We are pleased to announce
that the American Society for Training and Development (ASTD) will join
us in offering the Certified Performance Technologist (CPT) certification
program to their members. Through this affiliation, ISPI and ASTD will
support the same Standards for Performance Technology and will offer nearly
100,000 constituents in more than 100 countries an opportunity to prove
and launched in April 2002 by ISPI, the CPT certification was developed
in response to requests from public and private organizations for criteria
to better distinguish proficient practitioners of human performance technology.
The certification requires three years of experience in performance improvement
work, demonstration of proficiency in 10 standards, commitment to the
Code of Ethics, and recertification every three years.
by former ISPI President Dr. Judith Hale, CPT, and a team of more than
30 performance improvement professionals, the CPT designation is granted
to individuals who satisfy a set of requirements. Proficiency in the 10
Performance Technology Standards is assessed through a combination of
descriptions of previous work, attestations by clients or employers, and
a review of the documents by qualified reviewers. The certification is
performance based and is not tied to specific education requirements.
development of the Certified Performance Technologist standards
and designation is a significant achievement for the field of performance
improvement, commented Richard Battaglia, ISPI Executive Director
and CEO. This designation will help to differentiate experienced
performance improvement specialists to their clients or employers. Our
association with ASTD ensures that there is one set of standards and one
designation for the profession and will dramatically increase the awareness
of the CPT.
ASTD President and CEO, stated, ASTD is pleased to affiliate with
ISPI on this prestigious performance certification. By pooling the resources
of ISPI and ASTD, this certification helps members of both organizations
better demonstrate their professional capabilities and expertise to their
employer or clients.
can apply through either professional organization, ISPI will remain responsible
for reviewing all applications, deciding if the standards have been met,
and granting the CPT designation. ISPI expects to work with other professional
organizations to make the CPT designation available to their members as
with at least six years of experience may apply for the certification
by grandparentinga somewhat streamlined processuntil October
31, 2003. This represents a six-month extension of the grandparenting
provision for ISPI members. Although the certification program is open
to all qualified applicants, members of ISPI and ASTD will receive a reduced
information on the CPT program, visit www.certifiedpt.org
or contact ISPI at email@example.com.
recent recipients of the CPT designation include:
Strayer, Performance Solutions Group, California, USA
Rhein, Interim HealthCare Inc, Florida, USA
Matesevac, State Farm Insurance Companies, Illinois, USA
Sugrue, eLearnia Inc, Iowa, USA
Wolf-Greenberg, Wolf Consulting, Pennsylvania, USA
Miller, Miller Training Development, Ohio, USA
Houchin, PerformSmart LLC, Illinois, USA
Stotz, Maritz Inc., Connecticut, USA
Lautt, Pacific Gas and Electric Company, California, USA
Reid, SOZA & Company Ltd., North Carolina, USA
Norfleet, MACI, Michigan, USA
Strey Johnson, Johnson Controls Inc., Wisconsin, USA
McClelland, U.S. Navy, Service Command School, Illinois, USA
Jaede, Management Technologies Inc., Michigan, USA
Stone, DLS Group Inc., Colorado, USA
Snyder, Dawn Snyder Associates, Inc., Ohio, USA
Carol Haig, CPT and Roger Addison, CPT
month we talked with Deborah Stone, CPT,
of DLS Group, Inc., a
firm that incorporates technology into bottom-line performance improvement,
about three trends she has identified. We heard echoes of what other TrendSpotters
have told us and have called that out for your reference. Deborah may be
reached at firstname.lastname@example.org.
Deborah identified the economic downturn as an important trend
because it affects how we work and conduct business. Next, she discussed
the slow convergence of technologies to include e-learning,
performance support interventions, knowledge management, and transactional
computing. These technologies have already started to affect how performance
improvement practitioners work and the interventions we recommend and
construct. Finally, Deborah focused on globalization, which affects
everything we do in the world of work.
In the human
performance technology (HPT) literature, business publications, and Deborahs
daily work experience, these trends have transformed what our clients
of These Trends
economic downturn has made internal and external clients cautious. Before
committing the requisite investment for a performance intervention, clients
expect proof that practitioners can deliver what they promise. Only when
convincing results are produced will clients commit resources.
for rapid results has decreased cycle time in all aspects of work. Whatever
the product or service, clients want it sooner. There is a focus on just-in-time
solutions, but the age-old desire for the silver bullet that will fix
everything is very much in evidence, making a systematic approach a difficult
sell for HPT practitioners. It is, however, possible to sell large projects
in small segments. Pricing is competitive, and the scope of projects frequently
revolution has produced methodologies for meeting performance requirements
through different delivery systems. Aided by the slow convergence of
technology, ASTDs State of the Industry Report describes a 5%
decrease in instructor-led training and a 30% increase in the electronic
delivery of training.
So, if fewer
interventions are delivered in the classroom, how are organizations supporting
performance? Probably through other HPT interventions that never appear
as line items in anyones budget: informal training, mentoring, communities
of practice, and personal exploration.
