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| Engineering Organizational Performance to Produce Desired Client and Stakeholder Outcomes |
| Friday, May 22, 2009 |
| 10:00 AM–5:00 PM |
| North 229 A |
| Area: OBM/AUT; Domain: Service Delivery |
| CE Instructor: Gail Wayman, M.Ed. |
| GUY S. BRUCE (Florida Institute of Technology & Appealing Solutions, LLC) |
| Description: Behavior analysis has spawned powerful technologies for helping people, but human service agencies often have difficulties implementing those technologies, a problem which limits their success. The most effective technologies will fail if they are not implemented correctly. This failure is a problem at the organizational, process and individual levels of performance.
Organizational Performance Engineering is the application of behavior analysis to solve organizational performance problems so that individuals and organizations can achieve desired results. The process is called PARSE, an acronym which stands for 1) Pinpoint performance problems worth solving, 2) Analyze their causes, 3) Recommend the best solutions, 4) Solve the problems by designing and implementing the best solutions, and 5) Evaluate the effectiveness, efficiency and return on investment of the solutions that you implemented.
The PARSE process is “cybernetic” or self-correcting, because organizational performance engineers use data on the effectiveness, efficiency, and return on investment of their solutions to redesign their solutions until they have achieved desired results at an acceptable cost. The skills you acquire in this workshop will allow you to solve performance problems at the individual, process or organizational level. |
| Learning Objectives: At the conclusion of the workshop the participant will know how to perform the following skills:
1) After collecting information about a client’s desired results and the performance necessary to achieve those results, the designer will pinpoint the client’s performance problems by a) defining the client’s desired results and performance and b) evaluating current results and performance to decide whether the problem is worth solving.
2) Given information about the causes of a client’s performance problems, the designer will analyze those problems, classifying them as “can-do,” “know-how,” and/or “want-to” problems and identifying their causes as defective resources, training programs, and management practices.
3) Given an evaluation of the client’s current performance problems and an analysis of their causes, the designer will list possible solutions, considering the estimated value, cost and compliance of each solution with ethical standards, and recommend those solutions with the best return on investment.
4) Given a list of recommended solutions to a performance problem which may include resources, training, and performance management, the designer will solve the problem by designing and implementing the solutions which may include more efficient resources, training, or performance management practices.
5) After collecting measures of improvement in performance and results, the time and costs to produce that improvement, the designer will evaluate solution effectiveness, efficiency, and return on investment, and recommend design changes needed to produce further improvements. |
| Activities: 1) Participants will gain fluency in component skills of organizational performance engineering by practicing with flashcards, measuring and graphing their own learning efficiencies.
2) Participants will practice solving organizational performance problems with case studies provided by the instructor.
3) Participants will discuss their performance-engineering projects, presenting their work to the instructor and fellow students and helping their fellow students solve project-related problems. |
| Audience: This workshop will be of interest to anyone responsible for solving human performance problems, whether these exist at the organizational, process, or individual levels. It can help agency directors change the flow of resources and feedback to and within their organizations so that their agencies can achieve their missions of helping people. It can help agency managers redesign work processes so that staff are able to work together more efficiently to help people. It can help agency supervisors and trainers provide more efficient resources, training, and management practices so that individual staff will be more effective in helping people. |
| Content Area: Practice |
| Instruction Level: Basic |