Innovative Performance Support: Strategies And Practices For Learning In The Workflow - Softcover

Gottfredson, Con

Softcover

ISBN 10: 007170311X ISBN 13: 9780071703116

Verlag: McGraw-Hill, 2010

Inhaltsangabe

Real Learning Happens as You Work! Implement performance support to increase and accelerate employee performance. "It is a book that will become dog-eared from use as it is both a narrative and a reference. Valuable now, and over time; it is worth every cent of the $30 cover price. It is easy to read, and easy to fillet for the right information just when you need it. The book comes at a really important juncture in the trajectory of corporate learning and highlights the importance of learning in the workflow. It is the right book, at the right time, in the right way." -Nigel Paine, MD NigelPaine.com Ltd "Innovative Performance Support significantly moves the learning revolution to the next level. It is the workplace, and the work itself, where performance support will make its mark, and Gottfredson and Mosher are the trailblazers." -Marc J. Rosenberg, Marc Rosenberg and Associates Research shows that 80 percent of learning in the workplace occurs on the job, rather than in formal training sessions. Innovative Performance Support offers you a concise and comprehensive overview of performance support (PS) practices-ongoing, job-specific resources that ensure employees perform effectively on the job. From free, open-source applications like blogs and wikis to sophisticated new system software, this guide will help you implement the right PS strategy for your team. Innovative Performance Support: Saves the investment in formal training and increases productivity Reduces the learning time required to achieve successful performance Supplements or replaces existing training programs Cuts down on the use of help desks and other traditional in-house support functions Conrad A. Gottfredson and Bob Mosher break down the hows and whys of applying PS solutions to replace the patchwork of existing training programs that you might be using now. They show how leading firms deploy PS solutions to reduce costs, retain talent, and increase productivity and efficiency.

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Über die Autorin bzw. den Autor

Dr. Conrad Gottfredson, Chief Learning Strategist at Ontuitivehas 30 years of experience helping organizations in leadership development, organizational learning, instructional design, knowledge management, and content development methods. His consulting work has helped governments, non-profits, and multi-national organizations wisely employ emerging technologies and methodologies to help people achieve personal and organizational goals. He has pioneered methodologies for developing and delivering learning at the moment of need to those who need it, when they need it, in the language and form they require, from a single source of content. Gottfredson has a Ph.D. in Instructional Psychology and Technology.

Bob Mosher, Chief Learning Evangelist at Ontuitive, has been an active and influential leader in the learning and training industry for more than 25 years. He is renowned worldwide for his pioneering role in eLearning and new approaches to learning. Bob joined Ontuitive from Microsoft, where he was the director of learning strategy and evangelism. Before Microsoft, Bob was the executive director of education for Element K, where he directed and influenced their learning model and products.An influential voice in the IT-training industry, Mosher speaks at conferences and participates within industry associations such as Chief Learning Officer magazine, CompTIA, ASTD, The eLearning Guild and The MASIE Center.

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INNOVATIVE PERFORMANCE SUPPORT

Strategies and Practices for Learning in the Workflow

By Conrad Gottfredson, Bob Mosher

The McGraw-Hill Companies, Inc.

Copyright © 2011 The McGraw-Hill Companies, Inc.
All rights reserved.

ISBN: 978-0-07-170311-6

Contents

Foreword by Elliott Masie
Introduction: It Should Always Have Been about Apply
1 THE CASE FOR PERFORMANCE SUPPORT Insights from a Thought Leader: Dr. 
Timothy R. Clark
2 SUPPORTING PERFORMANCE @ ALL FIVE MOMENTS OF NEED Insights from a 
Thought Leader: Dr. Frank Nguyen
3 ESTABLISHING PROCESS AS YOUR LEARNING AND SUPPORT BACKBONE Insights 
from a Thought Leader: Dr. Ruth Clark
4 BEGINNING AT THE MOMENT OF APPLY AND DESIGNING FROM THERE Insights from 
a Thought Leader: Dr. Allison Rossett
5 BROKERING YOUR LEARNING ASSETS Insights from a Thought Leader: Dr. 
Maggie Martinez
6 EMPLOYING THE STRENGTH OF SOCIAL LEARNING Insights from a Thought 
Leader: Mark Oehlert
7 MANAGING DELIVERABLES WITH CONTENT MANAGEMENT PRACTICES Insights from a 
Thought Leader: Bryan Chapman
8 IMPLEMENTING YOUR PERFORMANCE SUPPORT STRATEGY Insights from a Thought 
Leader: Carol Stroud
Endnotes
Index

Excerpt

CHAPTER 1

THE CASE FOR PERFORMANCE SUPPORT

In a time of drastic change, it is the learners who inherit the future. Thelearned usually find themselves equipped to live in a world that no longerexists.