It is likely
that organizations will move toward selecting employees who are already
self-directed learners, then teach them how to learn online so they can
use the training, information, and job tools they need. But until the
computer infrastructure that self-directed learning requires is in place,
we are likely to see the emergence of scalable technologies that make
access affordable for smaller companies, while enabling larger organizations
to build as the need emerges.
development cycles for software are a thing of the past and IBM has pioneered
the 30- to 60-day release of new software, short development cycles are
more credible. The move toward providing just-in-time information for
knowledge workers will continue, with a new focus on contextualizationhow
the information works for me in the context of my job. We will see an
increase in the development of reusable learning objects (see Learning
Objects and ISD, PI, Vol.41, No.7), industry standards governing
their use, and meta tags for easy storage and speedy retrieval.
technology, programmers outside the U.S. are doing basic coding, just
as light manufacturing has moved to countries with less expensive labor.
These jobs have left the U.S. and will not return. As globalization expands,
we will have to increase American workers skills, because entry-level
U.S. jobs will require higher-order skills.
reality is that other cultures, including those in Asia, completely skipped
some steps in the technology revolution (see TrendSpotters:
April 2002), leaving their workers relatively unencumbered by the
steps in electronics development U.S. workers experienced. This means
the competition for knowledge workers will intensify worldwide. Potentially,
India or South Africa could become the worlds call center.
of These Trends on Performance Improvement
finds the DLS Group is working differently in response to these trends.
Implementation begins the first day of a project, with rapid prototyping
and cross-functional teams the norm. Cultural alignment within the client
organization drives project success. Helping clients define commonalities
across their enterprisewide silos is critical to meeting performance requirements
at the desired response rate and at an acceptable cost.
As we have
learned, human capital development is driven by motivation. As American
workers lose motivation, an HPT issue is created. Practitioners must understand
the importance of growing human capital, and how to do it, because this
is how we will work in the future.
see less training and more guided learning discovery using
contemporary tools such as the Internet. Workers will require training
to use these tools. While some organizations may see this as the redefinition
of the silver bullet, in the end there are not any silver
bullets. Any solution that improves enterprisewide performance will still
require a systemic approachbut in todays world, we need to
find ways to accomplish this in shorter time frames, and at costs that
quickly yield a positive return on investment.
Buren, M.E. & Erskine, W. (2002). State of the industry: ASTDs
annual review of trends in employer-provided training in the United States.
Alexandria, VA: ASTD.
you have any suggestions about trends driving performance in todays
business environment that you feel would be of interest to the PerformanceXpress
readership, please contact Carol Haig, CPT, at email@example.com
or Roger Addison, CPT, at firstname.lastname@example.org.
by Brenda Sugrue, PhD, CPT
did a 99-second critique of Blooms taxonomy
at the 2002 ISPI conference, and it generated more unsolicited feedback
than any other presentation I have made. The response varied from those
who completely agreed with me and abandoned Bloom many years ago to those
who are still true believers and avid users. In those 99 seconds, I criticized
the taxonomy but did not have time to present more valid alternatives.
This article summarizes the criticisms and presents two alternative strategies
for classifying objectives in order to design appropriate instruction
Blooms taxonomy is almost 50 years old. It was developed before
we understood the cognitive processes involved in learning and performance.
The categories or levels of Blooms taxonomy (knowledge,
comprehension, application, analysis, synthesis, and evaluation) are not
supported by any research on learning. The only distinction that is supported
by research is the distinction between declarative/conceptual knowledge
(which enables recall, comprehension, or understanding) and procedural
knowledge (which enables application or task performance).
The consistent application of Blooms taxonomy across multiple designers/developers
is impossible. Given any learning objective, it might be classified into
either of the two lowest levels (knowledge or comprehension) or into any
of the four highest levels (application, analysis, synthesis, or evaluation)
by different designers. Equally, there is no consistency in what constitutes
instruction or assessment that targets separate levels. A more reliable
approach is to separate objectives and practice/assessment items into
those that elicit or measure declarative/conceptual knowledge from those
that elicit or measure task performance/procedural knowledge.
The distinctions in Blooms taxonomy make no practical difference
in diagnosing and treating learning and performance gaps. Everything above
the knowledge level is usually treated as higher-order
thinking anyway, effectively reducing the taxonomy to two levels.
Recent taxonomies of objectives and learning object strategies distinguish
among types of content (usually facts, concepts, principles, procedures,
and processes) as well as levels of performance (usually remember and
use). This content-by-performance approach leads to general prescriptions
for informational content and practice/assessment such as those presented
in Figure 1.
1. Prescriptions for Information and Practice Based on Content-Performance
of Level of Performance
on Level of Performance)
or recall the fact
or recall during task performance
definition, critical attributes, examples, non-examples
or recall the definition or attributes
classify, or create examples
principle/rule, examples, analogies,
recall, or explain the principle
if the principle applies, predict an event, apply the principle
to solve a problem
of steps, demonstration
recall, or reorder the steps
of stages, inputs, outputs, diagram, examples, stories
recall, or reorder the stages
origins of problems in the process; predict events in the process;
solve problems in the process
A more radical approach would be to have no taxonomy at all, to simply
assume that all objectives are at the use level (that is, performance
objectives) and that learners will practice or be assessed on the particular
performance in representative task situations. If there are enabling
sub-objectives, those too can be treated as performance objectives without
further classification. If, for example, a loan officer needs to be able
to distinguish among types of mortgages and describe the pros and cons
of each type of mortgage as an enabling skill for matching house buyers
with mortgages, then we design/provide opportunities to practice categorizing
mortgages and listing their pros and cons before we practice on matching
buyers to mortgages. If a car salesperson needs to be able to describe
the features of different car models as an enabling skill for selling
cars, then we design/provide opportunities to practice describing the
features of different cars before we practice on selling cars.
