Section 4: Human Performance Technology

Not all problems in learning and/or performance require an instructional one. Many times a non-instructional approach is a more appropriate solution. This week's reading and reflection focuses on human performance, performance support systems, knowledge management systems, and the concept of informal learning.

1. Chapter 14 discusses the concept and evolution of human performance improvement. Several sections of chapter 14 present a variety of non-instructional solutions to performance problems. Identify a performance problem in your area of work and identify non-instructional solutions that may help solve the problem.

One performance problem in my area of work has always been the silos that exist. They exist in the District as a whole, in the between the different colleges, within the different departments, and between the different employee classes (faculty, administrators, and professional support staff).  In the past, in the 14 years I have been employed at the District, there has always been an autonomy that existed.  I have always been told it was for accreditation purposes.  However, it seems to go a lot deeper than that.  Although we are a District, each college is autonomous from the other colleges in the District.  Each college has is own business office, that is autonomous from the main business office.  Inside the main business office, the different departments have their silos also.  And then there are the employee class silos that have always been a major issue in the District for so many years. 

A couple of solutions have already been put into motion to reduce these silos.  Some of the solutions that align with HPI principles are proper and commonly aligned policies and procedures, targeted training that is mandatory for all District personnel, sharing information that the beneficial and useful to employees throughout the District and communication of District values and goals.  Another solution to help remove some of the silos would be to start a dialog about systemic thinking instead of the linear thinking that has been the status quo with some of the more senior personnel in the District for so many years. 

2. Chapter 15 presents performance support systems. Define performance support systems and explain how a performance support system might (or might not) help solve the problem you identified above.

A Performance Support System is a tool used to enable someone to timely and efficiently complete a task.  The tool used can be conveyed by any number of means including but not limited to computer software instruction, printed material, video instruction, and audio instruction.  One form of a performance support system that is presently being used at my organization, that may or may not be help to solve the problem of silos is a shared drive that my team uses to shared information with the other IT technicians at the other District colleges. On this shared drive we put the latest information to solve issues with some of the software and hardware that is used throughout the District.  This enables the other IT tech throughout the District to quickly solve computer issues without having to spend the time to research issues that have already been solved.  By putting this information on a shared drive, the information is available 24/7, without need to make a phone call or the time it takes to research information on an issues that has already been solved.  This in turn hopefully will eliminate one of the silo issues which has been the sharing information that is beneficial and useful to other employees throughout the District

3. Chapter 16 explains knowledge management: the way we manage information, share that information, and use it to solve organization problems. Organizations, such as schools, accumulate a great deal information/data, which must be organized in a way that we can make sense of it in order to use for making decisions. What knowledge would help solve the problem you identified above and how would that knowledge need to be collected and managed to help facilitate problem solving?

One example of Tacit knowledge is the example that I used in question #2 where my team shares knowledge of solutions to software and hardware issues that we have encountered. We encourage the other IT techs throughout the District to share information with us as well.  This will hopefully help to eliminate some of the silos that exist within the District between the different college IT departments and the main IT department.  An example of Explicit knowledge is a District website that is accessible by all District employees where the District Board Policy is accessible.  This is where all District employees can research legal and local board of director policies and directives, regulations and exhibits of documents, which may contain forms, charts, and other kinds of supporting information. Hopefully this will help to have all District employees operating under the same regulatory knowledge and help to eliminate some of the silos of autonomy that allow employees of one District college to operate under a different set of rules from the other District colleges.

4. Chapter 17 describes types of informal learning. What informal learning experiences have you participated in at your organization? Could those informal learning experiences be shared with others? Could the knowledge gained in those settings be codified and managed? And should it be managed or should the informal experiences be replicated or broadened for others?

As an avid learner and traveler, I am always researching the Internet for new topics including new ways to use technology at work and everyday life. For example, most people at the office know I am an Apple life person who uses Apple products (iPhone, iPad, iMac, Apple TV). So they are always coming to me for advise on how to use their iPhone or iPad.  Sometimes I will show them what they need to know.  Sometimes I will share a website or web link with them.  When I find new technology or ways to use their Apple devices to enhance their work or personal lives, I share what I know or find.  Many times what I share has helped to enhance how they handle their work schedules or given them the ability to manage their documents on a personal cloud-shared drive, so that they can continue to work on documents on their Apple devices while mobile or at home.  Yes, the knowledge could be codified and managed if the organization formally adopted Apple product for employees and issued them to employees.  However, until that happens (if it does happen), replication and/or broad dissemination will have to be done on a personal level.