Beyond Training and Development: The Groundbreaking Classic on Human Performance Enhancement

385 Pages·2005·4.165 MB·English

by  William J. Rothwell

TLFeBOOK
BEYOND TRAINING
AND DEVELOPMENT
S E C O N D E D I T I O N
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BEYOND TRAINING
AND DEVELOPMENT
S E C O N D E D I T I O N
The Groundbreaking Classic on
Human Performance Enhancement
William J. Rothwell
AmericanManagementAssociation
NewYork•Atlanta•Brussels•Boston•Chicago•MexicoCity•SanFrancisco
Shanghai•Tokyo•Toronto•Washington,D.C.
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LibraryofCongressCataloging-in-PublicationData
Rothwell,WilliamJ.
Beyondtraininganddevelopment:thegroundbreakingclassiconhuman
performanceenhancement/WilliamJ.Rothwell.—2nded.
p. cm.
Includesbibliographicalreferencesandindex.
ISBN0-8144-0796-X
1.Performancetechnology. 2.Performancestandards. I.Title.
HF5549.5.P37R68 2005
658.3(cid:1)14—dc22
2004014341
(cid:2)2005WilliamJ.Rothwell.
Allrightsreserved.
PrintedintheUnitedStatesofAmerica.
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C
ONTENTS
ListofExhibits xi
PrefacetotheSecondEdition xvii
SourcesofInformation xvii
TheSchemeofThisBook xviii
What’sNewintheSecondEdition? xxiii
Acknowledgments xxv
PartOne TheNeedtoMoveBeyondTraining 1
1. WhyTrainingIsNotEnough 3
IntroductoryVignettes 3
ProblemswithTraditionalApproachestoTraining 5
TrendsAffecting Organizations 12
WhatHaveTrainingandDevelopmentProfessionalsHistoricallyDone? 19
2. WhatIsHumanPerformanceEnhancement? 24
PerformanceBreakthroughsAretheResultsofHumanChoices,Not
TechnologicalWizardry:ACaseStudy 25
DefiningKeyTerms 34
ImportantPropositionsofHPE 37
KeyModelsGoverningHPE 41
IntroducinganHPEModel 48
WhatDoHPEProfessionalsDo? 50
WhatAretheEssentialCompetenciesofHPEProfessionalsandClientsof
HPE? 51
ResearchonHPE 55
Cross-CulturalIssuesinHPE 56
EthicalIssuesinHPE 60
3. TransformingaTrainingDepartmentintoa HumanPerformance
EnhancementDepartment 61
vii
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viii CONTENTS
HowOrganizationsShouldSupportHPE: KeySuccessFactors 64
MakingtheCaseforChange 65
BuildingAwarenessoftheNeedforChange 67
BuildingAwarenessofPossibleDirectionsforChange 69
AssessingandBuildingSupportforChange 72
CreatingaFlexibleRoadMapforChange 75
BuildingCompetenciesIs KeytotheChangeEffort 77
CommunicatingtheNeedforChange 81
TrainingPeopletoThinkLikeHPEProfessionals 82
PartTwo Troubleshooting HumanPerformance
ProblemsandAnalyzingHumanPerformance
ImprovementOpportunities 83
4. AnalyzingWhatIsHappening 85
What DoesItMeantoAnalyzeWhatIsHappening? 85
What AretheRolesoftheHPEConsultantandTheirClients inAnalyzing
WhatIsHappening? 89
What PromptedtheInvestigation? 92
GatheringandDocumentingFactsandPerceptions 94
AnalyzingPresentConditions 98
The CompetenciesoftheAuditor’sRole 103
5. EnvisioningWhatShouldBeHappening 105
What DoesItMeantoEnvisionWhat ShouldBeHappening? 106
What AretheRolesoftheHPEConsultantandTheirClients in
EnvisioningWhatShouldBeHappening? 106
What SourcesProvideCluesAboutWhat ShouldBeHappening? 107
What MethodsMayBeUsedtoCollectInformationAboutWhat Should
BeHappening? 116
The CompetenciesoftheVisionaryRole 121
PartThree FindingOpportunitiesfor Improving
HumanPerformance 123
6. ClarifyingPresentandFuturePerformanceGaps 125
DefiningaPerformanceGap 125
IdentifyingPerformanceGaps 128
AssessingPresentandFuturePerformanceGaps 135
The CompetenciesoftheGapAssessor Role 135
7. DeterminingtheImportanceofPerformance Gaps 137
DefiningImportance 137
AssessingConsequences 139
Who DeterminesImportance? 141
Forecasting Importance 143
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Contents ix
TheCompetenciesoftheHPEFacilitator 144
TheHPEConsultant’sRoleinDeterminingtheImportanceofPerformance
Gaps 148
8. IdentifyingtheUnderlyingCausesofPerformanceGaps 149
DefiningCause 149
DistinguishingaCausefromaSymptom 151
WhoDeterminestheCausesofHumanPerformanceGaps? 154
WhenShouldCausesBeIdentified? 154
WhatIsKnownAbouttheCausesofHumanPerformanceProblems? 155
IdentifyingtheCausesofHumanPerformanceGaps 162
HowandWhyDoCausesChangeoverTime? 166
TheCompetenciesoftheStrategicTroubleshooterRole 169
TheRolesoftheHPEConsultantandTheirClients inIdentifyingthe
UnderlyingCausesofPerformance Gaps 171
PartFour Selecting andImplementingHPE
Strategies:InterveningforChange 173
9. SelectingHumanPerformanceEnhancement(HPE)Strategies 175
WhatIsaHumanPerformanceEnhancementStrategy? 175
WhatAssumptionsGuidetheSelectionofHPEStrategies? 176
WhatIstheRangeofPossibleHPEStrategies? 177
HowOftenAreHPEStrategiesUsed? 177
HowShouldHPEStrategiesBeSelected? 186
TheCompetenciesoftheHPEMethodsSpecialistRole,theForecasterof
Consequences Role,andtheActionPlanFacilitatorRole 189
WhatAretheRolesoftheHPEConsultantandTheirClientsinSelecting
andImplementingHPEStrategies? 192
10. ImplementingHumanPerformanceEnhancementStrategiesto
Address OrganizationalEnvironmentProblemsorOpportunities 194
WhoAretheMostImportantExternalStakeholders? 195
HowWellIstheOrganizationInteractingwiththeMostImportantExternal
Stakeholders? 197
WhatHPEStrategiesCanImprovetheOrganization’sInteractionswith
ExternalStakeholders? 197
HowShouldHPEStrategiesBeImplemented? 206
TheCompetenciesoftheHPEImplementer 207
11. ImplementingHumanPerformanceEnhancementStrategiesto
Address WorkEnvironmentProblemsorOpportunities 209
Formulating,Clarifying,andCommunicatingOrganizationalPoliciesand
Procedures 209
EnhancingOrganizationalDesign 214
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