Performance Support - System Analysis

Question 1

Systems thinking in organizations

Answer 1

the process of understanding how things influence one another within a whole; in orgs, systems consist of people, structures, and processes that work together to create an effective organization

Question 2

The connection between systems thinking and performance improvement

Answer 2

it examines problems holistically to identify the underlying relationships causing the problem in order to find the best place/way to create an effective performance solution

Because performance improvement introduces change into a system, systems thinking helps TD professionals understand the effects it will have on the whole system and on business results

Question 3

Many problems are ________ and a simple solution may not actually be so simple. Any actions taken may have other ________ that may make the overall situation worse.

When dealing with a complex system and its many interdependencies, the main objective is to look for ________ (6 words) , remembering the ________ of all people, processes, equipment, and materials in a system.

System boundaries are defined to reduce the problem’s ________ and maintain an analysis focus. Boundaries that are defined too ________ create a complex analysis. Boundaries that are defined too ________ lead to a localized analysis, possibly excluding significant variables.

An ________ system can be influenced by events outside the system; a ________ system is self contained and outside events can have little influence upon it. In reality, many things are a mixture of ________ and ________ systems.

In a complex system the influence may not be found ________ the ________ .

________ behavior will usually get worse before it gets better.

Many of the interconnections in a system operate through the flow of ________ . When improving a process, determine ________ the information exists.

The ________ ________ part of the system, its function or purpose, is often the most crucial determinant of the system’s behavior.

Everything humans think they know about the world is a model, but the models fall short of fully representing the ________ ________ .

Answer 3

complex; consequences
the best places for performance solutions; interconnectedness
scope; broadly; narrowly
open; closed
near; symptom
resistance
information; where
least obvious
real world

Question 4

Changes to org systems have a cyclical effect on what? Change affects this, and in turn, this affects the solutions implemented.

Answer 4

Org culture

Question 5

Cultural and global factors that can influence org systems

Answer 5

• economic factors, such as pricing and local currencies
• social interactions, such as the norms of society and local practices
• traditions, such as local holidays

Question 6

Why do many org transitions fail?

Answer 6

Because management didn’t consider the human factors in merging different cultures

Question 7

4 stages of people going through transitions, such as mergers and acquisitions

Answer 7

• Disengagement
• Disidentification
• Disorientation
• Disenchantment

Question 8

What is disidentification during org transitions?

Answer 8

a reaction to change when employees believe they have lost their identities and become vulnerable

Question 9

What is disorientation during org transitions?

Answer 9

A reaction to change when employees are lost and confused, do not know where they fit in, or what they think.

Because they don’t know the priorities or direction, they spend time determining what should be done instead of how to do it.

Question 10

What is disenchantment during org transitions?

Answer 10

A reaction to change distinguished by the feeling of being disappointed with something and no longer believing that it is good or worthwhile.

In change management, disenchanted employees may become negative or angry and seek support.

Question 11

A reaction to change distinguished by the feeling of being disappointed with something and no longer believing that it is good or worthwhile.

Answer 11

Disenchantment

Question 12

A reaction to change when employees are lost and confused, do not know where they fit in, or what they think.

Answer 12

Disorientation

Question 13

a reaction to change when employees believe they have lost their identities and become vulnerable

Answer 13

Disidentification

Question 14

During this stage of org transition, employees don’t know the priorities or direction, they spend time determining what should be done instead of how to do it.

Answer 14

Disorientation

Question 15

During this stage of org transition, employees may become negative or angry and seek support.

Answer 15

Disenchantment

Question 16

What are two key types of knowledge that are needed during the business analysis stage of the ATD’s performance improvement model?

Answer 16

Industry knowledge and organizational/corporate knowledge

Question 17

What is the purpose/value of collecting broad corporate knowledge during the business analysis stage?

