this is the beginning of a new year and the first anniversary
of PerformanceXpress, we want to take a moment to thank everyone
who helped to make this publication a successful vehicle for spreading
the message of performance improvement. We look forward to a continuing
collaboration in the development and exchange of innovative performance
ideas and the latest tools and techniques. And, for those of you
who have not completed your list of New Years resolutions,
here are a few suggestions:
Robert F. Mager
People are often expected to perform
in ways that are not reflected in clear and observable tasks. In addition
to performing specific skills, they are expected to demonstrate
responsibility or take pride in their work. Since these
expectations are vague or fuzzy, how will you proceed? What will
you do to help people achieve the desired state?
is through goal analysis. Goal analysis is appropriate any time these
two conditions exist:
describes an intent in abstract or fuzzy terms, and
- The intent
is important to achieve.
of goal analysis is to define the indefinable, to help you say what you
mean by your important or abstract goals. Using goal analysis, it is possible
to describe the essential elements of abstract statesto identify
the main performances that constitute the meaning of the goal. Once you
know the performances that collectively define the goal, you will be in
a better position to decide which of these performances need to be taught
and which need to be managed. Then, you can select the most appropriate
teaching or management procedures and arrange to measure your progress
Through the Fuzzies
To turn abstractions into a list of performances, write down everything
people would have to say or do for you to agree they are achieving the
goal. Without editing or judging, jot down everything that can possibly
represent the meaning of the goal. The reason you must complete this exercise
without being judgmental is that it is often very difficult for people
to think through the cloud of fuzzies to the specifics you are searching
for. Usually, when we ask ourselves the meaning of an abstraction, we
answer ourselves in yet another abstraction. It just takes a little time
to get used to the process of listing performances.
five strategies for getting things down that may help you describe the
meaning of your goal. Use whichever is most productive for you.
the question, What will I take as evidence that my goal has been
achieved? If you want someone to demonstrate responsibility, for
example, what would it take to make you agree that he or she is achieving
this goal? Some possible responses include:
out assigned tasks on time
out tasks regardless of the time required
out tasks regardless of whether others have completed their own
solutions to problems outside the immediate job
the question, Given a room full of people, what is the basis on
which I would separate them into two pilesthose who had achieved
my goal and those who had not? After all, you do make judgments
about whether your trainees are acceptable in skill or attitude; you
do make statements about their understanding or motivation or feeling.
Now is the time to lay on the table the basis for those statements.
that someone else will be charged with the responsibility for deciding
which of your trainees have or have not achieved your goal, and that
you are going to tell Person X how to proceed. What will your instructions
be? What should he or she look for? How will the person know a goal
achiever when he or she sees one? Suppose you want people who are
conscientious. Think about how you would tell someone how to recognize
this state. Should Person X look for people who:
of people who have already achieved your goal, people who represent
your goal, and write down the things they say and do that make them
goal achievers. If you cannot think of anyone who has achieved your
goal, you have a problem. Perhaps your expectations are unreasonable.
Perhaps the goal (as you perceive it) is unattainable. If so, then a
change in expectation is in order.
their work on time?
for extra assignments?
until their work is completed?
else fails, here is a sure-fire way to get started. Just write down
all the reasons you would never point to someone and say, This
person represents the goal. What behaviors, or absence of behaviors,
would cause you to say, This is not someone who has achieved this
goal, and this is why. Once you have listed the negatives, it
is easy to turn them around into positive statements.
have jotted down the things you think might cause you to agree your goal
has been achieved, you will need to go back over your list and do some
tidying up and sorting out. Why? Because you are almost certain to find
items that are at least as broad and abstract as the one you started with.
You may also find redundancies and duplications, things you have said
in more than one way. You may occasionally find items that describe procedure
rather than outcomes, or means rather than ends. These are to be
deleted, for the object of the analysis is to figure out how to know an
outcome when you see one, not how to make one happen.