—Eric Hoffer, American social writer

A STORY TO GET STARTED: THE MINNOWS, FROM BOB

My father ran a summer camp as part of his work with the YMCA. During one ofthose camps I was given the assignment with a friend to teach the Minnows how toswim. The Minnows were the youngest nonswimmers in camp. On that first morningof instruction, they all lined up along the edge of the pool. I was in the waterwith my teaching partner when, without warning, he reached up, grabbed one ofthe Minnows, and tossed him into the pool. The kid quickly popped to the surfaceand started flailing around, taking in water. My training buddy then put a handunder the terrorized child and guided him along the surface, with his littleminnow arms flailing away, back to the edge of the pool. Then he lifted him uponto the edge of the pool where no other Minnow remained standing. They had allbacked as far away from the pool's edge as possible.

I stood in the water in shock. This wasn't how I had envisioned the swimminginstruction to go. Still dumbfounded, I asked, "What are you doing?" Heresponded, "Bob, we've only got a week!" My friend realized something that Ihadn't. He was focused on the reality that we had only one week to help thosekids be safe from drowning. I was caught up in the instructional plan while hewas responding to the realities of "time to performance."

Time to performance is defined as the total time required to help aperson achieve successful performance. In this Minnow story, it was the weekthat those Minnows were in camp, and the minimum performance, for them, was"surfacing and making it back to the edge of the pool."

Today, organizations are threatened by a churning pool of constant,unpredictable change. The time to performance required to stay competitive hasnever been shorter. This abbreviated timeline demands that Performance Support(learning at the moment of "Apply") become the centerpiece of all our efforts inthe vital cause of learning. This chapter is written to help you make the casefor doing this.

WHAT YOU NEED TO KNOW

In 2008, we saw a financial tsunami hit the United States. The rippling effectis still being felt throughout the world as organizations continue to strugglein how they respond to the clear and present danger of volatile change. Theconsequences of the inability to adapt at or above the speed of change havewreaked financial havoc since.

Ian Davis, McKinsey's worldwide managing director, has since written thefollowing:

The business landscape has changed fundamentally; tomorrow's environment will bedifferent, but no less rich in possibilities for those who are prepared. It isincreasingly clear that the current downturn is fundamentally different fromrecessions of recent decades. We are experiencing not merely another turn of thebusiness cycle, but a restructuring of the economic order.

For some organizations, near-term survival is the only agenda item. Others arepeering through the fog of uncertainty, thinking about how to positionthemselves once the crisis has passed and things return to normal. The questionis, "What will normal look like?" While no one can say how long the crisis willlast, what we find on the other side will not look like the normal of recentyears. The new normal will be shaped by a confluence of powerful forces,some arising directly from the financial crisis and some that were at work longbefore it began.

In the midst of this "New Normal" described by Davis, keeping current inlearning is like changing a tire on a moving truck—hence the need forlearners to be rapid, adaptive, collaborative, and self-directed. Such dynamiclearners thrive most when they have the support they need at the moment ofApply. No organization can adequately meet the challenge of ever-present changewithout an intentional Performance Support strategy in place and functioningeffectively. In the broadest definition, Performance Support (PS) consists ofthe practices and tools the organization provides its people individually andcollectively for them to perform their work successfully and efficiently.

The Value of Performance Support

The proper implementation of these practices and tools can produce a measurableimpact for good. Here are some of those impact areas.

PS Delivers Greater Business Efficiencies

Learning leaders have struggled long and hard to link measurable businessresults to learners who attend some form of formal instruction, in class oronline. Why has this been so hard? Why do so many still find this exerciseexhausting, expensive, and often inconclusive at a meaningful level?

The answer is in the fundamental flaw in the way that the correlation between atraining event and improved business outcomes is measured. There is a huge gapbetween mastering content delivered in a learning event and being able to applythat content in an effective and productive way on the job. The pursuit of thereturn on investment (ROI) in the formal training environment has been a bad fitfrom the start, and without stepping into the Performance Support arena,training will continue to have a difficult, if not impossible time, tying itselfto compelling ROI metrics. For example, in the formal training ROI model, we canfairly measure the following:

• Knowledge gain

• Certification

• Demonstrable skill recall

• Compliance

But when an organization ventures into the full range of Performance Supportpractices now available (with its tools, strategies, and frameworks thatcomplement training), we can begin to effectively measure the following:

• Productivity gains

• Decreases in time to proficiency

• Reductions in support costs

• Completion of job-related tasks

• Increases in user adoption

•...

Details zur Ausgabe

• Verlag: McGraw-Hill
• Erscheinungsdatum: 2010
• Sprache: Englisch
• ISBN 10: 007170311X
• ISBN 13: 9780071703116
• Einband: Taschenbuch
• Anzahl der Seiten: 272
• Kontakt zum Hersteller: Nicht verfügbar
• Verantwortliche Person: Nicht verfügbar