Answer 17

This info identifies important business goals and where the org is not achieving these goals; it also gives the TD professional a broad overview of the org, which helps TD professionals determine where successful change can happen

Question 18

What are examples of broad corporate knowledge inputs? (6)

Answer 18

• the industry segment
• organizational structure
• formal and informal power structures
• knowledge transfer
• how the organization might affect its own industry
• potential changes

Question 19

What are examples of industry knowledge inputs? (2)

Answer 19

• the competitive environment and what the organization’s competition is doing, as well as new and emerging technologies, innovations, market demands, and so forth
• compliance issues, such as health, safety, and financial reporting requirements by industry, country, or region

Question 20

What is the ultimate goal of organizational learning?

Answer 20

to acquire the ability to successfully adapt to changing environments, increase efficiency, and be more competitive

Question 21

What are the 4 ways orgs gain knowledge through experience?

Answer 21

• Individual learning
• Team learning
• Organizational learning
• Inter-organizational learning

Question 22

Individual learning

Answer 22

individuals learn skills or ideas, and implement or transfer the new knowledge to their work

May or may not share that knowledge with others; if they leave without sharing their knowledge, org loses it

Question 23

Team learning

Answer 23

individuals within a team acquire and share their experience and knowledge with others

If the group uses this information to modify their future actions, group learning has occurred, which promotes teamwork.

Question 24

Senge’s 3 dimensions of team learning

Answer 24

• think insightfully about complex issues
• take innovative, coordinated action
• create a network that will allow other teams to take action as well

Question 25

Organizational learning

Answer 25

the method an organization uses to create knowledge that relates to its mission and organize it in a way that subunits or functions can use

Occurs within different functions/activities, at different speeds, in different ways

Question 26

Inter-organizational learning

Answer 26

dependent upon alliances, collaboration, and a willingness to learn from one another, occurring in fixed business models, such as franchising situations

Advantages include reducing time or expenses, decreasing risks, or learning faster by applying the same ideas or modifying them, which can lead to innovation

Question 27

What is the role of human factors of learning and performance improvement?

Answer 27

These should be assessed early in the process to determine if they can be avoided/minimized/mitigated during the solution stage; can be related to job steps, process interactions, individual characteristics, or org expectations

Question 28

What are the 3 intrinsic human factors in learning?

Answer 28

Knowledge, Skill, Desire

Question 29

What are the 2 extrinsic human factors in learning?

Answer 29

Environment, Opportunity

Question 30

What is knowledge as an intrinsic human factor?

Answer 30

the cognitive abilities needed to perform a job

Results of lack of knowledge include:
- inability to identify essential behaviors necessary
- use of incorrect or inefficient actions on the job
- lack of familiarity with systems, processes, and tools

Training can improve knowledge and solve performance problems based on inability to do a job correctly.

Question 31

What is skill as an intrinsic human factor?

Answer 31

physical movement, coordination, or the use of motor activity to accomplish a task

Lack of skills can include:
- inability to identify essential behaviors necessary
- use of incorrect or inefficient actions on the job
- lack of familiarity with systems, processes, and tools

Training can improve skill and solve performance problems based on inability to do a job correctly.

Question 32

What is desire as an intrinsic human factor?

Answer 32

Lack of motivation to do a job; problem cannot be solved by training

Underlying causes can be at the individual, process, or org level; causes can include:
- lack of feedback
- differing priorities
- conflicts between personal values and job requirements
- rewards for incorrect behavior
- punishments for appropriate behavior
- lack of appreciation for accomplishments
- lack of adequate compensation, benefits, and other rewards

Question 33

What is environment as an extrinsic human factor?

Answer 33

a lack of resources, such as tools, equipment, furniture, hardware and software, and inappropriate physical conditions

May cause the inability to perform job tasks

Question 34

What is opportunity as an extrinsic human factor?

Answer 34

relates to whether the performer is actually able or allowed to do the job; e.g., if employees have too many tasks that don’t support org goals, they may never have time to do the right work