If a goal
is important to achieve, then it is important to do more about that achievement
than to simply talk about it in abstract terms. To achieve it, you need
purposeful activity, activity that will get you where you want
Robert F. Mager is a world-renowned expert on training and performance
improvement. He is credited with revolutionizing the industry by
creating the movement toward a performance-based approach to improving
human performance. One of his most significant contributions is
his development (with Peter Pipe) of the Criterion-Referenced Instruction
(CRI) methodology. Currently, he is completing work on his new book,
Life in the Pinball Machine (CEP Press, Feb. 2003), which
offers an introspective look at the events, people, and lessons
that shaped his career in learning and human performance. He may
be reached at firstname.lastname@example.org.
Reprinted with permission of CEP Press. Excerpted from Robert F. Magers
Goal Analysis: How to Clarify Your Goals so You Can Actually Achieve
Them, 3rd Edition (CEP Press, 1997).
a goal is important to achieve, then it is important to do more
about that achievement than to simply talk about it in abstract
by Carol Haig, CPT and Roger Addison, CPT
This month, we had a conversation
with Diane Gayeski, principal of Gayeski Analytics and Ithaca College
professor. She may be reached at email@example.com.
Diane is called in to help clients when the usual fixes do
not work. As a specialist in communication and technology, she identified
three trends for discussion.
Diane pointed to the trend of blurring of work roles among HPTers
and those in other professions such as communications and information
technology. She also identified increased performer accountability
for learning as a trend to watch because it alters the familiar structures
practitioners are accustomed to building. Finally, Diane described the
technological mediation of work as the capability of technology
to enable imbedded training, support, feedback, and user performance tracking
into the work itself, with exciting possibilities for the future.
of These Trends
As work roles become blurred and competition for survival in our
unstable work environment increases, we find significant effects on our
organizations. These days, we are challenged to sort out overlapping roles
and skills, and to identify the duplication of effort expended in training,
HR, communications, and information technology, for example. The perpetuation
of stereotypes that various functional groups have about each other, and
the disdain for perceived rival functions, point to a lack of internal
communicationcompeting departments know neither the skills available
in the enemy camp nor the projects in which they are engaged.
At the same
time, organizations are becoming operationally more collaborative, at
least within functional groups, paving the way for increased performer
accountability for learning. Influential factors include an increase
in both formal and informal communities of practice, more joint learning
opportunities, a focus on partnering, and the popularity of coaching as
an intervention. Organizations are less interested in the return on investment
of a specific intervention because so many are ongoing these days, with
no finite endings. For example, if an organization implements an online
matchmaking system for mentors and protégés, the system
itself is the intervention. The specific mentoring activities are the
performers responsibility and the process is expected to perpetuate
the role of HPT is shifting away from delivering performance improvement
to setting up and managing the infrastructures for it, with the actual
improvement/learning the responsibility of the performers.
technology is pervasive in most industries, heralding the increased importance
of tools for the technological mediation of work. Today, as organizations
increase the number of results they measure, they search out tools to
expedite the measurement process. We are seeing a convergence of all the
wireless conveniences we tote around: telephone, PDA, pager, computer,
into one multi-purpose tool. Some day soon, especially with advances in
apparel fabrics, training and performance will be hooked up to all workers
all the time.
for Selecting These Trends
college students provide her with observations of how bright young people
work today. Formal learning in schools is increasingly structured for
teamwork, group projects, collaboration, and partnering. Communication
is always on, always available 24/7, with Instant Messaging a new frame
of performance for its users. When they come into the workplace, these
new employees will have very different expectations about work, and how
it is accomplished.
of These Trends on Performance Improvement
HPT practitioners, we must become more flexible about how we define our
profession and where we deploy our skills within our organizations. The
changing business climate will encourage us to embody one of ISPIs
tenetsthe sharing of our technologywith managers and performers
across our organizations that can benefit from and use HPT to improve
their results. In reality, it is not who, in the organization provides
the right tool or intervention; it is the rightness of the response and
the results that matter.
if we focus on the ends, not the means, as Roger Kaufman reminds us, we
are ultimately tasked with using information to improve performance. All
information exists on a continuum. It is our responsibility to determine
where we are at any point in time.
