New Video: What is human performance technology?

In our work at Franklin University in the MS Degree in Instructional Design and Performance Technology, we recently produced a a video that describes what human performance technology is:

6 Principles for Using Data to Make Decisions

Using Data to Make Decisions
If you want to succeed, you must be willing to base your decisions on reality. But work in the knowledge society can be so complex that making the right decision becomes extremely difficult.

In my experience in the world of competitive education, we must be goal-oriented and must be as efficient and effective as possible. But how is this accomplished? How can we ensure that our activity will actually produce the results we desire? I believe that appropriate use of data is the single-most important component to be used in making effective decisions. (And no, I do not mean the fictional Star Trek character Data, though it would be awesome if we could use him to make decisions...).

Related Post: Leadership and Effective Decision-Making

Below are 6 principles for making effective decisions based on data:

1. Have goals. What does your organization want to accomplish? These goals should be measurable, something that you can know you have accomplished. They should be concrete enough to align with your organization's mission but should be flexible enough to adapt to the environment in which you operate.
2. Identify performance measures that indicate (1) progress toward your goals (sometimes called leading indicators), and (2) accomplishment of your goals (lagging indicators). Lagging indicators will likely not change often, for example, the number of persons served, number of students graduating, amount of money made, etc. No matter the purpose of your organization, there are specific goals and these goals must be measurable and measured. How you reach your goals might change, and therefore your leading indicators might change as well.
3. Automate measurement of performance measures. Decisions are most effective when based on reality, so it is crucial to make the data readily available. This automated measurement can be done through technology or through people, and often it is a combination of both.
4. Organize the data in meaningful, relevant ways so that they can be interpreted, understood, and linked to our goals and to our decisions. Data is only useful if it appropriately represents important aspects of reality (i.e. your goals) and enables effective decision-making.
5. Use the data. You can use data to perform several key functions, including (but not limited to) the following actions:
1. Identify whether you are moving toward and reaching your goals.
2. Identify where you are having performance issues. These issues can be articulated as performance gaps, meaning the gap between desired performance and actual performance.
3. Identify what is causing the gap. This data should come from many sources and should be comprehensive in nature. You will often have to gather additional data at this stage to get a real picture of what is happening. This data can be gathered through observation, interviews, focus groups, data mining, existing reports, etc. Be sure to gain data from all relevant sources and triangulate all sources to get a holistic, realistic picture of what is happening.
4. Identify what can be done to close the gap. This part is usually a pretty easy step because it should be based on the cause of the gap. Again, you may need to gather additional data from the sources identified above.
6.  Make a decision and implement it based on the results of your data analysis. Again, if you do not base what you do on thoughtfully acquired, thoroughly analyzed data, then you will be much more likely to make poor decisions that could have potentially disastrous consequences.

As I wrote about in a previous post, humans have the tendency to jump to conclusions, to do what seems best based on instinct or previous experience. And while this approach can often be effective, it does not always work. We must be willing to gather and use sound data to make our decisions, or we will be left in the proverbial dust by those who are willing to do the work required to make good decisions.

Principle-Based and Data-based Decision-Making
I want to be clear that I am not advocating an arduous process of data-gathering and analysis every time a decision must be made, which would be rather counter-intuitive. As human beings, we have the capacity to generalize our experiences into principles and best practices, which can guide effective decision-making. Experienced leaders and professionals can often intuitively discern effective decisions based on their experiences in similar prior situations.

Perhaps, then, we might use principles to guide our use of the data. Indeed, our mission, goals, and strategies can be based on principles and values and informed and refined by data. A combination of principle-based and data-based decision-making, therefore, becomes most powerful.