Bereiter, C., & Scardamalia, M. (1998). Beyond Blooms taxonomy:
Rethinking knowledge for the knowledge age. In A. Hargreaves, A. Lieberman,
M. Fullen, & D. Hopkins, (Eds.), International handbook of educational
change. Boston: Kluwer Academic.
M.D. (1994). Instructional design theory. Englewood Cliffs, NJ:
Educational Technology Publications.
(1982). Reconsidering Blooms Taxonomy of educational objectives,
cognitive domain. Educational Theory, 32(1) 29-34.
Sugrue, PhD, CPT, is President of eLearnia, Inc., which provides
custom content development services, and has developed CaseLearn®,
a system for authoring and delivering dynamic online case-based
practice and assessment activities. She was on the ISPI Board of
Directors from 2000 to 2002 and was guest editor for the August
2002 special issue of Performance Improvement on performance-based
instructional systems design. Brenda may be reached at email@example.com,
and her company website is www.elearnia.com.
games guy and
QBInternationals Resident Mad Scientist (aka Director of
Research and Development) Sivasailam Thiagi Thiagarajan, CPT,
has created a crossword puzzle this month to amuse PerformanceXpress
readers and test their knowledge of human performance technology.
Solve the Interactive Crossword
Solving this interactive puzzle is easy. To get started, click: http://www.thiagi.com/cp-hpt.html.
Then, move your mouse and click on any box. The clue to that word will
be highlighted in red. Check whether the word across or the word down
is selected. If you want to choose the other alignment, click the mouse
button again. If you know the answer, type it in. If you are unsure of
your answer, click the Check button on the left. All the incorrect
letters on the crossword grid will disappear.
by Jim Hill, ISPI President
A few months ago,
the Board of Directors held its quarterly meeting in Boston. During that
visit, the local chapter was kind enough to host an evening event, during
which the Board members conducted a panel discussion on various elements,
approaches, and philosophies about human performance technology (HPT)
in the workplace. As the moderator, I had the good fortune to view my
colleagues/panelists along with the audience. Each panelist was initially
given a five-minute segment to share his or her unique observations on
our profession; that was followed by a group Q&A with the chapter
members. Just minutes into the individual segments, I thought to myself,
This is really great! With that, I began furiously jotting
down the bits of wisdom offered by each Board member.
my summary of their comments from that eveningjust a little information
that you can expand on as your interest dictates. I hope it will be useful
to you as a brief set of guidelines, reminders, motivators, or snippets
that you can share with your workplace colleagues and managers. If theres
something that particularly grabs your attention, Id encourage you
to contact the responsible Board member. Youll find that each is
an outstanding resource who is always willing to help.
out what your bosses want and give it to them.
use your terms; use theirs.
isnt bad. Its one of many solutions available. Select the
one that works. If you specialize in training, greatbut use it
when its important!
to the client.
on outcomes and deliverables.
- The environment
is important. Dont lose sight of its impact.
- The transition
from training to HPT is not easy.
- Be patient
but keep your eye on the goal.
- You can
help make your leaders better.
- Get networked.
to the culture.
helping move to an HPT culture, dont give up!
talk down about yourself or your abilities. (You are your companys
- If you
are just starting, get a few small wins, then expand on them.
the other enablers (human resources, finance, operations, comp).
us will be drawn to a few specific insights and seek to translate them
into our own words. My takeaways are as follows:
you are aligned with the organizational goals (listen to your boss and
then use, the language of the organization.
is difficult. Stay focused, collaborate, and dont give up.
the end in mind.
develop your own core list and use it as a guide to the way you work?
You will find that it is a great way to tell others what you do, how you
do it, and the value you bring to your organizations.
by Carl Binder
At the end of last months column I posed some questions: How
do you tell (without statistics) whether an apparent change in measured
performance is due to a trend, an incremental jump-up
or jump-down, or simply a bounce along a continuous, bumpy
course of variability?
are important questions and have implications for how we measure performance,
how often or how long we measure, how we display and analyze our performance
measures, and what conclusions we draw from them. While this brief column
cannot address all these issues in detail, Ill attempt over the
next few issues to suggest answers and implications, and to offer some
recommendations for improving our overall practice of results measurement.
