PerformanceXpress

International Society of Performance Improvement Newsletter
November 2006

Never Pay Dues Again! ISPI Announces a New Membership Level: Lifetime Membership

The International Society for Performance Improvement (ISPI) has announced a new membership level—effective immediately—that provides existing members and new members the option to “never pay dues again.” That’s right! Investing in a lifetime membership is $1,500; however, existing individual members converting to lifetime members can save up to 33%. Clare Carey, ISPI’s current president remarked, “ISPI is my professional home, and I know this is where I’m going to stay. Converting to a lifetime membership made the most sense.”

The newly-designed lifetime membership was created to strengthen the partnership between ISPI and its members, both old and new. As a partner, you belong to the Society focused on results and dedicated to helping your business grow by promoting the interests of the performance improvement industry. Former ISPI President Guy Wallace, the first to take advantage of the lifetime membership, said, “Having learned so much at ISPI over the past 26 years, I was pretty sure that that would continue. This offer made both financial and human capital development sense to me.”

By becoming a lifetime member, you support your profession and ISPI for years to come, and never pay dues again. According to recent lifetime member Chuck Georgo, “ISPI has been a part of my personal and professional life for a long time and signing up for life membership was a way for me to communicate my intent to keep the organization a part of my life for a very long time to come. I’ll never again have to worry about missing that membership renewal.”

Now is the time to join ISPI! Membership at any level will keep you informed of important decisions and changes that affect the business of performance improvement. Join now, and receive member discounts to attend ISPI’s 2007 International Performance Improvement Conference (April 30-May 3), in San Francisco, CA.

For complete details on the lifetime membership, click here, or download a copy of the brochure by clicking here.

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TrendSpotters: The Performance Map
by Carol Haig, CPT, and Roger Addison, CPT, EdD

Continuing with TrendSpotters’ tradition of sharing, we would like to focus on a model that has been of great help to us over the years and that has enabled us to partner with our clients for long-lasting performance improvement. Many ISPIers and a number of our clients are familiar with the Performance Map, developed by TrendSpotters’ own Roger Addison.

As the Performance Map expanded, we used it during diagnosis to ask our clients what the end result of a particular performance improvement solution would look like. In response, clients discussed the environmental impact of the solution and identified those functions that would be actively involved in implementation as well as others that would be indirectly affected.

Model Description
The Performance Map is a diagnostic tool consisting of four quadrants: Motivation, Environment, Learning, and Structure. The north-south axis looks at employee competence on a scale of 0 (low) to 10 (high). The east-west axis addresses the employee’s confidence in her or his ability to do the job, on the same scale. The quadrants are given added depth with the dimensions of Vision, Values, Beliefs, and Management Practices. Taken together these comprise the organizational culture in which performance takes place.

How to Use the Model
The Performance Map is scalable and can be used to address performance problems and opportunities involving one employee or an entire organization.

With the Performance Map in front of you and your client, determine the affected employees’ competence by asking your client such questions as:

• What skills do employees need to do the job?
• How would you rate their competence on this scale?

Next, assess the client’s confidence level in the employees’ ability to do the job by asking questions like:

• What are examples of employee accomplishments, behavior, attitudes, and contributions?
• How would you rate your confidence in the employees’ ability to do the job on this scale?

Mark the grid where the two ratings intersect to identify one of the four quadrants as the likely source of the performance issue. The dotted lines invite you and your client to consider how the other quadrants may have a part in the issue. As you work toward possible solutions with your client, consider the nature of the organization’s culture and the likely success of those solutions in that environment.

Clients find the Performance Map easy to understand. Hand your client a pencil, ask the questions above, and let your client mark the grid. A performance consultant who is a longtime user of the Performance Map tells his clients that all performance issues have to live somewhere in the organization. The Performance Map lets them see where that is. And, he adds, to successfully improve performance, any solution that is implemented must result in a Competence/Confidence score of 10/10.

Success Story
Here is a composite of many successes we have had with the Performance Map over the years. When clients are introduced to this model and have additional opportunities to work with it, they become better users. How do we know this?

Initially, clients come to us requesting a specific solution, usually training. With the Performance Map and questioning, we work with them to accurately diagnose the problem or opportunity and prescribe appropriate solutions. As clients learn about the Performance Map and the questions to ask, they begin to use the model on their own to develop a preliminary diagnosis, often with the realization that the solution they had in mind may not be all that is needed. They may still call what they want “training,” but very often the solution is something quite different. Savvy clients soon learn that many issues require a basket of solutions and the Performance Map can help them see where these should be implemented and which functions would be affected.