Thinking Systematically
Making decisions based on data aligns with the idea of thinking systematically, and it requires discipline and hard work to focus efforts on the systematic activities that will bring the results we desire. This systematic process can be applied in any setting and should be used when specific results are desired. For examples of how to apply systematic thinking, consider the following previous posts in which I share examples of thinking systematically:

1. The ADDIE Process (a systematic process for designing effective instruction)
2. Setting Professional Goals (I describe a systematic process for doing this)
3. A post describing the ISPI-adopted HPT Model (a systematic process for improving performance in business) 

You will note that these processes all follow the same basic pattern: (1) identify where you are and where you want to be; (2) plan out how to get where you want to be; (3) do your plan; (4) see how well your plan worked; and (5) adjust your plan and keep trying. This process is powerfully effective, and when data guides the decisions made at every step, success becomes much more likely.

Photos from ISPI 2012 Principles and Practices of HPT Workshop

This post is part of a multiple part Series on the 2012 Performance Improvement Conference.
#ISPI2012

Here are several photos from the ISPI Principles and Practices of HPT Workshop, taken by Tunde, one of the participants. You can read more about my experience with this workshop here.

The workshop was facilitated by Dr. Roger Addison (shown in the photo below) and by Dr. Miki Lane. Also in the photo is Angeles, one of the participants in the workshop.

A nice action shot of several participants (with me looking incredible on the left).

Most of the participants in the workshop. This photo was taken on the final day.

Dr. Richard Clark - HPT Conference Interview

In recent posts I reported my Experience at the ISPI 2012 Performance Improvement Conference. While there, Dr. Richard Clark, one of the keynote speakers, spoke on the importance of using research-based practices to improve human learning and performance. At the conference, Dr. Clark was interviewed by Guy Wallace, on his experiences and insights on Human Performance Technology and ISPI. I've embedded the video below.

You can learn more about Dr. Clark's work at http://www.cogtech.usc.edu/.

The 2012 ISPI Conference - Ideas and Experiences

As you may have read in my earlier posts, I recently attended the ISPI Performance Improvement Conference in Toronto, Canada. I had an outstanding experience and blogged some of what I learned throughout the week. If you missed the conference, these links share my experiences.

Before the Conference
Here are a few posts before the conference and during the trip to Canada.

• Preview to the conference
• My irritations when flying
• The hotel that looked like an IKEA display

Principles and Practices of HPT Workshop
In Toronto, I first attended the Principles and Practices of HPT Workshop, which was outstanding. My notes and thoughts from this workshop:

• Photos from the HPT Workshop
• Day 1 What is Human Performance Technology?
• Day 2 Tools for analyzing performance problems
• Day 3 Conversing with others about human performance issues

Podcast:
While I was at the conference, I had a few minutes to talk with my brother about some of the things I had learned and describe some of the basic concepts of the field of Human Performance Technology.

• Podcast: ISPI Conference Ideas and Experience

ISPI Performance Improvement Conference
After the workshop, I attended the ISPI Performance Improvement Conference. The ideas and the knowledge presented were astonishingly powerful. Here are my reactions from the conference.

• Day 1 Evidence-based practice and Return on Investment
• Day 2 Debunking common HPT myths
• Day 3 The HPT Model and Conference Themes

Podcast: 2012 ISPI Conference, Torontion, Canada

This post is part of a multiple part Series on the 2012 Performance Improvement Conference.
#ISPI2012

Here is a podcast on my experiences at the ISPI Human Performance Improvement Conference. It was a conversation between my brother and myself over the phone. (I was in Toronto Canada, and he was in Idaho Falls, Idaho). We touch on some of the foundations of Human Performance Technology and how it is applicable to businesses and organizations. Hope you enjoy it!

http://www.edtechdojo.com/110-ispi-conference-report.html

ISPI Performance Improvement Conference - Day 3

This post is part of a multiple part Series on the 2012 Performance Improvement Conference.
#ISPI2012

I have been attending ISPI's Performance Improvement Conference 2012, and today is the final day of the conference. I had to leave this afternoon to get to the airport, so I missed the afternoon presentations.

Morning Session - Eileen Maeso, CPT  How do You Apply HPT?