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 firstname.lastname@example.org
or Roger Addison, CPT, at email@example.com.
To learn more about communication and technology, attend
Dianes one-day workshop Beyond Level 4: Measuring, Developing,
and Managing Intangible Assets on Friday, April 11, 2003 at
ISPIs Annual Conference.
by Will Thalheimer, PhD
the November 2002 issue
of PerformanceXpress, Roger Chevalier advocated that authors cite
the original source when using or modifying ideas and models. This is a
good idea for the reasons he cited, and also because citations enable others
to evaluate sources for accuracy, methodological rigor, and their relevance
to specific situations. But asking authors (and vendors and consultants)
to police themselves is not enough. We need to take responsibility as consumers
of our fields ideas.
ever heard, People remember 10% of what they read, 20% of what they
see, 30% of what they hear
? These numbers have been widely
disseminated in our field and have found their way into analyst reports,
vendor materials, and scores of PowerPoint presentations. In their most
recent incarnation, they are attached to a graph (see www.work-learning.com/chigraph.htm)
that cites Michelene Chi of the University of Pittsburgh. Unfortunately,
the cited article does not include the graph or the numbers. When I asked
Dr. Chi about the discrepancy, she told me that she had never seen the
graph and that her research had nothing to do with those numbers.
found that more than 40% of the subscribers to the Work-Learning Research
Newsletter had seen the graph and that many had actually made instructional
design or purchasing decisions based on it. But the graph is only the
latest use of the numbers given above. In 1946, Edgar Dale developed the
Cone of Experience, an intuitive model of the concreteness of various
audiovisual media. Although Dale included no numbers on his modelin
fact, he warned his readers not to take it too literallyothers merged
the Cone and numbers. Now, most people believe that Dales Cone is
derived from research that produced those infamous numbers.
no one seems to check the citations. The numbers above were probably generated
by an employee of Mobil Oil Company, writing in the magazine Film and
Audio-Visual Communications in 1967, without any research backing
whatsoever. D.G. Treichler didnt cite any research, but our field
has accepted those numbers ever since. Dr. J.C. Kinnamon of Midi, Inc.,
searched the web and found dozens of references to those dubious numbers
in college courses, research reports, and in vendor and consultant promotional
authors clearly need to take more care in checking their references, but
wethe consumers of the informationmust also be more skeptical
of the claims that we encounter. Without our vigilance, the performance
improvement field will continue to propagate dubious remedies. We ought
to apply our own methodologies to the way we work and learn. Arent
we the ones who tell our clients that real-world consequences matter?
Our authors, vendors, and consultants would stop selling us snake oil
if we were more actively skeptical.
R. (2002, November). Referencing
the original source. PerformanceXpress.
Bassok, M., Lewis, M.W., Reimann, P., & Glaser, R. (1989). Self-explanations:
How students study and use examples in learning to solve problems. Cognitive
Science, 13, 145-182.
(1946, 1954, 1969). Audio-visual methods in teaching. New York:
D.G. (1967). Are you missing the boat in training ads? Film and Audio-Visual
Communication, 1, 14-16, 28-30, 48.
Thalheimer, PhD, of Work-Learning Research, is a learning-and-performance
researcher and an instructional design consultant. He may be reached
Our readers enjoyed Decembers crossword
puzzle so much that we asked Thiagi to create a new one this month. Are
you ready for ISPIs 41st
Annual International Performance Improvement Conference & Exposition?
