the Development of the Solution
- Be Systematic in the Implementation of the Solution
- Be Systematic in the Evaluation of the Process and the Results
- Lessons Learned from the Case
- Background
- Situation/Opportunity
- Intervention
- Critical Business Issue
- What Is
- What Should Be
- Focus on Outcomes or Results
- Focus on Systems View
- Inputs
- Process
- Output
- Constraints
- Focus on Value
- Focus on Establishing Partnerships
- Be Systematic in Assessment of Need, Opportunity, or Challenge
- Be Systematic in the Analysis of Work, Worker, Workplace, and Worldview to Identify the Causes or Factors That Limit Performance
- Be Systematic in the Design of the Solution
- Be Systematic in the Development of the Solution
- Be Systematic in the Implementation of the Solution
- Be Systematic in the Evaluation of the Process and the Results
- Level 1: Reaction; Planned Action
- Level 2: Learning
- Level 3: Application
- Level 4: Impact
- Isolation and Data Conversion
- Intangible Benefits
- Reporting Results
- Lessons Learned from the Case
- Appendices
- A ISPI's Performance Technology Standards
- International Society for Performance Improvement
- Table of Contents
- Performance Standard 1
- Focus on Outcomes
- Performance Standard 2
- Take a Systemic View
- Performance Standard 3
- Add Value
- Performance Standard 4
- Work in Partnership with Clients and Other Specialists
- Performance Standard 5
- Be Systematic—Needs or Opportunity Analysis
- Performance Standard 6
- Be Systematic—Cause Analysis
- Performance Standard 7
- Be Systematic—Design
- Performance Standard 8
- Be Systematic—Development
- Performance Standard 9
- Be Systematic—Implementation
- Performance Standard 10
- Be Systematic—Evaluation
- A ISPI's Performance Technology Standards
- B Certified School Improvement Specialist Standards
- C ISPI's Code of Ethics
- This document includes:
- Statement of Expectations
- The Principles
- Add Value Principle
- Guidelines
- Validated Practice Principle
- Guidelines
- Collaboration Principle
- Guidelines
- Continuous Improvement Principle
- Guidelines
- Integrity Principle
- Guidelines
- Uphold Confidentiality Principle
- Guidelines
- Examples of Ethical Behavior
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