This was the last session I attended at the conference, and it served to really help me take things back a step and see things from the big-picture. Eileen went over some of the key terminology in the field, described some of the key models used in the field, and then had us practice using the “ISPI-adopted HPT Model” to a simple case study. It was nice to work through a sample situation and it really helped me to sort of blend everything back together as I completed my time at the conference. 

This model seems somewhat overwhelming when you look at the big picture, but it really follows the same general phases of ADDIE Process for designing instruction. Once you think of it in these terms, you can follow each of the phases and use the HPT model as a guide. It really is powerful. The funny thing is that all of these strategies on their own seem practical and straightforward, but it is the systematic application of all of these strategies that really creates the powerful results.

*     *     *     *     *

Additional Themes from the Conference

Communicating HPT Ideas Effectively 

It is crucial that knowledge be communicated clearly. I've recently come from the academic world where researchers use very methodical steps for presenting their work, but in the world of business, this kind of rigor and extraneous detail wastes a great deal of time. Here are a couple of ideas for communicating problems, solutions and results:

• Present your ideas in clear, simple terms. The goal is to help others understand the problem and solution very quickly. It is important to make your deeper analysis visible, but this should only be made available if requested. 
• Use the fewest words possible. If you can say it with less, do it.
• Use effective visuals to communicate complex things. Visual presentation can be very powerful, as well. I find that I naturally think this way, and I will use this approach more effectively as I do my work. This can be as easy as using simple graphics or laying out a page in a visually appealing way.

Systems-thinking

Everything operates in a system in which everything is interrelated. Focusing on a minor component might have positive impact on that component but the system might not be affected positively. And sometimes changing one component can negatively impact the system.  We should be aware of the larger system in which we work and live. For example, we have limited resources on earth, and we must figure out how to align our lives, our communities, and our businesses with that larger system or there will be terrible consequences.

Working Systematically

This is related to systems thinking but it somewhat different. In systems thinking one looks at things as a whole interacting system. But working systematically means working in an objective-oriented manner, it means thinking critically and using proven processes to identify and solve problems.When we are working systematically, we analyze and design before we begin implementing solutions. We gather data and consider our needs before we act. There are several things that make it difficult to work systematically:

• Human nature. It is efficient to use knowledge we already have, and if we didn't have this capacity, we would have to relearn almost everything we do. The problem is that it is often not effective.
• Lack of time. We are often so busy that we do not have time to do a proper analysis and to really identify an overall goal, to discover what is getting in the way of reaching that goal, and to identify the most effective path for reaching that goal.
• Overload. We are so often buried by the constant flow of information and pressure that our minds literally become overloaded and we are unable to take the time to do what is effective.

In a future post, I will share a podcast in which I discuss my experience at this conference with my brother, instructional designer J. Clark Gardner, on the EdTech Dojo.

ISPI Performance Improvement Conference - Day 2

This post is part of a multiple part Series on the 2012 Performance Improvement Conference.
#ISPI2012

I have been attending ISPI's Performance Improvement Conference 2012, and today was the second day of the conference. I missed the keynote speaker this morning to attend church. (I normally attend the LDS church but missed the bus to get to the chapel so I attended Mass at St. Michael's Cathedral which is right on Bond Street. A beautiful Cathedral and a very nice service).

Morning Session - Tim Brock, PhD, CPT, Peggy Meli, PhD - HPT Backyard Research: Tales From the Frontline

I attended a presentation by Tim Brock and Peggy Meli. (By the way, Dr. Brock is an adjunct faculty member of the Instructional Design and Performance Technology Masters Degree Program at Franklin University). They described how they have applied a sort of action-research approach to their own HPT work. Their ideas were really practical and showed how a practitioner can reflectively apply their knowledge and iteratively improve the work they are doing as  they do it. A great presentation.