This months crossword puzzle tests your mastery of conference-related
Solve the Interactive Crossword
To get started, click http://www.thiagi.com/cp-ispi-conference-2003.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. When you have solved the
entire puzzle, click the Solution button. Have fun, and remember
to send in your conference registration before the February 10, 2003 early
For next month, Thiagi is creating an online focus group activity. Watch
for this game, which will enable you to give valuable input about our
by Brian Desautels, ISPI Director/Treasurer
Yesterday, I was reading about Complexity Theory.
I wondered how Human Performance Technology (HPT) could be utilized to
manage the chaos which Complexity Theorists say is the end-state of all
organizations. I called a few long-time ISPI members, and we saw HPT falling
into what Complexity Theorists would call Reductionism. Conversations
with a few past Board members concluded that HPT could allow an organization
to guide the flow of chaos rather than attempt to control it.
It was a
series of interesting conversations that I can apply at Microsoft, as
we struggle with increasingly complex products and organizations.
article is about gaining visibility; to me, the road to visibility is
through relationships and relationships (visibility) yield the opportunity
to pick up the phone and have spontaneous conversations such as the one
above. Visibility is about making connections and building relationships.
within ISPI is about contributing to the effort. Members learn about each
other as we make efforts to strengthen the organization itself. Or, we
learn about each other as we make intellectual contributions to the technology.
can gain visibility within ISPI by joining a committee and committing
to a deliverable. The good thinking and good work performed by committees
gets recognized across ISPI. Those who make significant contributions
are often made visible to the Board and are encouraged to lead a taskforce,
become a committee chair, or contribute as the head of a different committee.
Along the way, introductions are made, relationships begin to build, and
the jump to committee work most often occurs after someone has been actively
involved in his or her local chapter. They have been the chapter President
or a Board member. They know HPT, and they know how to achieve results
through a non-profit, volunteer-based professional association. They have
gained, through their involvement in the local chapter, visibility within
their own community. They have decided to broaden their community through
contribution to the international scope of ISPI. Throughout each step,
visibility for members also occurs through intellectual contributions.
ISPI opens its doors to good thinking about our technology because HPT
is always evolving. We have not reached a state of full, final articulation
of what HPT should be, and we are continually discovering new applications
for the current model. Our members read Performance Improvement
(PI) journal, attend conferences, have hallway conversations, and
take phone calls looking for gems that might solve problems or expand
thinking. Contributors to these avenues gain visibility by submitting
proposals to present a session at a conference, writing an article for
PI, or sharing their thinking in some other way.
Theory states that I can cross a river in one of two ways: damming it
up (reducing the river to a stream) or by guiding a boat across the currents
to the other side (but I might miss the exact landing spot). Visibility
is gained across ISPI by both getting to know it from the inside and by
guiding its future.
by Carl Binder
Last month I ended the column by suggesting
you look at as many different examples of results graphs as you could
findin your own work, in journals and magazines, or in client
organizations. I raised a series of issues about telling the difference
between actual jump-ups or jump-downs in results due to
interventions or improvements versus perceived changes due to
having sampled results at different points along an ongoing trend
or at different points within the normal bounce or variability
clear that I am going to have to take time in future issues to create
some examples for this column of results graphs to illustrate my points.
For now, though, let me begin to suggest some of the potentials and
pitfalls of using graphs to monitor and display the results of our interventions
and performance system improvements.
We Need Statistics?
One of the big obstacles I hear from practitioners evaluating
the effects of their interventions is that they think it is necessary
to use statistical evaluation designs. Beside the fact that one can
distort results with statistics at least as easily as with words or
pictures (e.g., by touting statistically significant but practically
insignificant effects), it seems beyond the expertise and bandwidth
of most practitioners to design and execute statistical evaluation designs.