Ultimately, an accomplished client-user asks better diagnostic questions; takes more responsibility for, and ownership of, performance solutions; and moves from designing learning systems to designing performance systems—with a performance consultant’s help, of course.

Advice to Users of the Performance Map
To get started with the Performance Map, try using it for your next client request. On your own, with the preliminary information you have, ask yourself the basic questions we have provided above and have a go at plotting the answers on the grid. Then meet with your client and repeat the process. How accurate are your findings? Remember that one or more quadrants are likely to play a part in your performance diagnosis. Be sure to consider each one regardless of where your plot point falls.

For more details about the Performance Map, see chapter two, “The Performance Architect’s Essential Guide to the Performance Technology Landscape,” of the Handbook of Human Performance Technology (3rd ed.). Also, an excerpt of this chapter is provided in the November/December issue of Performance Improvement journal.

Links to the Performance Technology Landscape
The Performance Map supports these principles of Performance Technology:

Application Exercise
Review a completed project using the Performance Map, asking yourself the critical questions to determine if you included all the relevant factors in the project analysis and solution.

To review past contributions to the TrendSpotters Open Toolkit and find all the models and tools featured this year, click here.

If you have an HPT model or tool that supports you in your performance improvement activities, contact Carol Haig, CPT, at carolhaig@earthlink.net or http://home.mindspring.com/%7Ecarolhaig, or Roger Addison, CPT, EdD, at roger@ispi.org.

What's Your Theory?
by Mary Norris Thomas, CPT, PhD

Many of us glaze over when we come across any mention of “theory.” We’re practitioners, and we deal with real-world problems, not with theoretical mumbo-jumbo. Or do we? In its most basic form, a theory is a statement of an informed guess. That’s not so scary. Our clients even pay us to make informed guesses.

Use of the term “theory” varies from informal questions, like “What’s your theory about why the Dodgers lost last night’s game?” to highly complicated statements of mathematical functional relationships like the theory of relativity. Theories come in various forms and seem to have a language all their own.

Language of Theories
Because theories are informed guesses, we use cautious language, and the terms and definitions of theory language remain open to debate. For example, instead of describing a fact as true, we say that it is reliable or replicable (Arnoult, 1976). Or, instead of claming a theory has been proven, we say the theory has substantial empirical support. The use of the term “explain” is especially controversial, depending upon one’s definition:

• to make understandable or give the logical development of, or
• to show cause and effect.

The first definition seems to generate less controversy than the second. An argument against the second definition is that we will never get at cause and effect because we can never reduce an event to the cause. Therefore, to ascribe to cause and effect invokes an act of faith.

Although textbooks abound with definitions of theory, they are variations of a common theme. Theories help us to organize data and predict new data. We validate a theory (that is, demonstrate that it works as described and things behave as predicted) by making predictions deduced from the theory, which are then tested. Graziano and Raulin (2004) define “theory” as a collection of ideas about the relationships among variables. Marx and Hillix (1963) give us a more formal definition of theory as a group of functions deductively connected permitting us to make generalizations beyond the data that are used to bridge gaps in knowledge.

Categories of Theories
As I mentioned earlier, theories come in various forms and with schema for classifying them. Theories may begin as descriptions of events and mature to predictive utility. Consider the following migration from description to prediction provided by Arnoult (1976). A descriptive theory summarizes and categorizes a large body of observations. The theory functions as a classification schema. For example, a behavioristic theory may characterize observed events as being stimuli or responses, and then further subdivide them accordingly as present or past events. Furthermore, the classification schema must be testable. At the descriptive stage, the theory does not generate predictions, but the theory may mature into a predictive theory, which generates testable predictions. A predictive theory must be capable of describing, in advance (predicting), observations that have not yet been made. Furthermore, the predictions must be testable. In contrast, a descriptive theory is capable only of “postdiction” because it can only summarize and classify events that have already been observed.