Afternoon Session - Debunking Common Myths

The afternoon session was somewhat unique - I had never seen this kind of format at a conference. Several researchers presented for 20 minutes each on several erroneous ideas that are often heard in the field and debunked them with solid research. The idea is that basing our practice on strategies supported by research is the most logical and effective route. It was actually very insightful, here are some highlights:

1. Designing instruction based around Learning Styles does not work. (I have written about how to combat this error in a previous post.)
2. "Digital Natives" do not learn any differently than older learners.
3. The media used doesn't increase learning, it is the strategies used that improve learning.
4. IQ is actually a very good predictor of success at many things.
5. Learners need guidance to learn most effectively - that is, minimal guidance works very poorly.
6. Learner reactions are a very poor way to evaluate learning.

Some More Notes From the Conference

At the Principles and Practices of Human Performance Technology Workshop, Jim Hill visited with us for a few minutes and gave some really sound advice for beginning performance consultants (in my own words):

• Apply the HPT tools that you are learning to yourself first. This is a good way toget started.
• Start on smaller projects so that you can manage them easily. You can later start to expand to bigger projects.
• When talking with people, make the complex seem simple. Instead of saying you will increase sales by X%, say that the goal is to have "one more deal per sales rep." This is very simple, easy to understand, and seems easy to apply.
• Don't be afraid to use big numbers, though. People like to invest in big ideas.

*     *     *     *     *

This conference has been an incredible introduction to HPT tools and practices. The Principles and Practices Workshop was a great introduction, and I am now having that knowledge reinforced and expanded as I attend the presentations.

I feel like I am reaching cognitive overload. I find that my mind has gained about all that it can, and I will need to reflect on and begin to apply what I have learned over the coming weeks and months. I am thinking more long-term, now. It will likely take another couple of years of conferencing, practicing, and learning before I feel like I have a level of expertise. It is frustrating because I have gained expertise in other (related) fields, but I must remember that it took years of study and practice.

It's hard to believe that tomorrow is the last day of the conference, it has been such an experience.

ISPI Performance Improvement Conference - Day 1

This post is part of a multiple part Series on the 2012 Performance Improvement Conference.
#ISPI2012

I have been attending ISPI's Performance Improvement Conference 2012. Yesterday was the final of the 3-day Principles and Practice of Human Performance Technology workshop, and today was the first day of the conference.

Keynote Speaker - Dr. Richard Clark

I was excited to see that Dr. Clark was the keynote speaker- I have heard him speak before and in the past he has complimented me on some of my writing. Today he presented on the need to use evidence-based practices. He stated that as a society, ISPI should be willing to research what the evidence shows, to promote research, and to share it more completely.

After his presentation, I overheard someone saying that Dr. Clark is disconnected with the real world, that in business we have to just work with what we have due to pressure and constraints. I agree that practitioners must act quickly; however, I don't believe that Dr. Clark was saying that practitioners need to do research. He was saying ISPI as a society should create, promote, and share research and that there should be a conscious effort toward making this happen. Is he disconnected from the real world? Yes, and I think he is consciously disconnected in the right direction. We should base our actions on the evidence, on what we know works.

As a side note, in his presentation, Dr. Clark mentioned First Principles of Instruction as a research-based framework for research and practice. I have previously written and published an article about how these principles can be used: Applying Merrill's First Principles of Instruction. 

You can also view a recorded interview with Dr. Clark at the ISPI Conference.

Morning Session - Patti Phillips, CPT, PhD - ROI Basics

Dr. Phillips presented on Return on Investment in a performance improvement project. This topic is new to me (since I am an academic with no financial background to speak of) and it was eye-opening. She provided three great resources: (1) a guide for the workshop, (2) a really nice fold-out of a very clear model demonstrating how to measure ROI in a performance improvement project, and (3) her book The Bottom Line or ROI.

I was really surprised about how practical and logical her ideas were. She and her husband Jack really created a very powerful set of tools. For some reason, thinking in this way is totally new to me. I want to apply the knowledge, but realize that as a novice, it will be difficult. I think I will start small by just gathering data on what is happening with my program so that I have more information with which to make decisions. I think that the more performance data I have available, the greater the opportunity to calculate ROI and make useful decisions.