Moreover, there are methods for using graphic analysis and other non-statistical
methods in ways that are as sensitive to real effects as statistics,
for example an entire discipline called exploratory data analysis
Far more importantly, the need for measuring results is not a one-time
thing! If we are really going to use measurement to make decisions about
performance, we know as performance engineers that continuous
feedback will be much more effective in shaping our performance improvement
efforts than episodic one-time feedback. So, an obvious conclusion is
that we ought to use graphs of ongoing performance results to
provide feedback and to support decision-making for ourselves and the
performers. This is the recommendation of many noted performance technologists
such as Timm Esque in Making
an Impact or Aubrey Daniels in Bringing
Out the Best in People. In fact, graphic feedback of results
to performers has been shown in many studies to be a powerful performance
improvement method all by itself.
So the question is, what type of graph? And that is where it can get
really sticky. Im sure you have at one time or anothermaybe
even hundreds of timesparticipated in meetings where someone presented
graphs that were obviously intended to make the effects of some program
or organizational effort appear as large as possible! This is
a common tactic, and is highly rewarded in most organizations, but can
actually lead to poor decisions.
worse, most software applications that produce graphs (e.g., Microsoft
Excel) actually encourage distortion of results unintentionally
by producing what some of my colleagues call stretch-to-fill
or fill-the-frame graphs (e.g., Lindsley, 1999). In such
graphs, the highest actual data point determines the top of the vertical
axis and the lowest data point determines the bottom. This means that
no matter how small or large your results, it usually just about fills
the page. Wow, what a result! Unfortunately, stretch-to-fill
graphs do not provide a visual means of deciding how big a result
really is compared to any other result on another stretch-to-fill graph.
Because all of the results look big!
page through the typical business magazine, academic journal, or consulting
report that uses graphs to display results, you will usually see stretch-to-fill
graphs. And it is very, very hard to put those data in perspective,
to tell how the results compare with other efforts to improve similar
performance, and so on. The point is that graphs can actually distort
our understanding of results if we follow the usual stretch-to-fill
I will talk about how graphs can mislead us about trends and bounce,
as well, another distortion that can lead to poor decisions. As homework,
think about why people refer to learning curves rather than
learning lines. Might it have anything to do with the type
of graph they typically use to display learning? We will find out in
the next exciting episode of Measurement Counts!
Daniels, A.C. (1994). Bringing out the best in people: How to apply
the astonishing power of positive reinforcement. New York: McGraw-Hill,
T.J. (2001). Making an impact: Building a top-performing organization
from the bottom up. Atlanta, GA: CEP Press.
O.R. (1999). From training evaluation to performance tracking. In H.D.
Stolovitch and E. J. Keeps (Eds.), Handbook of Human Performance
Technology (2nd Ed.). San Francisco: Jossey-Bass/Pfeiffer,
J.W. (1977). Exploratory data analysis. Reading, MA: Addison-Wesley
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.
know as performance engineers that continuous feedback is much
more effective in shaping our performance improvement efforts than
episodic one-time feedback.
by Todd Packer
Welcome to a new year here at I-Spy,
a feature of PerformanceXpress that highlights relevant, interesting,
and useful websites for performance technologists. Each month, we take
readers to off-the-beaten path sites that help them 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 Resolution. It is that time of
year. A time to reflect on the past and decide on a course of action
and improvement for the future. A time for resolution. This month we
look at how your resolution(s) can link to business leaders, reductions
in conflict, and subatomic particles.
do your new years resolutions compare with this set of business
leaders from the Braintrust
of the magazine Fast Company? Representatives from academia,
technology management, and organizational change weigh in with a variety
of resolutions for improvement. The diverse statements reflect a variety
of opinions on how we can change for the better.
you resolve to resolve conflicts in your workplace, pay a visit to the
comprehensive listing of international conflict
resolution resources on this site, from Senior Lecturer Prof. Archie
Zuriski (Murdoch University, Perth, Australia). Of particular note for
PerformanceXpress readers is the link to the Quality Control
and Qualifications in Mediation site that outlines different strategies
for measuring quality control in dispute resolution.
low can you go...and we are still talking resolution! Find out at this
fun site called Molecular
ExpressionsTM: Exploring the World of Optics and Microscopy,
chock full of tutorials and images of photomicrographs (photographs
taken with a microscope). My personal favorite is Powers
of Ten. Viewers soar through space starting at 10 million light
years away from the Milky Way down through to a single proton in Florida
in decreasing powers of ten (orders of magnitude). Now go find some
the birthstone of February, and resolve to join us again next month!