Lets start with definitions. A trend is change over time
in an overall direction, either accelerating, decelerating, or flat
(no change over time). Trends can occur for many reasons, and often
the performance results we measure are already trending in one
direction or another due to influences outside our control.
or jump-down (terms coined by Ogden Lindsley) is a precipitous
change in the level of performance. Jumps in performance usually do
not occur in the absence of interventions of some kind (planned or unplanned),
but can occur either with or without changes in trend. For example,
an event-based intervention (e.g., a workshop, a sales meeting, a motivational
get-together) can produce an immediate jump-up in desired performance,
but a turn-down in trend that returns performance to the previous level
(or below) within weeks or months. Similarly, programs designed to reduce
defects, socially inappropriate interactions in the workplace, or other
types of undesirable behavior or job outputs can sometimes cause immediate
jump-downs but gradual turn-ups in trend back to or even higher than
the original levels.
bounce (more conventionally called variability) is
the up-and-down variation in performance around an overall trend linethe
ongoing degree of inconsistency that characterizes just about any phenomenon
in nature or in human performance. Quality engineers, for example, design
processes to keep results within limits, recognizing that some
variability is inevitable.
any of these effects, we must collect repeated measures of behavior,
job outputs, or business results over time. Whether we measure by the
hour, day, week, month, quarter, or year, repeated measures reveal trends,
jumps, and bounce over time.
If our purpose is to make good decisions based on measurement,
then its essential that we be aware of trends, jumps, and
bounces. There are many ways in which we can be fooled. For example,
if we are not measuring continuously or frequently, we can misinterpret
the difference between two measures at separate points along a continuous
trend as an effect of our intervention, when nothing we did actually
affected the existing trend or level of performance. We can mistake
the difference between an up bounce and a down bounce within the same
range of variability as the result of our intervention. As another example,
we might not recognize short-term effects (for example a jump-up with
a turn-down) as temporary unless we have a way of monitoring trends
to see if short-term effects remain over time. These and many other
misjudgments can occur when our measurement and monitoring procedures
do not distinguish between trends, jumps, and bounce.
we will continue this discussion with some suggestions for how to address
these issues. In the meantime, take a look at results measures and graphs
in your files, or ones that appear in reports or articles that you read.
Do you believe the effects they purport to show? What questions might
you ask to be sure?
Out ISPIS GOT RESULTS? Web Page
If you are interested in results measures gathered and used by other
ISPI members, and especially if you are interested in submitting your
own data-based case study to the GOT RESULTS? Exhibit at the 41st
Annual International Performance Improvement Conference & Expo,
April 11-15 in Boston, MA, click here
to check out the GOT RESULTS? web page.
Carl Binder is a Senior Partner at Binder Riha Associates, a consulting
firm that helps clients improve processes, performance, and behavior
to deliver valuable results. His easy-to-remember e-mail address
and his companys website is www.Binder-Riha.com.
our purpose is to make good decisions based on measurement,
then its essential that we be aware of trends, jumps,
by Todd Packer
Thank you! We are wrapping up 2002
here at I-Spy, a feature of PerformanceXpress that highlights
relevant, interesting, and useful websites for performance technologists.
Accept our gratitude on our cyber-voyages to off-the-beaten path sites
that help you find similar thinkers, resources, work, new ideas, and
sometimes just plain old fun.
recap: Every month, three sites, one theme. While far from comprehensive,
hopefully these sites will spark readers to look further and expand
views about human performance technology (HPT). Please keep in mind
that any listing is for informational purposes only and does not indicate
an endorsement either by the International Society for Performance Improvement
are the general categories I use for the sites featured:
Links to professional associations, research, and resources that can
help refine and expand our views of HPT through connections with other
professionals and current trends
Links to job listings, career development, volunteer opportunities,
and other resources for applying your individual skills
Links to sites that are thought provoking, enjoyable, and refreshing
to help manage the stresses and identify new ideas for HPT
for this months column is In Appreciation. Thank
you, loyal readers! Something about this time of year ideally sparks
individuals and organizations to appreciate, well, appreciation.
Whether workers connect with thankfulness or increase
or any of the other 31 synonyms found at Thesaurus.com,
this multifaceted concept links to many aspects of improved performance.
This month we discover how to appreciate inquiry, kindness, teenage
ingenuity, and electron-magnified tick copulation.
reader and excellent PerformanceXpress Editor April Davis put
us on the trail of appreciative inquiry, which led to the links page
of the Organization
Development and Change Division of the Academy of Management,
a site maintained by Eric Goodman at Colorado Technical University.
This site is full of resources for organizations and research on new
ways of understanding and improving workplace behavior. Several links
outline the appreciative inquiry concept, defined in
Inquiry in Organizational Life by David L. Cooperrider and Suresh
Srivastva as more than a method or technique, the appreciative
mode of inquiry is a way of living with, being with, and directly participating
in the varieties of social organization we are compelled to study.
the holiday season is adding more stress to your workplace than productivity,
perhaps a visit to the Random
Acts of Kindness Foundation website can bring respite from the harried
pressure to celebrate with material gifts. Filled with inspirational
quotes, tales of kind acts, and lesson plans, this site connects to
a movement that shows how people can appreciate each other in workplaces
and in the broader community. From a lawn-mowing truck driver to prison
inmates making stuffed animals for kids, performance technologists can
find new perspectives on performance outcomes.
our increased attempts to measure and improve performance in schools,
we can fail to appreciate the skills, insights, and creativity of young
students. Any lingering lack of appreciation will be dispelled by a
visit to the student-designed websites at ThinkQuest.