 I also attended several afternoon sessions that were very powerful. I find that my mind is filled with some really great knowledge, but new exposure to an entire field can be overwhelming. Several things give me an advantage in understanding the principles taught- my ISD background, my experiences as a corporate trainer, and my understanding of the goal-setting process - but it is still a lot to take in.

I am excited to see what I learn tomorrow. I am confident it will be worthwhile...

HPT Workshop: Day 3

This post is part of a multiple part Series on the 2012 Performance Improvement Conference.
#ISPI2012

I have been attending ISPI's Performance Improvement Conference 2012. Yesterday was the final of the 3-day Principles and Practice of Human Performance Technology workshop. In the previous 2 days, we spent a great deal of time discussing different analysis methods, which are design to help identify what is contributing to performance needs or gaps.

In this final day of the workshop, Dr. Addison introduced us to several models and tools for Selecting and Implementing an intervention. The first tool he gave us what he calls the Performance Map Quick Check (by Roger Addison). This tool can be used when working with an organization to help clients understand that there are multiple solutions to a performance problem and that the solution they are requesting might not fit their needs. Here is a simplified version of the Performance Map Quick Check:

High Rating Competence – Do the performers have the knowledge, skills, and abilities Low Rating	Motivation-based solutions (the why) These solutions might include feedback, consequences, incentives, coaching, etc.	Environment-based solutions (the where) Physical layout, equipment needed, furniture, lighting, etc.
	Structure-based solutions (the what) Mission, vision, values, goals, job functions and tasks, talent recruitment, etc.	Learning-based solutions (the how) Job aids, training, e-learning, information, etc.
	Low Rating                                                High Rating                   Confidence – confidence they will perform

In this basic plot diagram there are 2 continuum to consider - the Competence Continuum, and the Confidence Continuum. When using this tool, first seek to determine whether the group has the competence (the knowledge, skills and abilities) required to do the work. Next determine of there is confidence that the learners can apply what they have learned.

Depending on how you might rate the performers on competence and confidence, you would end up with the following possibilities:

1. High Competence and High Confidence: environment-based solutions may be appropriate
2. High Competence and Low Confidence: motivation-based solutions may be appropriate
3. Low Competence and High Confidence: learning-based solutions may be appropriate
4. Low Competence and Low Confidence: structure-based solutions may be appropriate

Once the client sees that training may not be the answer, it gives you greater opportunity to start diagnosing and ultimately implement the appropriate solution. I particularly liked one think Dr. Addison said:

"It's the questions that drive the solutions... The best thing a performance consultant can do is ask the right questions and then observe to confirm the answers."

Very insightful - I have learned this as a researcher, and as an instructor and I look forward to applying the same principle when analyzing a performance problem. 

*      *      *

So, as the workshop has come to a close, here are my final thoughts.

This workshop did a great job introducing key concepts related to performance technology. I really appreciated the stories that were shared and really felt like I learned a great deal from my peers in the workshop. They each had unique perspectives that were refreshing, sometimes challenging, and always insightful.

I think I would like to a few more stories that related what we were learning to the models we learned. I find that listening to stories that are linked to the tools is very helpful. The presenters did a good job with this, and I found that I wanted more. This is probably a good thing - I am left with a strong desire to learn as much as I can, and I am already seeing that the ISPI Performance Conference is giving me much of what I am looking for.

I would highly recommend this workshop and this conference to anyone who would like to enter the world of Human Performance Technology. The people are wonderful, the knowledge is powerful, and I really feel like I am gaining meaningful knowledge.

Thanks to Dr. Addison and Dr. Lane for a great workshop!