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 Louise Delagran
Learning Objects (RLOs) are a hot topic in
training today and many instructional designers are using them to reduce
the cost and time needed to develop online learning.
of an RLO
An RLO is a self-contained unit of instruction that covers one
learning objective. These units can be reused in multiple courses or dynamically
accessed via a Learning Content Management System (LCMS) to meet a specific
learners immediate need for training on a particular skill.
of Using RLOs
Using RLOs when designing your e-learning initiatives offers many
in course structure and navigation:
All courses designed using RLOs follow the same structure and navigation,
so learners know what to expect. In addition, this consistency reduces
With an RLO approach, lessons and topics are self-contained and assume
no sequence, so they can be used in any course, or may be accessed individually
and just-enough training: RLOs chunk content into small
units that do not intimidate the learner. This makes it easy to find
specific information and offers the learner flexibility in scheduling
in instructional quality:
Most RLOs are designed using effective instructional design strategies,
so that anyone using them is sure to cover all the critical instructional
checks and balances to ensure relevance of instruction:
Because each RLO addresses a specific and stated learning objective,
instructional designers or writers are likelier to ensure that all the
content, practices, and assessment items are relevant to the objective.
This ensures the relevance of the course to on-the-job performance improvement
goals. It also ensures instruction and mastery of skills, as opposed
to merely providing information.
and acceleration of the design process:
Most RLOs have built-in best practices for instructional designers (ID),
so even relatively inexperienced IDs can create effective training simply
by following a reusable model. In addition, pre-programmed RLO templates
provide designers with a head start in the development cycle
and save much development time.
the advantages RLOs offer, do not be afraid of themembrace them!
Get off the sidelines. Jump in! Go ahead and shape the future of learning!
a former Senior Instructional Designer for LogicBay Corporation, Louise
has used the RLO model and concepts to design and develop courseware
for various Fortune 500 clients. Currently, she works as an Education
Specialist in the Academic Health Center at the University of Minnesota,
developing online courses for medical and nursing students and recently
designed an Online Resource Center on complementary therapies. Louise
may be reached at email@example.com.
We are glad that you asked! In
2003, we would like to introduce, and re-introduce, more of your colleagues
to our annual meeting, the 41st
Annual International Performance Improvement Conference and Exposition.
That is why we are making this generous special offer. When you register
for the full conference at the member or delegate rate before February
10, 2003, a colleague of yours may register for only $200provided
your colleague has not attended an ISPI Annual Conference in the past
This is your chance to be a hero. When you register, think of a colleague
from your organization, a client organization, your ISPI, ASTD, or other
professional organization chapter, or an acquaintance in the field who
may not have experienced a recent ISPI conference. Offer that person
an opportunity to save hundreds of dollars while benefiting from the
premier educational event in workplace performance improvement. Your
thoughtfulness will build trust, partnership, and appreciation.
What If I Have Not Attended Recently?
If you have not attended an ISPI Annual Conference and Exposition in
the past three years, then you will want to register with a colleague.
Find someone you know who plans to attend, and register together. You
may register for only $200.
Do We Register?
to register online, or call 301.587.8570 to register by telephone. We
ask that you try to register together, or at least on the same day.
There is a line on the registration form where the person registering
at the discounted rate can name the other person with whom they are
Is My Deadline to Take Advantage of This Offer?
You and your colleague must register for the Conference and Exposition
by February 10, 2003 to qualify for the savings, so we suggest
you begin discussing this with your colleagues now. For more information,
years GOT RESULTS? exhibitors
were identified through word of mouth, and there were 25 quality displays.