Through ThinkQuest, young people work together in teams, use the
Internet to research a topic in science, mathematics, literature, the
social sciences or the arts, and publish their research as an educational
website for peers and classrooms around the world. It is a whole
lot to explore. I enjoyed making fractals at The
Fractory, learning American Sign Language at SIGNhear
Communication Center, and viewing ticks, uh, appreciating
each other at Dangerous
Little MonstersUnder The Microscope in the electron microscope
images at Are
mites little monsters which threaten your health?
yourself, your loved ones, and your colleagues this holiday season.
See you in the digital realms in 2003!
he is not Internet trawling for ISPI, Todd Packer can be found improving
business, non-profit, and individual performance through research, training,
and innovation coaching as an independent practitioner based in Cleveland,
Ohio. He may be reached at firstname.lastname@example.org.
by John Swinney
purpose of the Marketplace View Taskforce
is to identify customer market segments, their needs, and their choices
for the various distribution channels that the International Society for
Performance Improvement (ISPI) can use to deliver products and services
to help meet those needs. Given this information, it is the objective
of the taskforce to build a template or tool that will help the Society
determine how a proposed new (or existing) product or service meets the
needs of ISPIs market and the most appropriate channel for
Several articles in past issues of PerformanceXpress have highlighted
the work performed to date by the taskforce, the most visible of which
was the series of focus groups that were conducted at the 2002 Annual
Conference in Dallas. A general theme that emerged was, while we can always
find opportunities for improvement, ISPI is generally seen as a significant
and credible resource for developing ones skill and knowledge related
to improving human and organizational performance. The focus groups helped
to identify additional areas of interest, especially related to how the
Society can provide support or continued learning opportunities and infrastructure
such as the relationship between the international organization and chapters.
the good news.
news is that five focus groups made up of 30 to 40 dedicated professionals
still does not define a mandate or identify a trend, but the results are
certainly encouraging and useful. It is hoped that this vehicle for getting
the voice of the customer to the Society and the Board will
be something that can be ongoing. Thanks to everyone who participated
in or facilitated these focus groups. As with most endeavors undertaken
by the Society, this work was completed by volunteers.
of Findings and Recommendations
This section could probably be subtitled, where do we go from here.
is preparing a final report to the Board summarizing the findings and
recommendations that will be delivered prior to their scheduled meeting
in January. The report will synthesize the information that has been assembled
from the focus groups and other resources up to this point. In addition,
work is progressing on the abovementioned marketing decision process.
The intent is to provide a tool, or job aid, and a process that may be
used as a resource to enable Board and ISPI staff members to make initial
decisions and direct results regarding the expenditure of the Societys
time and dollars toward HPT products and services that:
targeted customer needs, and
- Do not
inadvertently compete directly with ISPI members offerings.
decision process will also be valuable to standing committees and taskforces
who may need to recommend various programs or services to the Board. It
will allow market-driven business decisions based on the needs of the
Guy Wallaces warning that five small groups do not create
a mandate, recommendations are also being prepared to put into place
a permanent process or mechanism for continuing the feedback and input
process. This is likely to take the form of additional focus groups, think
tanks, or online surveys.
In spite of the authors longstanding belief that ISPI is indeed
a wonderful place for a professional home, there will always be
ways to carry the ISPI message more effectively and to more potential
constituents. It is certainly appropriate to practice what we preach by
soliciting feedback, listening, adjusting our course, and moving forward.
Many thanks to the Board for sanctioning this work and for all the support
from staff, taskforce members, and Society volunteers who helped start
us on this journey to better understand the ISPI market.
is generally seen as a significant and credible resource for developing
ones skill and knowledge related to improving human and organizational
by Barton Goldsmith, PhD
you ever had to deal with a team members emotional or personal problems?
Its normal for a mentor/manager to spend time dealing with a coworkers
problems, but when those problems become emotional; you may feel (rightfully
so) that you really dont want to deal with these kinds of problems.
You may also feel that you are out of your league. If a staff
members problems made you feel uncomfortable, its a sign that
you need to refer them to, or bring in, a professional counselor.
Is NOT in Your Job Description
It is not your job to be a therapist to your team members. Spending your
time dealing with people problems has its limits. Although we have all
had to deal with unexpected emotions like tears, silence, or outright
anger, it really should not be part of your duties. What is in the mentors/managers
job description is having the ability and insight to know when to leave
it to the pros.
mentoring is becoming a large part of our contemporary business culture,
many consultants have added executive coaching to their repertoire. In
addition, numerous psychotherapists (most with no business experience)
have also become executive coaches. Where mentoring and coaching
are similar to each other, counseling is a completely different line of
work. It involves dealing with peoples emotions and helping to heal
their neurosis. Just because someone calls himself or herself a coach
does not mean that he or she has the ability to counsel. Before you refer
someone to counseling, make sure that the person they see has some training
Being a mentor means setting an example, listening to your team members,
discussing their issues, and giving them leadership. Sometimes this means
challenging them. Trained counselors understand that if you challenge
someone who is emotionally vulnerable or unstable, that person may breakdown
right in front of you, and counselors are prepared and educated for that.