HPT Workshop: Day 2

This post is part of a multiple part Series on the 2012 Performance Improvement Conference.
#ISPI2012

I have been attending ISPI's Performance Improvement Conference 2012. Today was the second day of the 3-day Principles and Practice of Human Performance Technology workshop. Yesterday we spent a lot of time getting oriented to the field and doing some initial analysis activities. (I talk more about Day 1 here).  Today we focused in a lot more on Analysis, which is one of three major tasks that a performance consultant performs: (1) Analysis of problems, needs or gaps, (2) Implementation of solutions to those problems, and (3) Evaluation of the effectiveness of those solutions.

We learned about and applied 3 fundamental models for analyzing the performance needs and situations of an organization:
1. The Total Performance System - this is a model that allows the performance consultant to analyze the system in which the performance takes place. The model highlights several key components to the system and helps the performance consultant get a feel for what is happening in an organization related to the performance in question.
2. The Behavior Engineering Model -this is a model (developed by Thomas Gilbert) that helps the performance consultant identify what is needed to enable correct performance in an organization. These things can be categorized using the following table: 

	Information	Instrumentation	Motivation
Environment	Data – receives description of, guides for, and feedback on performance	Resources – time, materials, tools	Incentives – pay, benefits, opportunities, consequences for poor performance
Worker	Knowledge  - appropriate placement, training that matches performance needs	Capacity – physical capacity, visual aids, adaptation, selection	Motives – assessment of worker motives, recruitment of matching people

We did an interesting exercise with this model - Dr. Addison asked each of us to identify which of these sections was the thing that was standing in the way of our being able to perform most effectively. We all independently responded and the following numbers of people ended up in each of the categories:

	Information	Instrumentation	Motivation
Environment	6	17	2
Worker	1	2	2

So, most people felt that they just needed more resources so that they could more effectively do their work. Interestingly, Dr. Addison noted that Thomas Gilbert found that this was generally the case in most situations - people rarely need training to improve their performance - they often need the other categories, and mostly just need the right resources!

3. The final analysis tool we used what the Driver System Analysis Matrix. To be honest, I really struggled with this tool. It requires the performance consultant to look at many of the elements at the organizational level/administrative level. We attempted to use the matrix to analyze performance at a fictitious organization, and to be honest, I had a hard time with this for several reasons: (1) I am accustomed to thinking at the Work and the Worker levels and found the shift to the Workplace level difficult; (2) I was unfamiliar with the case study and had a hard time understanding the specific context; (3) I didn't sleep too well the night before and was having a hard time focusing, and (4) I was so enthralled by the other two models that I found myself looking back at them.

Really, this is a slightly more complex way to look at a complex system - I am certain that it is a great thing, I just need to revisit it sometime soon.

*     *     *

I really liked today's experience and I already have ideas for analyzing my own organization and work. As I wrote in previous post, humans have a tendency is to jump to conclusions. I see this happen all the time in the workplace among my peers, and I know that I often do the same thing. I have to force myself to slow things down, and it really takes more time to think clearly. I like the models presented in the workshop today because they really helps an individual focus on the things that are most important and really understand what is contributing to their issues and problems. I am excited to test these models out in my own work!

I look forward to day 3 of the workshop. The presenters have done an incredible job at creating experiences that are meaningful so that we can really grasp the content and consider how to use them in our own work.

HPT Workshop: Day 1

This post is part of a multiple part Series on the 2012 Performance Improvement Conference.
#ISPI2012

I have been attending ISPI's Performance Improvement Conference 2012. Today was the first day of the 3-day Principles and Practice of Human Performance Technology workshop. The workshop is being facilitated by Roger Addison, EdD, CPT, and Miki Lane, PhD, CPT. Both have a great deal of experience as performance consultants, and share meaningful experiences that help make the content seem more relevant. I also met several excellent co-attendees at the conference. We have worked as teams for several exercises, and I am getting to know and appreciate the knowledge and experience of my team members. I'll write more about these team members in a later post.

