Performance Architecture ─ The Art and Science of Improving Organizations

Performance Architecture
The Art and Science of Improving organizations
Performance Architecture-The Art and Science of Improving Organizations is a hands-on guide to real world techniques for improving performance within the workplace. This important book explores the Human Performance Technology Landscape model that was presented in the bestselling book, the third edition of Handbook of Performance Technology. Framed by the Landscape model and supported by other proven models and tools, the book provides effective structures for anyone who needs to develop their performance improvement skills and knowledge and achieve results. A cutting-edge resource, this book draws on the experiences of the authors in combination with the work of notables in human performance technology, including Geary Rummler, Don Tosti, Judith Hale, Dale Brethower, Roger Kaufman, and many others. The authors identify and demonstrate how performance at three levels (worker: individual/team, work: process/practice, workplace: organization) impacts results in organizations. They also show how to scale performance improvement activities and apply them successfully to projects or initiatives of various sizes.
"This is an excellent, practical guide to the field of Human Performance Technology, communicated in straightforward language. The authors have given a broad audience access to solid, research-based methods and tools for improving the performance of people at any and all levels of organizations."
-Carl Binder, CPT, PhD, senior partner, Binder Riha Associates
"Performance Architecture gives you concrete ideas about how to improve performance in the workplace. Adding it to your library is a must."
-Judith Hale, CPT, Ph.D., Hale Associates

Dr. Roger M. Addison, Cpt, is the director of Human Performance Technology for the International Society for Performance Improvement. He is a past president of ISPI, past COB and past president of the International Federation of Training and Development Organizations.
Carol Haig, Cpt, is principal of Carol Haig & Associates, a performance improvement consulting firm that specializes in performance analysis. Carol has served as director on the executive board of ISPI.
Lynn Kearny, Cpt, leads a performance consulting firm that assesses organizational needs and designs and develops performance improvement solutions. Lynn also graphically facilitates client meetings. She is the author of several books, including Creating Workplaces Where People Can Think, from Jossey-Bass.

Foreword by Geary A. Rummler.
Preface.
List of Figures and Tables.
Introduction.
Chapter 1: The Performance Technology Landscape.
Where We Work.
The Performance Technology Landscape.
What Is Performance?
What Is Performance Technology?
Interpreting the Performance Improvement Terrain.
Principles of Performance Technology.
Using RSVP+.
Work Environment.
How We Think-System, Systematic, Systemic.
System Viewpoint.
Thinking Systemically.
Systematic Approach.
HPT as the Integrator.
Conclusion: Lessons of the Performance Technology Landscape.
Where to Go Next.
Authors' Picks.
Chapter 2: The Worker: Individual/Team Level.
Summary of the Technology.
Approach.
Problem Solving.
Observation.
Helpful Models and Tools.
Total Performance System.
The Performance Map.
Tip of the Iceberg.
Other Models and Tools.
Troubleshooting the Human Performance System.
Solutions: Typical Examples at the Individual Level.
Evaluation.
Identify the Business Requirements.
Evaluation Planning.
Application Exercise.
Conclusion.
Where to Go Next.
Authors' Picks.
Chapter 3: The Work Process Practice Level.
Summary of the Technology.
Signals That Point to Work-Level Performance.
Approach.
Process.
Critical Process Issue.
Practices.
Maps: Making It Visible.
Culture Map.
Flowcharts.
Time and motion Workflow.
Swim Lanes.
Day in the Life.
Practices: The Missing Link.
Application Exercise.
Conclusion.
Where to Go Next.
Authors' Picks.
Chapter 4: The Workplace: Organizational Level.
Summary of the Technology.
Signals That Point to Organization Level Performance.
Approach.
Critical Business Issue.
Environmental Scan.
Internal Scan.
Link to Critical Business Issues.
Organizational Politics.
What Is the Gap: Desired Versus Current Business Results.
Conduct a Requirements Audit for Organizational Results.
Is Anyone Achieving the Desired Results Already?
Problem Solving.
Alignment.
Interpret Your Findings.
Select Solutions.
Bedside Manner.
Additional Organizational Alignment Models and Job Aids.
Gaining Ownership of Analysis, Solution, and Implementation Planning.
Being Persuasive at a Distance.
Consultant's Role in Implementation.
Management Practices for High Performance.
True Tales from the Trenches.
Application Exercise.
Conclusion.
Where to Go Next.
Authors' Picks.
Chapter 5: Implementation: Weaving Performance into the Organization.
Why This Chapter?
Implementation Defined.
Implementing a New Law.
From Episodic to Systemic Implementation.
Implementation Failure Versus Implementation Success.
How to Make an Implementation Stick.
Conclusion.
Where to Go Next.
Authors' Picks.
Chapter 6: What We Do.
Systematic Approach.
Key Terms.
System.
Systems.
Systemic.
Components of the Systematic Approach.
Identify Issue.
Define Result.
Conduct Performance Analysis.
Actions to Take.
How-Plan the Solution.
Do-Implement the Solution.
Evaluate.
Guidelines for Success.
Conclusion.
Where to Go Next.
Authors' Picks.
Chapter 7: Focus Forward: Trends to Watch.
Why Trends Matter.
Expanding the Performance Technology Landscape.
Natural Resources.
Technology.
Economics.
Performance Improvement.
Conclusion.
Where to Go Next.
Authors' Picks.
Chapter 8: Chart Your Course.
Worker/Self.
Results.
Inputs.
Suggested Routes to Skills, Knowledge, Abilities.
Personal Development Plan.
Elevator Speech.
Work/Process.
Performance Improvement Department.
Workplace/Organization.
We Are Known by Our Results.
The Educated Client.
Set Expectations.
Conclusion.
Authors' Picks.
space here.
Afterword, by Don Tosti.
Appendix.
References.
Further Readings.
Index.
About the Authors.