In addition, they are cautious about challenging someone who is very angry
or unable to articulate their thoughts. This is a possible sign of instability,
and could lead to the person acting out or even going postal.
This is why its so important to understand the risks of counseling,
and why a mentor needs to stay within certain boundaries.
comes to a mentor with a work related issue, which may involve communication
problems with a coworker, it falls under a mentors/managers
job description to help resolve the issue. If a staff member is asking
for help with a domestic issue, a substance abuse problem, or controlling
anger, he or she should be referred to a counselor, or to your companys
Employee Assistance Program, if you have one.
try to deal with highly charged emotional issues, they could be putting
themselves and the company at risk. They could also give inappropriate
advice to the staff member and cause him or her personal harm.
When team members come to you with an issue that you think may cross the
personal/professional line, you must first determine their goal in bringing
the issue to you. Do they just want to unload and have someone listen
to them? Do they need your help is dealing with a coworker? Are they looking
for advice or in need of counseling? Asking them directly what their objectives
are can save both of you time and energy, not to mention grief.
(and they) understand their needs, you can decide if this is an issue
you are comfortable dealing with. If you are not comfortable, you need
to be honest and direct them to someone who can help them deal with the
issue. Dont just ignore it; its part of your responsibility
as a mentor to help them locate assistance.
Be careful not to fall into the father/mother confessor trap. Sometimes
it is tempting to want to be the all-knowing mentor and take on problems
that you dont have the training to deal with. Mentors like to be
helpful; its part of what motivates them to take on the role. Sometimes
mentors dont want to admit that they may be in over their heads
and will continue to try to help a staff member without realizing they
havent got the skills. This isnt helpful to anyone, and it
can result in actually making the problem worse and killing the mentor-mentee
have a responsibility to the people who come to them for guidance. This
responsibility is one of the benefits of being a mentor; it makes them
better leaders. Understanding boundaries and limitations gives the mentor
a greater ability to help others. It also allows them to grow personally
more than two decades, Fortune 500 companies, educational institutions,
and government organizations worldwide have relied on Dr. Barton Goldsmith
to help them develop creative and balanced leadership. He is a highly
sought after keynote speaker, business consultant, and author. His column
Passionate Leadership appears in more than 100 newspapers,
magazines, and trade publications. Considered an expert on small business,
Dr. Goldsmith has given more than 2,000 professional presentations and
has spoken to audiences worldwide. He has started, grown, and sold three
companies, which gives him a unique understanding of entrepreneurs and
those striving for success. He may be contacted through his website
or toll-free at 866-5-BARTON.
Reprinted with permission of Goldsmith Consulting.
a mentor means setting an example, listening to your team members,
discussing their issues, and giving them leadership. Sometimes this
means challenging them.
by Michelle Halprin, 2003 Conference Chair
Lessons in Leadership, ISPIs
41st Annual International
Performance Improvement Conference & Exposition, April 11-15
in Boston, MA, includes both new and established learning experiences
for conference participants. Whether you are a long-time conference
participant or someone new to ISPI, you will find more ways to network
with other human performance technology (HPT) professionals, learn about
what is going on in ISPI and in organizations across the world, and
tune up your HPT skills and knowledge. Here are a few new program features:
Timeline for the Conference
Pre-conference workshops will start on Friday, April 11. The conference
itself will begin Saturday evening, April 12, and run through Tuesday
night, April 15. Some of the benefits of this new schedule include the
ability to take advantage of lower-cost stay over Saturday night
airfares and the completion of all conference activities before the
start of the spring religious holidays.
Sequence for Concurrent Sessions
Concurrent sessions are scheduled to begin with HPT Foundation sessions
that focus on core HPT topics presented by experienced professionals.
Day two includes HPT Application sessions, which highlight ways that
HPT has been used in different settings to meet specific organizational
goals. In addition, there are six sessions that focus on original research
being conducted in our field.
Your Learning Path
Do you want to focus your conference time on a particular topic of interest?
This year conference programming includes paths that allow you to hear
a number of presentations on a related topic. A few of the paths you
might select include:
10 interesting session titles
Forums and Half-Day Workshops
New in 2003 are a small number of Innovative Forumssessions that
promise to deliver food for thought in a creative manner. Of the more
than 30 session proposals submitted, only eight were deemed to be innovative
enough to earn this title. Participate and let us know if the forums
succeed in setting new benchmarks for future sessions!
two proposals earned the distinction of being selected as half-day workshops.
The shorter workshop format gives you more choices in planning your
Networking and Feedback Sessions
The conference planning committee is continuing to put the finishing
touches on daily networking activities. These include: a group excursion
to points of interest in Boston; non-structured activities to help you
meet others who share your professional interests by topic, geographical
area, industry segment; and more.
last day of the conference, you will have an opportunity to give immediate
feedback to current and future conference leaders, providing them with
what you would like to see during future ISPI conferences.
