Week Nine - HPT Overview

 “Human performance technology is the study and ethical practice of improving productivity in organizations by designing and developing effective interventions that are results-oriented, comprehensive, and systemic” (Pershing, 2006, pg. 6). Pershing warns that no definition will ever be as relevant as it was in the time period it was written but his definition seems all-encompassing. There are a few specific aspects of HPT that stood out to me from Pershing’s detailed explanation of the words used in his definition. HPT is results-oriented—first and last (Pershing, 2006, pg. 13). I have used the very common SMART goal strategy for as long as I can remember. SMART goals force the goal setter to think ahead to analyze the problem being addressed as well as providing a valid way to measure success. Pershing also walks through a model of HPT, the starting point being a void or gap. In the years I have used SMART goals with clients the struggle is never identifying that there is something that could be improved or the ‘gap’, the struggle comes in isolating it enough to make goals that will instill worthwhile change for the individual. It’s challenging enough for an individual to think through these things so to put it on an organizational level where countless people are involved brings us back around to the pick-up sticks game. It is necessary to identify the type of gap, weighed against the values, norms, culture, structure, performance, and environment of an organization. Most of the time it is not likely gaps can be completely isolated nor will they have linear solutions. Recognizing their weight will directly impact the depth of effort put into improving the gap. “Too often, nonaligned performance-improvement initiatives are undertaken, resulting in suboptimal behavior” (Pershing, 2006, pg. 18).

Pershing also touches on the intervention selection. He references Argyris and Spitzer identifying the necessities of making the client be involved as well as owning their choices in order that intervention will be successful. I worked under someone who would change her mind on a dime, never really committing to anything for any length of time. It made for a difficult work environment for all of us because no one ever knew what would be important on any given day.

Pershing’s reference to the old game of “pick-up sticks” (2006, pg. 14) was one of the most helpful analogies I have encountered in all of our readings this semester! Every week I have found myself at least a little bit frustrated. It often feels like each theory we read about as it progressed through history was thought to be the next best thing and the solution to solve all learning problems which of course is unrealistic. Though there are distinctions, HPT, HRD, IST, and ID have a great deal of overlap. I would not go so far as to say they are all the same thing but in different contexts. Maybe more that are different parts of the larger picture in much the same way as front-end/back-end web development. They are simply different pieces that fit together to produce something, in our field that should be learning.


Pershing, J. (2006). Human performance technology fundamentals. In J. A. Pershing (Ed.) (2006), Handbook of human performance technology (3rd ed.) (pp. 5-34). San Francisco: Pfeiffer.

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