Category: Features
The First “Sterile Cockpit” Was Not in an Airplane
Aviators are deservedly proud of achieving the “sterile cockpit” operational standard in which air crews refrain from nonessential activities during critical flight maneuvers and below 10,000 feet. Prior to the FAA’s sterile cockpit mandate in 1981, there had been several major aircraft accidents attributed to lack of operational focus and idle chatter among flight crew members. However, this concept–professional focus during safety-critical maneuvers–goes back much further than the aviation rule.
High Commitment from Low Performers
Cindy started out okay. She made it through her six-month probationary period well enough to be put on the regular payroll. But then she started slipping. Sometimes she “forgot” to do things that were on her personal check sheet she completed and sent to the next team. Other times she did not seem to pay attention to what she was doing and got way behind in her work.
Should HR Executives Care about Sustainability and Corporate Social Responsibility?
If doing what is good for society were always profitable in the short or medium run, we would have had no finance sector collapse, no climate crisis, no pollution, and no sweatshops. But we have all those things–not because businesspeople are evil or stupid, but because none of us can personally take on the costs of social responsibility, while donating all the benefits to others. In a competitive economy, if being socially responsible costs a company more, it will be outperformed by less responsible competitors.
Let’s Put “Design” Back into Instructional Design!
Memorable. Insightful. Impactful. Wouldn’t it be great if these were the adjectives that your learners used to describe their instructional experiences? Well, they can be. Training does not need to be painful and boring, and it does not have to turn into “ed-u-tainment” to grab and keep the attention of our learners.
Preventing Performance Problems Before They Occur
We often take great pride in coming up with solutions to human performance problems. It is sort of like standing on the bank of a river and rescuing people who have fallen into the river. Would it not be smarter to walk upstream and figure out how to prevent people from ending up in the river in the first place?
Project Start-up: Beginning the Conversation Leading to “We Can Do This Together”
As human performance practitioners, we are sometimes at a loss trying to describe how successful change management comes about, or even what it really is. Change management is not a deep mystery, but it is embraced (or not embraced!) by different clients in different ways.
Who-Dunit: What Really Affected Performance?
Isolating the impact of training–or any human performance technology (HPT) investment–is a complex process, made more so by the plethora of “other factors” that can influence performance. The effectiveness of programs may vary by tenure, region, management support, or prior performance, to name a few.
Six Boxes®–Performance Thinking Trumps Methodology
Since the early days in human performance technology (HPT), thought leaders have created models and methodologies, algorithms and tools to help practitioners analyze and improve the performance of people, processes, and organizations. We HPT professionals love our models and methodologies and continue to develop and refine them for greater precision and impact.
Invitation to Participate in a Study: An Exploratory Human Performance and Information Technology Cause Analysis Model
If you have expertise in human performance technology (HPT) or human performance improvement (HPI) and information technology (IT) systems or expertise in the development of HPT or HPI models, please consider participating in a study of a proposed model of causes of IT system failures. You will be internally validating how well the exploratory model integrates failure causes derived from existing HPT and IT cause analysis models.
Should Organization Members Continue to Publish?
Publishing within your professional organization is critical to the forward movement and development of the organization. It not only builds the food bank of industry knowledge, allowing others to grow and nourish their minds, but also further develops the author’s knowledge on existing platforms of thought. It also promotes exploring different avenues of thought that can lead to roads less traveled.
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