For those who crave the traditional cornerstones of an ISPI conference,
the program also includes:
Several rounds of table talks presented by ISPI leaders and future
Including the return of the top sessions from 2002, as well as the
addition of top-rated sessions from the Fall Conference
A collection of visual displays highlighting successful HPT projects
from around the globe
focusing on a wide range of performance interventions and approaches
ISPI Annual Banquet:
A time to recognize ISPI Award of Excellence recipients and to mark
the change-over to the new Board of Directors
Last year at this time ISPI reported
that Bob Mager, author of The
Mager Six-Pack and What
Every Manager Should Know About Training, had stretched his
versatility into the world of fiction and published a delightful book
of short stories called Magers Shorts
Stories, that is.
We are pleased to report that one of Bobs three full-length novels
has been published. His intriguing crime novel Killer in Our Midst
has recently been released by PublishAmerica, and is available at www.publishamerica.com.
It is also available online at Barnes & Noble.
so fast moving and captivating, I couldnt put it down. I cant
wait for the sequel and the movie.
Leibler, CEO, Center for Effective Performance
November 13, 2002, the
International Society for Performance Improvement (ISPI) lost a founding
member and long-time contributor, C. Glenn Valentine, CPT. Glenn
attended the Societys first conference, was a founder of the Societys
first chapter, initiated the Cracker Barrel sessions, and in 2000 was
awarded ISPIs highest honor, Honorary Life Member. He was President
in 1970-1971, the Societys last year in San Antonio, Texas, before
the move to Washington, DC.
contributions to the field arent as obvious, perhaps, as those of
people who write widely read books or create powerful modelsbut
they are fully as important and long lasting. Glenn is a true master implementerone
whose work has expanded, extended, and strengthened our technology. When
the field was in its infancy, adherents struggled to gain acceptance and
create a basic understanding of its principles. Glenn was ahead of his
time, putting together ground-breaking applications that gave people examples
to point to.
- He was
a key contributor at AT&T and Xeroxtwo organizations that
were instrumental in helping behavioral technology move from a largely
academic discipline to a significant force in the business world.
- He was
a mentor who contributed to the development of a great many people who
have in turn strengthened and built the field.
1973 he built and directed APC Skills, a division of Proudfoot that
was perhaps the first large, successful organization to focus on performance,
as opposed to instructional technology.
be missed. Contributions to Michael J. Fox Foundation for Parkinsons
Research, Grand Central Station, PO Box 4777, New York, NY 10163 are preferred.
Question authority. Investigate. Discover.
Sound intriguing? Of course! As HPTers we have inquiring minds.
We are drawn to solving problems, to improving performance, and to making
a difference. To accomplish all of these, we rely upon the inquiries
and discoveries of research. Some research yields findings that we can
apply today, while other investigations have more long-term returns.
To be successful, we need both types of research. We need applied research
to help us solve todays problems. We need theoretical research
to discover future practices.
our Annual Research Grant Program, the International Society for Performance
Improvement (ISPI) continues to show a commitment to investing in the
future of the field and in the research that is pivotal to realizing
the return on that investment.
the research program officially launches with ISPIs annual spring
conference. To better serve the membership, the Research Committee accelerated
its efforts to post the Request for Proposals (RFP), thereby giving
you more time to hone your research ideas and to prepare great and wonderful
www.ispi.org to download
the 2003 Research Grant Program Request for Proposals. The deadline
for submissions is June 6, 2003.
2002 Research Grant Program was a grand success! Preparation
of a research proposal requires considerable effort, and we commend each
of you who participated in this years program. Many thanks to the
participants and to the members of the Research Committee. Congratulations
to the following recipients of the 2002 Research Grant funds:
for the Identification of Barriers and Enablers in the Application of
Human Performance Technology within the Context of Variable Cultural Differences
in Developing Countries by Belia
Since the development of human performance technology (HPT), the growth
of HPT has been somewhat limited to North America and more recently, Europe.
In developing countries such as Brazil and South Africa, consultants have
started to explore the feasibility of HPT, despite the absence of scientific
research to assist with the implementation of HPT in developing countries.
This study will investigate how culture differences inhibit or stifle
understanding and application in developing countries.
Age Gold Standard by Todd Packer
Peace works. HPT works. Together, HPT and peace can make better workplaces
and a better world. Through a concept analysis to develop an operational
definition with criteria for peace, e.g., successful peace-building activities,
then mapping this onto a HPT model to identify congruencies and gaps,
we can design a model and plan for HPT peace initiatives. This effort
will examine HPT on a societal level and how we may translate peace-building
best practices into workplace performance improvement.
and Seductive Details by Will
A number of research studies have found that adding interesting graphics,
illustrations, and stories to learning material can hurt learning by distracting
learners from the major learning points. Many of us remember that Ben
Franklin risked his life flying a kite, but most of us have forgotten
how this episode enabled the American colonies to overcome their oppressors.
This research will evaluate the methodology and findings of research into
seductive-details in training materials.
Analysis of Human Performance Technology by Steve
How do HPT practitioners organize their knowledge of the discipline? How
do experts organize their knowledge differently from novices? How do different
specialties influence the organization of HPT knowledge? Participants
of this study will be asked to complete a short online survey and rate
the similarity of terms drawn from the discipline. This study seeks to
discover how experts organize their knowledge of HPT concepts.
an Instrument for Assessing the Readiness of E-learners by Ryan
Today, e-learning opportunities commonly are available for satisfying
a variety of educational and training requirements. Yet, while the supply
and demand for e-learning opportunities grow, e-learners are not always
adequately prepared to be successful in an online learning environment.