Properties of a Good Theory
What makes for a good theory? One that is elegant, powerful, fertile, and testable (Arnoult, 1976). An elegant theory accounts for a phenomenon in the simplest possible terms, using the fewest possible factors and most straightforward relationships. Power refers to the number of different kinds of events that can be accounted for by the same theory. Practically, theories may apply to only limited domains of events. However, a powerful theory is one that accounts for a large domain. The property of fertility refers to the ability of a theory to predict new observations. A theory may do a good job of describing events that have already been observed, but may not predict as-yet-unobserved events. Finally, a theory must be testable and, therefore, falsifiable. A theory is testable only if it is possible to demonstrate that its predictions can be wrong. We do not prove a theory; instead, we fail to disprove it. Keep in mind, a theory may be highly regarded despite our inability to confirm its predictions. For example, Einstein predicted how the fourth dimension (time) should behave, but we have not yet been able to demonstrate that it does behave that way.

Models
Models are very useful. They help us to visualize how things work. However, a model is not the same as a theory. A model is a simplified, often graphical, representation of something. A model does not explain or predict. Marx and Hillix (1963) differentiate a model from a theory in that a model has no “if, then” or functional relationship statement and is, therefore, not testable. The HPT model is a good example. It is a graphic representation of a process. It does not explain or predict. It has no “if, then” or functional relationship statements. A good model is one that duplicates the critical features and functions of the event. The challenge here is identifying the critical features and functions. A model may serve as an early developmental step toward theory construction. Eventually, the model is judged inadequate because the only model that could fully represent the event in every detail would be identical to the event itself. To rephrase a common textbook example, “When you build a model that can do everything a performance technologist can do, you have a performance technologist.”

References
Arnoult, M.D. (1976). Fundamentals of scientific methods in psychology (2^nd ed.). Dubuque, IA: W.C. Brown.

Graziano, A.M., & Raulin, M.L. (2004). Research methods: A process of inquiry (5th ed.). Boston: Allyn and Bacon.

Marx, M.H., & Hillix, W. (1963). Systems and theories in psychology. New York: McGraw-Hill.

Mary Norris Thomas, CPT, PhD, CEO of The Fleming Group LLC, specializes in organizational behavior, studies and analyses, and armed services command and readiness programs. She is a long-standing activist in ISPI, currently serving as founding Chair of the Science and Research Professional Community and Professional Community Steering Committee member.  Mary welcomes your comments at mnthomas@fleminggroup.com.

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From the Board: 2005-2006 Financial Status Report
by Robert Bodine, CPT, PhD, ISPI Director and Treasurer

ISPI Executive Director Richard Battaglia and the staff have again worked hard to provide proper stewardship and administration of your Society’s funds. The fiscal year ended on September 30, 2006, and proved to be another challenging year from a financial perspective. As a result of lower than projected revenue from the Annual Conference and workshops in Dallas and the Fall Symposia, ISPI experienced a deficit. The revenue history is shown in the following chart:

Figure 1. ISPI Revenue History.

The Society continues to maintain its reserve to ensure stability and fund future investments in programs, services, and member benefits. The fund balance history is shown in the following chart:

Figure 2. ISPI Fund Balance History.

Both charts tell essentially the same tale. ISPI is recovering its financial footing from the low year following September 11, 2001, but we have work to do to continue to maintain our reserves and to grow the Society in numbers and value to members.

Much has been done to increase our revenue mix. However, conferences and workshops remain as our two major revenue sources. When those perform well, the Society’s finances are strong. When they do not meet expectations, our finances reflect it. The Board and staff are looking at this critical issue. A tangible response from the Board during the September meeting was to commission a professional marketing firm to assist in defining our brand, our market segments, and our value proposition for present and future members. Our mission is strong and our history is replete with examples of our ability to respond to downturns in membership or conference attendance. This investment in marketing expertise will help us re-focus our marketing and sales initiatives and develop a laser-sharp execution of our strategic plan.

In accordance with our operating standards, a full financial report for the prior year will be provided at the Annual Conference. If anyone has specific questions prior to that date, feel free to contact me at bob.bodine@medtronic.com. Again, thanks to Rick and the staff for their performance.

IMA Dissertation Award: Apply Today

The IMA Hope Richardson Dissertation Award is given to foster and disseminate research in the practice of workplace learning and performance. It is presented every two years to the person who has submitted the best doctoral dissertation for which a degree has been granted.

The winner will receive:

• Commemorative plaque presented at the awards ceremony during the IMA 20^th Anniversary Conference to be held in Atlanta, Georgia, 2007.
• US $1,000 cash prize to be used for conference travel and expenses.
• Designated place on the 2007 IMA international conference program to present the research.
• Announcement of the award and a summary of the findings in IMA publications and on the website.
• All nominees receive a one-year paid membership in the International Mentoring Association with all benefits.

