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.

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

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.