T&D: Formalizing the Informal Makes It Formal

Un-Structured OJT = Informal Learning

Back in the early 1980s I used the term Un-Structured OJT for T&D Instructional Content that “could be” – but that “wouldn’t be – because the Project Steering Teams on Curriculum Architecture Design (CAD) projects would have decide against any funding for building or buying THAT content.

They would make that decision in Phase 4 of a CAD effort.

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The T&D Path – as I have always used it – includes both T&D that exists already and the gaps.

T&D that exists already is tagged for “Use As Is” or “Use After Modification.”

See the red dots and partial red dots on the T&D Path below.

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All of the empty dots represent gaps in the current state curriculum – for prioritizing and funding to put performance-based T&D/Instructional Content in place.

The Content for Knowledge/Skills that are deemed needed but not worthy of funding to take it from an Informal state to a Formal state would be left untouched – as not every need warrants investment – in my view. Think of it as low hanging fruit.

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I built that into my early versions of my PACT Processes as I had learned at Motorola (1981/1982) that some products or system might have potential Features – that were never developed – as the R for the I wasn’t adequate.

Just because you can doesn’t mean you should.

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Lately it seems as if some are attempting to Formalize the Informal while still calling it Informal.

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If I call Job Aids – a.k.a.: Performance Support or Workflow Learning – Informal Learning – I can sell it. So what is Informal Learning anymore?

We don’t do ourselves any favors when we cause confusion in the marketplace IMO.

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HPT Video Matinee with Danny Langdon

HPT Video Practitioner: Danny Langdon

This video was shot in 2019. It is 1:26:58 minutes in length.

This Video Matinee Series will be published on Tuesdays and Thursdays for the duration of 2019.

The HPT Practitioner and HPT Legacy Video Series was started by Guy W. Wallace in 2008 as a means of sharing the diversity of HPT Practitioners, and the diversity of HPT Practices in the workplace and in academia. The full set of videos may be found and linked to – here.

HPT – Human Performance Technology – is the application of science – the “technology” part – for Performance Improvement. As the late Don Tosti noted, “All performance is a human endeavor.”

Whether your label for HPT is that, or Performance Improvement or Human Performance Improvement, it is all about Evidence Based Practices for Performance Improvement at the Individual level, the Team level, the Process level, the Department level, the Functional level, the Enterprise level, and at the level of Society/World.

HPT Practitioners operate at all of these levels, as this Video Series clearly demonstrates.

Although ISPI – the International Society for Performance Improvement is the home of many HPT Practitioners – the concepts, models, methods, tools and techniques are not limited to any one professional affinity group or professional label.

ISPI just happens to be where I learned about HPT – and has been my professional home since 1979.

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HPT Video Matinee with Chris Straley

HPT Video Practitioner: Chris Straley

This video was shot in 2019. It is 18:16 minutes in length.

This Video Matinee Series will be published on Tuesdays and Thursdays for the duration of 2019.

The HPT Practitioner and HPT Legacy Video Series was started by Guy W. Wallace in 2008 as a means of sharing the diversity of HPT Practitioners, and the diversity of HPT Practices in the workplace and in academia. The full set of videos may be found and linked to – here.

HPT – Human Performance Technology – is the application of science – the “technology” part – for Performance Improvement. As the late Don Tosti noted, “All performance is a human endeavor.”

Whether your label for HPT is that, or Performance Improvement or Human Performance Improvement, it is all about Evidence Based Practices for Performance Improvement at the Individual level, the Team level, the Process level, the Department level, the Functional level, the Enterprise level, and at the level of Society/World.

HPT Practitioners operate at all of these levels, as this Video Series clearly demonstrates.

Although ISPI – the International Society for Performance Improvement is the home of many HPT Practitioners – the concepts, models, methods, tools and techniques are not limited to any one professional affinity group or professional label.

ISPI just happens to be where I learned about HPT – and has been my professional home since 1979.

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Remembering Deming on the Anniversary of His Birthday

From Wikipedia

William Edwards Deming (October 14, 1900 – December 20, 1993) was an American engineer, statistician, professor, author, lecturer, and management consultant. … Deming is best known for his work in Japan after WWII, particularly his work with the leaders of Japanese industry.

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Deming’s 14 Points – are part of a system of management which Deming later described as the System of Profound Knowledge.

  1. Create constancy of purpose for the improvement of product and service. With the aim to become competitive, stay in business, and provided jobs.
  2. Adopt the new philosophy of cooperation (win-win) in which everybody wins. Put it into practice and teach it to employees, customers. and suppliers.
  3. Cease dependence on mass inspection to achieve quality. Improve the process and build quality into the product in the first place.
  4. End the practice of awarding business on the basis of price tag alone. Instead, minimize total cost in the long run. Move toward a single supplier for any one item, on a long-term relationship of loyalty and trust.
  5. Improve constantly and forever the system of production, service, planning, or any activity. This will improve quality and productivity and thus constantly decrease costs.
  6. Institute training for skills.
  7. Adopt and institute leadership for the management of people, recognizing their different abilities, capabilities, and aspiration. The aim of leadership should be to help people, machines, and gadgets do a better job. Leadership of management is in need of overhaul, as well as leadership of production workers.
  8. Drive out fear and build trust so that everyone can work effectively.
  9. Break down barriers between departments. Abolish competition and build a win-win system of cooperation within the organization. People in research, design, sales, and production must work as a team to foresee problems of production and in use that might be encountered with the product or service.
  10. Eliminate slogans, exhortations, and targets asking for zero defects or new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.
  11. Eliminate numerical goals, numerical quotas and management by objectives. Substitute leadership.
  12. Remove barriers that rob people of joy in their work. This will mean abolishing the annual rating or merit system that ranks people and creates Competition and conflict.
  13. Institute a vigorous program of education and self-improvement.
  14. Put everybody in the company to work to accomplish the transformation. The transformation is everybody’s job.

Eliminate Slogans 

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A Personal Memento

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Weekend Reflections 2019-10-12

The other day I read a post on  LinkedIn about Learning Styles being unique to the different Generations.

If I had been drinking coffee in that moment I might have spit it up.

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Combining 2 Myths – a.k.a.: bullshit – doesn’t make the new two-fer valid.

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If only some professional resource/affinity group would become The Portal into valid ISD practices. If only.

Waiting. Waiting. Waiting.

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