For full details, contact Linda Stromei, PhD, Chair of the Dissertation Committee at linco@comcast.net or 505.898.0511.

Little-Known Marketing Techniques for HPT
by Richard F. Gerson, PhD, CPT

Marketing human performance technology (HPT) is not as easy as it sounds. Although the field makes sense to us, the practitioners of HPT, many others do not know or understand who we are and what we do. Typical marketing and advertising techniques will only get part of the job done. That is because people are used to these techniques. Therefore, marketing messages communicated in “traditional” ways do not break through the clutter. They are not disruptive enough.

Here are several ideas on how to market HPT more effectively using some little-known and positively disruptive techniques:

Consortium Marketing
Get together with five or six other, non-competitive local small businesses and form a marketing consortium. This group is led by an experienced outside marketing consultant who can develop and help you implement tactical marketing plans that are both general enough to work for everyone in the consortium and specific enough to focus on your HPT business. Your group meets once a month to review previous marketing efforts and to receive new marketing ideas from the consultant. The group also shares their successes and failures with previous marketing efforts. If someone in the group has sufficient marketing background, then there is no requirement for an outside consultant.

Contract Marketing Directors
You can hire a $100,000+ a year marketing director to market and promote your HPT business on a part-time basis. This CMD comes into your company on a regular schedule once or twice a month for only a $1,000 or $2,000, or whatever you can afford, and works with you to develop and implement tactical marketing plans. If you hire a marketing director for $25,000, you get a $25,000-a-year marketing person. But, if you contract with a high-level marketing person for a piece of his or her time at a portion of his or her “salary,” you still get that person’s $100k value each time you meet with him or her. And, to make it even better for you, get a few of your friends together and you can all get a piece of this marketing expert (see Consortium Marketing above).

Cooperative Marketing
Find another HPT business that does not compete with you geographically. Convince them that by cooperating, you can hire a $100,000+ marketing director for a minimal cost each that will service your businesses (similar to the CMD idea above). This marketing person will create and adapt individual marketing plans for your businesses that are tailored to each geographic market. The tactics will be the same, with just a few twists based on the areas for implementation. The marketing person will also identify ways each of your businesses can possibly share customers if your expertise is in different areas of HPT.

Here is another truth about implementing a successful marketing campaign. Find marketing partners. That’s right—partners. These are people who will find it in their best interest to help you achieve your goals, just as you will find it in your best interest to help them achieve theirs. We call this Partnership Marketing Techniques.

Partnership Marketing Techniques

• Joint Venture: You provide the program for another company’s clients and share the profits. They may provide the marketing or the clientele, or vice versa.
• Host-Beneficiary: Your product or service is sold to someone else’s client list, regardless of who delivers the program. Or, you sell your services to someone else’s list with their permission and endorsement. Each of you shares in the profits.
• Co-op Marketing: Two non-competing companies share marketing programs and expenses to the same prospects. Or, you ask a vendor to share the marketing expenses with you.
• Affiliate Program: This is mostly used with web-based sales. People place a link to your site on theirs for a percentage of sales.
• Hidden Assets: You work with companies to create programs that use their current client list for incremental sales. This is the same as developing repurchase programs for clients.
• Reciprocal Referral: You guarantee referrals to one single source supplier in return for the same behavior.
• Private Referral Network: You pay referral fees to reps who generate leads that become your clients or you join a referral or leads club (public or private).
• Licensees: Create a product or service that others can sell and distribute for a license fee (e.g., reprint rights to your training and performance consulting manuals).
• Per Inquiry or Per Order: With Per Inquiry, you pay for all leads that are given to you who show an interest in what you are selling. With Per Order, you pay only for sales the source generates, or you receive payment if you are the source.

There you have it. Several different, little-known and unique ways you can market and grow your HPT business.

Note: If you would like more information about ISPI’s Marketing Communications Committee, please contact Ken Steinman at ksteinman@comcast.net.

Richard Gerson is President of Gerson Goodson, Inc., a performance consulting and coaching firm that helps clients align their people, performance, and results to be more effective in accomplishing their objectives. Dr. Gerson is the author of 21 books and over 400 articles. He may be reached at richard.gerson@richgerson.com.

Calling All Annual Conference Bagel Barrel Presenters

At the 2007 International Performance Improvement Conference in San Francisco on Wednesday, May 2, from 8:30-10:00 am, we will be presenting a Bagel Barrel. The Bagel Barrel is one of the most popular conference features. The idea is simple: fill a hotel ballroom with more than 35 presentations, one topic per table, and let conference participants choose their favorite topics. During each of the three 20-minute sessions, participants move to a different table to hear a new topic. It is high energy, fast-paced information, and loads of fun!