We spent the morning getting an overview of the field of human performance. We then spent much of the afternoon learning important techniques for analyzing and identifying business needs and opportunities, and it sounds like a significant part of tomorrow's workshop activities will also focus on analysis.

Performance Definitions

One of the things I found interesting was the distinction between Performance Improvement and Performance Technology. In a previous post, I've described The Difference Between Instructional Design, Instructional Science, and Instructional Technology. I will add on what was learned in today's workshop to include similar categories. Here are the four components I think are relevant to understanding the field of human performance:

• Performance Improvement is the GOAL of the performance consultant. 
• Performance Science is what we know about what works in improving human performance. These can be called "best-practices" or "evidence-based practices."
• Performance Technology is the means for reaching the goal of improving performance.
• Performance Consulting is the use of performance technology (based on performance science) to reach the goal of performance improvement. It usually involves the following major steps: (1) the diagnosis of performance problems and opportunities, (2) the implementation of research-based strategies for improving performance related to those problems and opportunities, and (3) the evaluation and follow-up to see how effective those strategies have been. 

Levels of Performance Needs

 When diagnosing performance problems and needs, it can be useful to identify the level of the performance problem, need or gap. These levels are:

1. Worker (individual level)
2. Work (process level)
3. Workplace (organizational level)
4. A fourth level can also be added: World (society level)

All About the Money?

One of the most important things I learned this first day was that when we are analyzing a problem or a need, we should always link that need to how it affects the financial success of the organization. If an organization has the goal of profits, then all activity should be focused on increasing profits in sustainable ways. For some reason this seemed new to me, something I had never considered. This is possibly because I work as an academic in higher education where making a profit does not seem to be at the forefront of my (nor my peers') thinking. But the discussions and the activities in our workshop today helped me realize the importance of this kind of thinking.

Higher Education

I wonder when higher education institutions will finally realize the importance of linking performance to the bottom-line. And if/when they do, how will they deal with the potential conflict between profitability and academic freedom? It's clear that some for-profit organizations are focused on financial gains and have had some success at being very profitable, but at what point does this compromise the mission of the organization? I have a close friend who works at a for-profit university, and he describes increasing pressure to allow students to pass poorly-designed courses, even when he knows the students do not have the skills needed to move on. Even if the institution reaches its goal of profit, it abandons its goal to provide quality education to its students, thereby failing to fulfill its mission as an institution of higher education.

 What About the World Level?

The other consideration is the World (society) level that is now being considered by many in the HPT field. We live in a society in which there are limited natural resources, and without responsible use of these resources, we might find them damaged or totally depleted. The famous Dodo bird provided very valuable feathers centuries ago, but those in the feather-finding business did not consider the World level when following their business plan and eventually eliminated all Dodo birds, thereby halting their own performance. What if this same thing happened with ore, water, or fuel? The broader mission of an organization should (in my opinion) consider the impact of its work on the global scale, including impact on natural resources and on things like international relationships and society in general. 

*     *     *

So, there are my thoughts and reflections from day 1 of the Principles and Practices of HPT workshop. I will continue to write as I progress through the workshop and the conference. (Here are my thoughts on day 2).

The Upcoming ISPI 2012 Conference

This post is part of a multiple part Series on the 2012 Performance Improvement Conference.
#ISPI2012

This week I am attending the 2012 Performance Improvement Conference, which is presented by the International Society for Performance Improvement. Since I am fairly new to the field of performance improvement (though I have had some practical experience and related knowledge), I plan to post every day or two about what I learn at this conference, including my reflections on how it is important and how it might be applied.

As is apparent from my previous blog posts, my education, my research, and my career has been focused on instructional design strategies and effectiveness. However, as I have adapted to my new role here at Franklin, it is apparent that I need to build my knowledge and capacity in the important field of Performance Technology. To this end, my administration has graciously funded my attendance at this conference, including a three day workshop entitled Principles and Practices of Performance Improvement.

I look forward to the learning experience and hope to be able to share help insights as the week progresses.