Table Of Contents:

List of Exhibits xi
Preface to the Second Edition xvii
Sources of Information xvii
The Scheme of This Book xviii
What's New in the Second Edition? xxiii
Acknowledgments xxv

Part One The Need to Move Beyond Training 1(82)

Why Training Is Not Enough 3(21)

Introductory Vignettes 3(2)

Problems with Traditional Approaches to Training 5(7)

Trends Affecting Organizations 12(7)

What Have Training and Development Professionals Historically Done? 19(5)

What Is Human Performance Enhancement? 24(37)

Performance Breakthroughs Are the Results of Human Choices, Not Technological Wizardry: A Case Study 25(9)

Defining Key Terms 34(3)

Important Propositions of HPE 37(4)

Key Models Governing HPE 41(7)

Introducing an HPE Model 48(2)

What Do HPE Professionals Do? 50(1)

What Are the Essential Competencies of HPE Professionals and Clients of HPE? 51(4)

Research on HPE 55(1)

Cross-Cultural Issues in HPE 56(4)

Ethical Issues in HPE 60(1)

Transforming a Training Department into a Human Performance Enhancement Department 61(22)

How Organizations Should Support HPE: Key Success Factors 64(1)

Making the Case for Change 65(2)

Building Awareness of the Need for Change 67(2)

Building Awareness of Possible Directions for Change 69(3)

Assessing and Building Support for Change 72(3)

Creating a Flexible Road Map for Change 75(2)

Building Competencies Is Key to the Change Effort 77(4)

Communicating the Need for Change 81(1)

Training People to Think Like HPE Professionals 82(1)

Part Two Troubleshooting Human Performance Problems and Analyzing Human Performance Improvement Opportunities 83(40)

Analyzing What Is Happening 85(20)

What Does It Mean to Analyze What Is Happening? 85(4)

What Are the Roles of the HPE Consultant and Their Clients in Analyzing What Is Happening? 89(3)

What Prompted the Investigation? 92(2)

Gathering and Documenting Facts and Perceptions 94(4)

Analyzing Present Conditions 98(5)

The Competencies of the Auditor's Role 103(2)

Envisioning What Should Be Happening 105(18)

What Does It Mean to Envision What Should Be Happening? 106(1)

What Are the Roles of the HPE Consultant and Their Clients in Envisioning What Should Be Happening? 106(1)

What Sources Provide Clues About What Should Be Happening? 107(9)

What Methods May Be Used to Collect Information About What Should Be Happening? 116(5)

The Competencies of the Visionary Role 121(2)

Part Three Finding Opportunities for Improving Human Performance 123(50)

Clarifying Present and Future Performance Gaps 125(12)

Defining a Performance Gap 125(3)

Identifying Performance Gaps 128(7)

Assessing Present and Future Performance Gaps 135(1)

The Competencies of the Gap Assessor Role 135(2)

Determining the Importance of Performance Gaps 137(12)

Defining Importance 137(2)

Assessing Consequences 139(2)

Who Determines Importance? 141(2)

Forecasting Importance 143(1)

The Competencies of the HPE Facilitator 144(4)

The HPE Consultant's Role in Determining the Importance of Performance Gaps 148(1)

Identifying the Underlying Causes of Performance Gaps 149(24)

Defining Cause 149(2)

Distinguishing a Cause from a Symptom 151(3)

Who Determines the Causes of Human Performance Gaps? 154(1)

When Should Causes Be Identified? 154(1)

What Is Known About the Causes of Human Performance Problems? 155(7)

Identifying the Causes of Human Performance Gaps 162(4)

How and Why Do Causes Change over Time? 166(3)

The Competencies of the Strategic Troubleshooter Role 169(2)

The Roles of the HPE Consultant and Their Clients in Identifying the Underlying Causes of Performance Gaps 171(2)

Part Four Selecting and Implementing HPE Strategies: Intervening for Change 173(96)

Selecting Human Performance Enhancement (HPE) Strategies 175(19)

What Is a Human Performance Enhancement Strategy? 175(1)

What Assumptions Guide the Selection of HPE Strategies? 176(1)

What Is the Range of Possible HPE Strategies? 177(1)

How Often Are HPE Strategies Used? 177(9)

How Should HPE Strategies Be Selected? 186(3)

The Competencies of the HPE Methods Specialist Role, the Forecaster of Consequences Role, and the Action Plan Facilitator Role 189(3)

What Are the Roles of the HPE Consultant and Their Clients in Selecting and Implementing HPE Strategies? 192(2)

Implementing Human Performance Enhancement Strategies to Address Organizational Environment Problems or Opportunities 194(15)

Who Are the Most Important External Stakeholders? 195(2)

How Well Is the Organization Interacting with the Most Important External Stakeholders? 197(1)

What HPE Strategies Can Improve the Organization's Interactions with External Stakeholders? 197(9)

How Should HPE Strategies Be Implemented? 206(1)

The Competencies of the HPE Implementer 207(2)

Implementing Human Performance Enhancement Strategies to Address Work Environment Problems or Opportunities 209(16)

Formulating, Clarifying, and Communicating Organizational Policies and Procedures 209(5)

Enhancing Organizational Design 214(11)

Implementing Human Performance Enhancement Strategies to Address Work Problems or Opportunities 225(26)

Redesigning Jobs or Job Tasks 226(4)

Improving Information Flow about Work-Related Issues 230(3)

Improving Job Feedback Methods 233(4)

Improving On-the-Job and Off-the-Job Training 237(5)

Improving Structured Practice 242(1)

Improving Equipment and Tools 243(1)

Using Job or Performance Aids 244(2)

Improving Reward Systems 246(5)

Implementing Human Performance Enhancement Strategies to Address Worker Problems or Opportunities 251(18)

Identifying and Building Worker Competencies 251(9)

Improving Employee Selection Methods 260(4)

Applying Progressive Discipline 264(5)

Part Five Evaluating Results 269(18)

Evaluating Human Performance Enhancement Strategies 271(16)

What Is Evaluation? 272(1)

How Do HPE Strategy Evaluation Methods Resemble Training Evaluation Methods? 272(6)

How Do HPE Strategy Evaluation Methods Differ from Training Evaluation Methods? 278(1)

What Step-by-Step Models Can Guide HPE Evaluation Strategy? 278(5)

What Research Has Been Done on Evaluating HPE, and What Has It Shown? 283(2)

The Competencies of the HPE Evaluator 285(2)
Epilogue: What Is the Future of HPE? 287(2)
Appendix I Core Competencies for Human Performance Enhancement Specialists 289(8)
Appendix II Assessing Human Performance Enhancement Competencies: A Data Collection Instrument 297(16)
Appendix III A Worksheet for Enhancing Human Performance 313(6)
Appendix IV Proposal Preparation Worksheet 319(2)
Appendix V Resource List for Human Performance Enhancement 321(10)
Notes 331(16)
Index 347(10)
About the Author 357