Do you have a cool idea, a brilliant performance tool, or unique technique you would like to share? This is a great way to get your feet wet presenting at an Annual Conference. It is easy; you take one topic and create a 20-minute presentation to present to a table full of eager participants. You repeat it three times.

Here is what we need from you, if you want to be considered to be a Bagel Barrel presenter:

1. Confirmation that you have or will register for the ISPI 2007 Annual Conference.
2. A brief title for your presentation. Make it catchy to help “sell” your topic in the Bagel Barrel listing.
3. A brief, one or two sentence description of your topic that will be used in the conference material. We will also use the same statement to evaluate your topic. Evaluation criteria:
   • Presentation is focused on the needs of a performance audience
   • Can be presented in 20 minutes
   • Likelihood that people would be interested in the topic
   • A simple handout is not required, but highly encouraged
4. Contact information so we may reach you.

The deadline to submit your Bagel Barrel presentation is December 15, 2006. Invitations to presenters will be made by January 31, 2007. Send your proposal via email to: conference@ispi.org with the subject line: Bagel Barrel Presentation Proposal. If you have questions, contact Kim Akoto, ISPI director of meetings, at kima@ispi.org.

All Bagel Barrel presenters receive a “Presenter” ribbon and the satisfaction they are doing their part to spread the performance improvement message and make this the best conference ever. It’s a great way to get involved!

Mentors Matter
by Monique Mueller, CPT

When you find yourself solving problems by working backwards from results, when you see process chains instead of isolated events, then the diagnosis is evident: You are a performance technologist. I have frequently been asked how I mutated from a manager to a performance technologist. It was not by a well-planned strategy to close a knowledge gap, but by the sheer luck of having a friend who aroused my curiosity for HPT. I attended the first—and thus far only—European Curriculum for Performance Improvement. Led and organized by Klaus Wittkuhn, a longtime German ISPIer and performance consultant, this curriculum offered attendees exposure to best practices and thinking from ISPI.

Opportunities to apply my freshly acquired skills were abundant. I was reckless enough to grasp these opportunities and get started. Outsch! Training alone did not turn me into a practitioner. I lacked experience, had no role model, and ran into all sorts of stuff, which was startling and seemed beyond my capacity. The life buoy came from ISPI. Not more training; instead, generous sharing of advice, examples, readings, and contacts. I am grateful to many people at ISPI for their support. Two persons went even further: Roger Addison and Klaus Wittkuhn. For years, they listened patiently to my problems, read interminable emails, endured my changing moods of anguish or euphoria, provided me with tools and techniques, and led me to find my own HPT approach. This is the very best a mentor can do: not solve the problems, but gently lead the person to find solutions on his or her own.

Today, I find myself doing the very same: Passing along my know-how, expertise, and contacts to new ISPIers on the road to becoming performance technologists. I have turned into a mentor and am delighted to go on with this great tradition of ISPI and to give what I had the fortune to receive.

Mentoring also works well with clients! Instead of going into an organization to play the “know it all,” I am often asked to guide inside consultants through projects. They do most of the actual work, such as assessment or choosing interventions, and I supervise and advise. Organizations then internalize the skills relevant to our profession and build know-how by doing.

By any means, I still need mentors. There is plenty of new land within our field that I have never entered, and where I need advice. The center of gravity, though, has changed: Most relationships with my friends from ISPI focus now on peer-to-peer coaching. We get together whenever we find an occasion—conferences in the United States and Europe or specially planned events, or we meet virtually. We listen to each others’ projects; jointly answer questions to our problems, which usually leads to further questions; and share possible solutions. What a privilege to be part of this network.

Monique Mueller, CPT, is a founding member of ISPI Europe and the co-chair of ISPI’s 2007 International Performance Improvement Conference. During her many years of working experience, she had such disparate positions as international trade manager for agricultural products, court translator, social worker for refugees, managing director of a training company, and senior manager for HRD at a bank. Since 2001, Monique has been director of la volta consulting, a Zurich-based company specializing in performance improvement, change processes, and organizational culture projects. She may be reached at monique.mueller@lavolta.ch.

