The Enterprise’s Departments are a Bundle of Processes
Some are Formal and many are Informal. Some are Named and many are Unnamed. People perform in Processes. The Variables Are Complex. How are you going to help client solve performance issues if your solution is always T&D?
At the Department Level
At the Enterprise Level
The 12 Variables
The Variables in my model – yours may differ – include these 12:
- The Process Itself
- Human Awareness Knowledge Skills
- Human Physical Attributes
- Human Psychological Attributes
- Human Intellectual Attributes
- Human Personal Values
- Environmental Data & Information
- Environmental Materials & Supplies
- Environmental Tools & Equipment
- Environmental Facilities & Grounds
- Environmental Budget & Headcount
- Environmental Culture & Consequences
The Stakeholder Hierarchy
This is what decides what is important, Output and Task-wise.
Past Post On This
Here is a 25 page PDF of my chapter in the ISPI 2006 edition of the Handbook of Human Performance Technology:
Modeling Mastery Performance and Systematically Deriving the Enablers for Performance Improvement – by Guy W. Wallace, CPT – Chapter 11 of the Handbook of Human Performance Technology – 3rd Edition – 2006. This methodology was first published in this 1984 article in ISPI’s (then NSPI’s) PIJ – Performance & Instruction Journal way back in November 1984.
And here is an article from 1995 on Stakeholder Analysis:
The Customer Is King – Not! – 15 page PDF – the original version of the article published in the Journal for Quality and Participation in March 1995 – address Balancing Conflicting Stakeholder Requirements, and suggests that the Customer is Not the King of Stakeholders (despite the unfortunate slogans from the Quality movement despite Deming’s admonitions about slogans). Balancing Conflicting Stakeholder Requirements – Wallace – March 1995 AQP
And the version in ISPI’s November 2011 Performance Express: performancexpress.org-Stakeholders Beyond the Customers The Customer Is King Not
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