3.5 - Performance Improvement

Question 1

5 Moments of Learning Need

Answer 1

1. Apply - Act on what they know, remember
2. Learn new - do something for the first time
3. Learn more - expand what they’re learned
4. Solve - Things don’t work as intended/expected
5. Change - learn a new way of doing something

Question 2

ATD’s Human Performance Improvement Model (Steps)

Answer 2

1. Business Analysis
2. Key performance/performer analysis
3. Influence analysis (examining causes, including workplace & structure, work processes, management and or support, tech and resources, HR, L&D, personal motivation)
4. Solution selection
5. Solution planning and implementation
6. Evaluation and results

Question 3

System thinking cautions (things to keep in mind when implementing performance improvement interventions)

Answer 3

1. Complexity
2. Interdependencies
3. Boundaries (scope)
4. Openness (open vs. closed systems)
5. Resistance (usually gets worse before it gets better)
6. Information (interconnection = information flow)
7. Crucial factor (least obvious factor is often most important)
8. Human thinking (people think in models that interpret/describe the world)
9. Influence (in a complex system, influence may not be near the symptom)

Question 4

Senge’s 3 Dimensions of Team Learning

Answer 4

Team learning is the ability to:

1. Think insightfully about complex issues
2. Take innovative, coordinated action, and
3. Create a network that allows other teams to take action as well

Question 5

Five factors affecting human performance

Answer 5

Intrinsic:

1. Knowledge
2. Skill
3. Desire

Extrinsic

4. Environment
5. Opportunity

Question 6

Gilbert’s Behavioral Engineering Model

Answer 6

created by psychologist Thomas F. Gilbert, identifies six factors (grouped into either behavior/intrinsic or environment/extrinsic) that can either hinder or facilitate workplace performance: information, resources, incentives or consequences, knowledge and skills, capacity, and motivation.

Question 7

Mager and Pipe’s Model

Answer 7

This model for analyzing performance problems begins with identifying a specific problem and then following a structured flowchart to determine the problem’s importance and what would happen if it was solved or ignored. If the problem is important, TD professionals determine whether a skill deficiency is the cause.

Question 8

Holloway-Mankin’s Performance DNA model

Answer 8

This model is the first significant advancement in performance improvement thinking in recent years. While all previous models focused exclusively on finding and correcting performance deficiencies, the Performance DNA Model seeks to identify exceptional or key performance, and the barriers preventing its attainment. The four analysis phases are business analysis, performance analysis, key performer analysis, and influence analysis.

Question 9

Rummler-Brache’s Nine Box Model

Answer 9

Rummler Brache’s Nine Box Model describes the introduction of systems thinking into the organization by defining three performance levels (org, process, performer) and three performance needs (goals, design, management). A failure at any one of the levels will prevent optimal performance.

Question 10

Harless’s Front-End Analysis Model

Answer 10

This is a diagnostic model designed to identify the cause of a performance problem and focuses on three forms of analysis: business, performance, and cause. The steps of front-end analysis are project alignment, analysis of new performance, diagnosis of existing performance, and planning for integrated initiatives.