Not your Typical HPT: Longtime ISPI Members Release New Books

My Mother Can Beat Up Your Father
by Danny Langdon

Rare was the woman who competed and succeeded in a man’s work world during and after the Second World War. Widowed at the age of 34 in 1946, Marian Langdon, mother of nine children, became the instant owner and operator of her own scrap metal business. She not only worked with a cutting torch in a rough and tough business, she succeeded while raising her family. At the same time, she contributed enormously to her community. Honored as Mother of the Year in her own state, and runner-up in the nation, she taught her eight children to be model citizens. Given the challenges she had to overcome, and the tenacity she displayed, her example is an inspiration to all of us—single mothers, parents, business women and others. Marian’s story—filled with fascinating tales of Idaho in mid-20th century America—is told with love and filled with parenting insights for all of us today.

Click here for more information on this book available through the PublishAmerica Online Bookstore.

The Reluctant Miracle Man
by Robert F. Mager

When Jenna Trayne’s oncologist sadly informs her that there is nothing more to be done for her cancer, she pleads with her husband, Frank, for one last evening of intimacy before she dies. Determined to make the evening special, Frank and Jenna savor every moment in each other’s arms. The morning after they make love, Jenna’s pain vanishes. Two days later, she feels completely recovered. Both Frank and Jenna are stunned. How could this be possible?

Joyful and a bit skeptical over Jenna’s unexpected second chance at life, Frank believes her cancer is in remission. Jenna, however, harbors the growing conviction that her husband has somehow contracted a miraculous “gift” that has cured her. Frightened by his vision of the dire consequences of using the “cure” word, Frank sets out to prove he is not the cause of his wife’s astounding recovery.

Thus begins an emotional journey through a bizarre series of events involving painful decisions and difficult choices for the couple. Jenna and Frank’s peaceful life becomes increasingly chaotic until Frank’s unexpected—and unwelcome—“gift” leads them to the brink of death.

Click here for more information on this book available through the iUniverse Online Bookstore.

ProSeries: In-Depth Learning from Experienced Professionals

This month, the International Society for Performance Improvement is offering an incredibly informative line-up of ProSeries Workshops: November 14-15 and 16-17, 2006, in Atlanta, Georgia. And, you still have time to register!

NEW! Sharon Shrock and William Coscarelli’s Constructing and Critiquing Level Two Evaluation and Certification Systems will provide you with the basic tools to critique currently existing tests in your organization as well as turnkey skills for creating defensible Level Two assessments or certification tests.

Geary Rummler’s Introduction to Serious Performance Consulting will take you beyond job-level performance improvement for individual workers to an exploration of the process and organizational levels of performance improvement where HPT practitioners really can make a lasting contribution to their organizations.

NEW! Margo Murray’s Managing Mentoring Processes for Measured Results will provide guidelines and practice in the front-end strategies—needs/readiness assessment—and back end—evaluation and continuous improvement—to create sustainable mentoring processes.

Judith Hale’s Results through Effective Implementation will investigate what it takes to implement an initiative beyond the rollout so that new behaviors, technology, standards, and values are adopted by the organization to produce the promised results.

A pre- and post-workshop conference call is included in the registration fee to provide participants with an opportunity to ask questions beforehand or clarify material upon returning to the office.

Upcoming Schedule

• Atlanta, Georgia, November 14-15, 2006: Judith Hale and Geary Rummler
• Atlanta, Georgia, November 16-17, 2006: Sharon Shrock & William Coscarelli and Margo Murray
• Phoenix, Arizona, February 20-21, 2007: Margo Murray and Geary Rummler
• Phoenix, Arizona, February 22-23, 2007: Carl Binder and Sharon Shrock & William Coscarelli

For more information or to register, visit www.ispi.org/ProSeries or call 301-587-8570.

Newsletter Submission Guidelines

ISPI is looking for Human Performance Technology (HPT) articles (approximately 500 words and not previously published) for PerformanceXpress that bridge the gap from research to practice (please, no product or service promotion is permitted). Below are a few examples of the article formats that can be used:

In addition to the article, please include a short bio (2-3 lines) and a contact e-mail address. All submissions should be sent to april@ispi.org. Each article will be reviewed by one of ISPI’s on-staff HPT experts, and the author will be contacted if it is accepted for publication. If you have any further questions, please contact april@ispi.org.

PerformanceXpress is an ISPI member benefit designed to build community, stimulate discussion, and keep you informed of the Society’s activities and events. This newsletter is published monthly and will be emailed to you at the beginning of each month.

If you have any questions or comments, please contact April Davis, ISPI’s Associate Executive Director, at april@ispi.org.

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