This year, participation is through open enrollment, and we anticipate receiving
40-50 displays, but we need your help. To participate, simply click here,
and email in the one-page submission form and your example data.
your best data set is from two months ago or two decades ago, 2003 Annual
Conference goers will benefit from seeing your positive example. You can
review several submissions from 2002 by clicking here.
At least one exhibitor has reported receiving client leads from potential
customers searching the web for specific performance solutions.
submission must be received by January 31, 2003. The GOT RESULTS?
team will let you know if your submission meets the simple criteria by
February 15. ISPI is all about results, so how about showing off yours!
Society for Performance Improvement:
2003 Research Grant Program
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.
MASIE Center and the e-Learning CONSORTIUM: Research Grant
year, The MASIE Center and the e-Learning CONSORTIUM will be making
a donation to a new project focused on supporting practical research
in our field. The Center has allocated $35,000 for several graduate
or doctoral student grants. The research conducted will be on key topics
in our field and presented at the TechLearn 2003 Conference in October
in Orlando, Florida. In addition, published reports will be placed in
the public domain.
help of The MASIE Centers e-Learning CONSORTIUM, we have selected
six key topics of focus. Grants will only be awarded to candidates who
submit proposals that align to one of these topics:
Learning: The Value to the Learner
Abandonment and Non-Complete of e-Learning Activities
Comparison: Classroom to e-Learning
Communities (Communities of Practice or Learning)
and Learning Styles
to submit a proposal is January 15, 2003. For more information,
contact Kristin Barton McNary, General Manager, The MASIE Center at
518.350.2228 or firstname.lastname@example.org.
Performance-Based Instructional Systems Design and Measurement Conference
The 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 here
for additional information or to download the RFP.
Annual International Conference on Work Teams
The Center for the Study of Work Teams invites you to submit a proposal
to present at the 14th Annual International Conference on Work Teams:
Beyond Teams: The Collaborative Enterprise, September 22-24, 2003
in Dallas, Texas. The conference committee will be looking for sessions
that address the following learning tracks:
the Collaborative Organization
Change for Business Results
Excellence in Teaming Skills
Across Organizational Boundaries
details, click here
or contact Kathy Belcher at email@example.com.
The deadline for submissions is February 1, 2003.
The International Society for Performance Improvement
(ISPI) would like to congratulate the list of professionals below who
have taken advantage of the exemptions available during the grandparenting
period and received the designation of Certified Performance Technologist
(CPT) last month. Click here
for a full list of CPTs. Visit www.certifiedpt.org,
and apply today to receive your designation.
Reid, North Carolina, USA
Gill, Virginia, USA
Solby, Ontario, Canada
Deaver, Florida, USA
Toebosch, The Netherlands
Botke, The Netherlands
Hornback, Ohio, USA
Earles, Florida, USA
Dowell, Florida, USA
Moore, Florida, USA
Smith, Florida, USA
Gerson, Florida, USA
Pile, Kentucky, USA
Lisette Gerald-Yamasaki, California, USA
Gasche, Illinois, USA
Jarche, New Brunswick, Canada
Barkley, Washington, USA
Gendreau, Washington, USA
Chase, South Africa
Coltham, South Africa
Lange, South Africa
Amyot, South Africa
Swain, Washington, USA
Kalisz, Kentucky, USA
Ferond, Monferrato, Italy
Apking, Michigan, USA
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
Available: Incentives, Motivation & Workplace Performance:
Research and Best Practice
Sponsored by ISPI, funded by the SITE Foundation. The purpose of
the study was to cut through the conflicts and controversies regarding
the use of incentives to improve performance.
Instructional Systems Design CD-ROM Hear the
latest on the subject from some two dozen sessions recorded at ISPIs
2002 three-day fall conference.
Seminars, and Workshops
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
and the Chief Learning Officer Executive Briefings electronic
newsletter. Subscriptions are free to qualified professionals residing
in the United States.
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.
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 month.
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