Implementing HPT Interventions
EME 6427
(3 semester hours)
Course Description
Human Performance Technologists work in organizations in many different ways; the
role of HPT professional is multi-faceted, ranging from analysis, to intervention
selection, to change manager, to evaluator. This class focuses on the role of the HPT
professional as a change manager. Within this role, HPT professionals will explore topics
related to change models, individual needs and group dynamics, and planning for HPT
projects. The implementation of instructional and non-instructional interventions follows
a process model that meets education and training needs of the organization and guides
the student in developing strategies for implementing those interventions.
Purpose of the Course
The purpose of this course is to provide education and training leaders with the skills to
understand and develop change strategies and to determine organizational changes, and
actions needed, in order to provide stakeholders and decision makers with the best
possible change interventions.
Major Goals
Upon completion of this course, HPT practitioners will systematically develop change
strategies for interventions that identify human and organizational needs, and
successfully adopt change models for innovations, and interventions.
Objectives
A. Creating a Framework for Change
a. Identify change models
b. Develop strategies for implementing identified interventions into
organizational structures
c. Identify system resources required for interventions and implementation of
those interventions
d. Justify the need for change and innovation
e. Articulate an organization’s commitment to and readiness for change and
innovation
f. Develop strategies for implementing and maintaining change
g. Create action plans for introducing and consolidating interventions
h. Create plans for managing and reducing individual and organizational
resistance
i. Develop strategies for motivating and rewarding employees and
management as changes are implemented
B. Establishing Group and Organizational Communications Channels
a. Identify communication models
b. Generate strategies for introducing change and innovations
c. Develop strategies for facilitating stakeholder communication
d. Develop strategies for forming and maintaining effective groups
e. Develop strategies that facilitate individual, group, and organization
communication, interaction and needs
f. Develop strategies for facilitating group processes and dynamics
g. Develop strategies for facilitating and empowering teams
C. Planning for Implementation
a. Use project management strategies to develop timelines for
implementation projects
b. Develop strategies that facilitate implementation processes
c. Develop strategies for managing and monitoring implementation
processes
Course Requirements and Evaluation
Required Text
Cohen, D. (2005) The Heart of Change Field Guide, Tools and Tactics for Leading
Change in Your Organization. Harvard Business School Press: Boston MA.
Mourier, P.& Smith, M. (2001). Conquering Organizational Change: How to Succeed
Where Most Companies Fail. CEP Press: Atlanta, GA.
Kotter, John P. The Heart of Change: Real Life Stories of How People Change Their
Organizations. Harvard Business School Press: Boston, MA.
Assignments
Mid-Term Examination: knowledge-level examination of multiple choice, true/false,
short answer (30%)
Mini-Case Analysis: Analyze case according to specifications. Case analysis should be in
narrative-report form. (20%)
Change Strategy Database: Develop a database of problems and solutions related to
change. (20%)
Change Plan: Develop a research-based implementation plan that defines, explains, and
justifies individual, group, and organizational requirements, resource requirements,
project management issues and timelines, and general evaluation issues. (30%)
Grades
94-100 A 87-89 B+ 77-79 C+ 67-69 D+
90-93 A-
83-86 B
73-76 C
63-66 D
80-82 B-
70-72 C-
Below 62 F
Attention:
If you have a need for any class accommodations or special test taking arrangements
because of a physical and/or perceptual limitation, please get in touch with the instructor
at the earliest time possible. Please leave your name and phone number so the instructor
can contact you to set up an appointment.
Bibliography and References
Bartunek, J.M. (2003). Organizational and Educational Change: The Life and Role of a
Change Agent Group. 2003: LEA.
Christensen, C.M. (2000). The Innovator's Dilemma. Boston: HarperBusiness.
Hambrick, D.C., Nadler, D.A., Tushman, M.L. (1998). Navigating Change: How CEOs,
Top Teams, and Boards Steer Transformation. Boston: Harvard Business School Press.
Holman, P. & Devane, T. (1999). The Change Handbook: Group Methods for Shaping
the Future. San Francisco: Berrett-Koehler.
McLagan, P. (2002). Change is Everybody's Business. San Francisco: Errett-Koehler
Publishers, Inc.
Ottaway, R.N. (1979). Change Agents at Work. Westport, CN: Greenwood Press.
Quinn, R.E. & Cameron, K.S. (eds.) (1988). Paradox and Transformation: Toward a
Theory of Change in Organization and Management. Cambridge, MA: Ballinger
Publishing Company.
Ripley, D.E. (1998). Pasmore on Creating Strategic Change: Designing the Flexible,
High-Performing Organizations. In P.J. Dean & Ripley, D.E. (eds). Performance
Improvement Interventions: Culture & Systems Change. (pgs. 250-273). Washington,
DC: ISPI.
Rogers, E.M. (1995). Diffusion of Innovations, (4th ed.) NY: Simon & Schuster.
Stern, J.M. & Shiely, J.S. (2001). The Eva Challenge. NY: John Wiley & Sons, Inc.