Week 10 - Module #11 - Human Performance Tech: Concepts and Process Models
This week's reading was more challenging for me because I did not have a lot of background in human performance technology or knowledge management. Several authors mentioned that this approach would not go away, and in fact, it will be used more in the future. "It is clear that performance technology is not a passing bandwagon within individual organizations either. PT will not be 'leaving town' soon, like the bandwagons that used to leave with the circus posters and the big-tent entertainers" (Van Tiem et al., 2004, p. 17). Another concept that helped me to understand this new approach was the one given by Pershing. "An immediate appeal of human performance technology is that all organizations are human performance systems" (Pershing, 2006, p. 28).
HTP will continue to be used in specific organizations, but it t seems that it is not an approach that could be implemented in different contexts. According to Pershing (2006), HTP "is not an effective approach for organizations to use when they are involved in goal-free or goal conflicted activities" (p. 28). That gives some limitations in terms of not being a universal or more flexible model. When it comes to organizations, it is essential to maintain the information or knowledge in the company even when the employees leave the company. As a result, it is crucial to "facilitate the sharing and transfer of individual's knowledge" (Cheng et. al., 2010, p. 451). Nowadays, several technologies could help manage the knowledge to create ways to have access to the information. "Technologies that possess the capabilities to facilitate natural and easy communication of knowledge through conversation-like interactions will find increasing acceptance and use" (Cheng et. al., 2010, p. 452).
After reading these articles, I was more interested in reading new forms of communication to share knowledge in an organization. As an instructor, I think that more educational institutions are trying to emphasize the importance of collaborative learning and the use of platforms that can store the information given by educators related to the teaching techniques or activities they use in class. The purpose of these digital platforms is to provide access to any instructor to this valuable informations to inspire them to explore new teaching ideas or teaching approaches.
Pershing, J. (2006). Human performance technology fundamentals. In J. A. Pershing (Ed.), Handbook of human performance technology (3rd ed.) (pp. 5-34). San Francisco: Pfeiffer.
Van Tiem, D. M., Mosely, J. L., & Dessinger, J. C. (2004). Performance technology - defined. In D. M. Van Tiem, J. L. Moseley, & J. C. Dessinger (Eds.), Fundamentals of performance technology (pp. 2-20). Washington, DC: International Society for Performance Improvement.
Cheng, J., Son, S., & Bonk, C. J. (2010). Technology and knowledge management. In M. Malloch, L. Cairns, K. Evans, & B. O’Connor (Eds.), International Handbook of Workplace Learning (pp. 381-391). Sage and Publications.
Hi Claudio,
ReplyDeleteI'm taking Dr. Brush's 621 and it is about HPT. I'm also confused about how it is to be in the real life. I think all models we have read in articles about HPT can be interpreted in different ways in different environments. I like a standpoint about HPT that it should be distinguished from pure training.
Hi Claudio.
ReplyDeleteYou touched on a lot of key areas in regarding to knowledge management. Knowledge management is vital for organizations; especially ones that are dynamic and upskilling their employees. Once employees move internally throughout a company, the knowledge moves with them which can be difficult for team to be sustainable. I like how you pointed out how it is important create ways to access the information. One of my colleagues mentioned how she would love to be a chief knowledge officer since their a dire need for both knowledge management and transfer. Thank you for your post!