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Chapter 6: How to Get Started—Implementing Predictive Evaluation

Basarab, David Berrett-Koehler Publishers PDF

Chapter 6

How to Get Started—

Implementing Predictive

Evaluation

So you’ve decided that you’re going to do a PE, and, yikes, it is your first one!

First, answer these questions:

• Will PE be used in deciding whether or not to move forward with training?

• Why is the evaluation being done; that is, what decisions does the company want to make during the evaluation?

• Who are the key stakeholders who should receive evaluation reports?

What do they want from the evaluation?

• What elements of a PE will provide the data to aid in the decisions that you and/or stakeholders want to make?

• When is the information needed?

• What resources are available to conduct the evaluation? Can a Steering

Committee be formed to aid with the evaluation? Will internal resources be used or will you employ external evaluation resources?

• Is funding available? What projects will be delayed or not done if PE is implemented?

• What existing evaluation practices are in place? Can they be leveraged and used in the PE? Will PE replace some of these practices?

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8 The Power of Rented Media

Henricks, Barbara Cave Berrett-Koehler Publishers ePub

CAN YOU REMEMBER THE FIRST TIME someone tried to explain Twitter to you?

Both of us distinctly remember rolling our eyes as soon as we heard the stomach-turning lingo (“Tweet me”) and swore we would steer clear of what sounded like the most self-centered and narcissistic social media platform yet (which is saying a lot). Honestly, we had enough on our plates—as we’re sure you do, too—without having to worry about who to list for #FollowFriday or what planet an @ reply was from.

Putting aside questionable phrases like tweet, follower, and DM, what bothered us most about Twitter is what we perceived to be a “me-first” focus it seemed to employ. The last thing people needed was another way to keep up with what we were doing.

For example, people didn’t need to know that we were attending Book Expo America, SXSW Interactive, or the Writers’ League of Texas Conference. Rather, they need to know about how what we are hearing and learning at those places can benefit them. Our tweets these days focus less on lunch and more on sharing knowledge.

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Medium 9781605096001

Sixteen: Commentary: Observations Concerning Pathways for Doing “Useful Research”

Mohrman, Susan Albers Berrett-Koehler Publishers ePub

GARY P. LATHAM

THE SPECIFIC HIGH GOALS of the workshop on which this book is based were, in my opinion, threefold: (1) Determine whether there is consensus among the presenters and discussants as to whether the interrelated academic fields of human resource management (HRM), industrial-organizational (I-O) psychology, and organizational behavior (OB) are in serious trouble from the standpoint of widening the scientist-practitioner gap. (2) Identify the causes for the gap if the gap is getting larger rather than smaller. (3) Provide prescriptive solutions on ways to at least minimize, if not eliminate, the gap between these two groups.

The workshop participants were predominately senior scholars whose academic careers exemplify the practice of science for the purpose of improving organizational behavior. Although his name was not invoked during the workshop, all of the participants have had careers that exemplify Kurt Lewin’s credo (1945) of no research without action, no action without research . “Useful research” was implicitly defined by some, and explicitly defined by others, as research that significantly influences and is influenced by practice in organizational settings. The desired reciprocal influence of these two domains has been discussed elsewhere (Latham, 2001a, 2001b), as have disagreements with this viewpoint (Hulin, 2001).

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46. The Future of Videoconferencing

Barlow, Janelle Berrett-Koehler Publishers ePub

131


Unquestionably, we live in a world in which video has come to play a major role. Most people are comfortable with videos that monitor behavior for security purposes. Video cameras record all types of crimes: convenience store robberies, police abuse of citizens, accidents, bribes, plane hijackings, and even abuse of a child by a babysitter. The public looks forward to broadcasts of “accidental” videotape that shows an event captured live that the participants thought was private.

Now video has moved into the business world as a communication device. Future VC applications will be far-reaching and can only be imagined today. One day in the future it will be commonplace for us to eat a meal with a group of friends at one hotel dining room while another group of friends thousands of miles away dines at a second hotel—and it will appear as if we were all seated at one long table. (A group of California entrepreneurs is currently seeking venture capital for this application.)

Wireless technology will introduce even greater possibilities for videoconferencing. Think of all the wireless applications being used today; then imagine a future that includes video images. For example, videoconferencing on a PDA will happen. It is just a matter of time.

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11. Learning Efforts Reveal Cultural Strengths and Rigidities

Schein, Edgar Berrett-Koehler Publishers ePub

The problems that surface with growth are invisible in the sense that they are unintentional, inevitable, and easy to overlook. Ken Olsen and DEC’s senior management saw some of what was happening with success and growth, but they did not fully appreciate how difficult it would be to develop fixes that would work. In a sense, what was invisible to them was the strength of the culture they had created and the difficulties that arose when they attempted to make changes in a still growing and highly successful organization. But learning and experimentation were highly valued, and Ken Olsen’s engineering background led to a tinkering mentality that suffused his thinking not only about products but about organization and management as well. He was willing to try all kinds of processes and mechanisms to address the various problems that arose as the technology and the organization evolved.

Experimentation seemed normal in the DEC culture throughout the 1980s, but it reflected more the engineering mentality of trying one thing after another than the scientific mentality of carefully reflecting on why certain experiments did not produce the expected results. Careful reflection was missing except at the Woods Meetings and in the context of various educational interventions that will be described in this chapter. Impulsive and intuitive tinkering was more the norm, especially in an environment where there were always multiple proposals for what to do coming from the various subcultures.

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