This research project is designed to provide evidence in the validation
of an e-learner self-assessment for appraising individual readiness for
success in online coursework.
International Society for Performance Improvement
is please to announce that we are currently accepting Proposals for Speakers
for the 2003 Conference on Instructional Systems Design and Measurement,
September 18-20, in Chicago, IL. Speaker submissions must be received
at the ISPI headquarters no later than February 10, 2003. Click
for additional information or to download the RFP.
Nominating Committee has announced the slate of candidates
for the upcoming Board of Directors election. This year the membership
will elect a President-elect and three Directors. Active ISPI members
should receive a ballot in early January.
was developed by the Nominating Committee, which received nominations
from the membership and determined the willingness of those nominated
to run. All the candidates meet the qualifications and criteria of the
If you do
not receive your ballot in early January, please call ISPI headquarters
The International Society for Performance Improvement (ISPI)
is seeking an ISPI member who has the flexibility to take on the
commitment and responsibilities of Editor for Performance Improvement
looking for a member who can demonstrate an extensive knowledge of Human
Performance Technology (HPT), has a professional HPT network, and possesses
an editorial review ability. The Editor will be responsible for acquiring,
reviewing, and selecting manuscripts and will contribute suggestions and
ideas toward the editorial direction. The Editor will work with authors
and potential authors to maintain the highest standard of editorial content
and will work directly with the ISPI Senior Director of Publications,
who is responsible for all production and distribution. The Editor reports
to the Executive Director, who serves as Publisher of Performance Improvement.
The position requires a two-year commitment, commencing in April 2003.
The Editor will receive $10,000 a year as compensation for the invested
time and effort.
is published 10 times a year and is distributed to more than 6,000 members,
subscribers, and institutions. For an application and instructions, or
for questions regarding the position or the application process, please
contact April Davis, ISPI Senior Director of Publications, by phone: 301.587.8570
x112; by fax: 301.587.8573; or by e-mail, email@example.com
Marketplace is a convenient way
to exchange information of interest to the performance improvement
community. Take a few moments each month to scan the listings for
important new events, publications, services, and employment opportunities.
Find additional resources for your training and performance improvement
initiatives at the ISPI
Online Buyers Guide and find the latest training and performance
jobs at the ISPI
Online Job Bank. If you would like to post information for our
readers, contact ISPI Director of Marketing, Dan Rudt at firstname.lastname@example.org
Research Into Results by Richard E. Clark & Fred Estes.
The harsh reality is that many popular performance products in use
today simply do not work. So how can you ensure that youre
getting your moneys worth and selecting the right performance
solutions for your organization? Clark and Estes tell you how.
Instructional Systems Design CD-ROM Hear the
latest on the subject from some two dozen sessions recorded at Septembers
Seminars, and Workshops
the Transition to Performance Improvement, San Francisco Area,
January 15-17, 2003.
and Practices of Performance Improvement, San Francisco Area, January
20-22, 2003; and On the Internet, January 27-February 14, 2003
Annual International Performance Improvement Conference and
Exposition: Lessons in Leadership, Boston, MA, April
Newsletters, and Journals
Learning Officer Magazine Let CLO deliver the experts
to you through Chief Learning Officer magazine, www.CLOmedia.com,
and the Chief Learning Officer Executive Briefings electronic
newsletter. Subscriptions are free to qualified professionals residing
in the United States.
Improvement Quarterly Now in its 15th
year! Dont miss another issue of this scholarly journal that
provides cutting-edge research and information necessary for you
to keep on top of the business of improving human performance. Subscribe
HR.com is a leading
on-line resource providing HR professionals with daily news,
articles, expert insights, discussion groups, and more. ICG (Intellectual
Capital Group), a division of HR.com, provides cutting-edge research
reports called RedBooks™ identifying and analyzing HR trends
ISPI is looking for Human Performance Technology (HPT) articles
(approximately 500 words and not previously published) for PerformanceXpress
that bridge the gap from research to practice (please, no product or service
promotion is permitted). Below are a few examples of the article formats
that can be used:
I wish I had thought of that Articles
- The Application
to the article, please include a short bio (2-3 lines) and a contact email
address. All submissions should be sent to email@example.com.
Each article will be reviewed by one of ISPIs on-staff HPT experts,
and the author will be contacted if it is accepted for publication. If
you have any further questions, please contact firstname.lastname@example.org.
to printer-friendly version of this issue.
free to forward ISPIs PerformanceXpress newsletter to your
colleagues or anyone you think may benefit from the information. If you
are reading someone elses PerformanceXpress, send your complete
contact information to email@example.com,
and you will be added to the PerformanceXpress emailing list.
(formerly News & Notes and Quick Read) is an ISPI member
benefit designed to build community, stimulate discussion, and keep you
informed of the Societys activities and events. This newsletter
is published monthly and will be emailed to you at the beginning of each
you have any questions or comments, please contact April Davis, ISPIs
Senior Director of Publications, at firstname.lastname@example.org.
1400 Spring Street, Suite 260
Silver Spring, MD 20910 USA