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Langdon's Language of Work Model (redirected from HPT Model 3 - Mager and Pipe)

Page history last edited by bbraine1@gsu.student.edu 12 years, 2 months ago

Danny Langdon designed the diagnostic model known as "Langdon's Language of Work Model" in 1993.  As is the case with diagnostic models, this model tells the performance analyst WHERE human performance technology may be applied.  Langdon believed (and may continue to believe) that the fundamental problem in the profession of performance technology is that there is no single, acceptable formula, model or paradigm that comprises performance.  Langdon boldly set out to create the model to address the issue of a true measure of performance.


The model's greatest strength is its simplicity.  Although, to some this might be its greatest weakness as well.  The model does not appear to specifically address the "need" or said another way the "gap" between the present performance and the desired performance.  It also offers little in the way of intervention.  


"Langdon's Language of Work Model" is designed to be accessible to novices who have an understanding of the knowledge and skills of their performers, yet are unable to express this knowledge systematically.  The model describes performance as flowing from input, moving thru processes and output to consequences.  It employs a feedback loop that reminds the analyst that outside factors, called conditions, affect the input and the process.  The simplicity of Langdon's model allows it to be used to examine performance at four levels: the business unit, the core process, the work group and the individual.  The emphasis on this model and all diagnostic models is on diagnosing the location of the performance problem.


"The Language of Work Model" looks somewhat like the "Simple Systems Model" and the 'Systems Model of Performance Improvement".  As with all good HPT models it: 1) uses a systematic, systemic, results-based approach (vs. wants-based or needs-based), 2) focuses on accomplishment, not behavior, and 3) recognizes that organizations are systems.



Inputs are both the necessary resources for doing work or the triggers that start all work. Typical resources include various internal and external people needed, as well as equipment, funds, or information utilized. Triggers, as inputs, initiate work; for example, a request from a client or customer, boss or co-worker would be an input. The start of a new year, or billing period, could also be a trigger.


Conditions are the rules, laws, policies and procedures that govern all work. Often, these rules and guidelines are forgotten as work is started; often people assume others will understand them (and know where to find them). Conditions include the internal policies and procedures, as well as the external laws and regulations that affect all parts of work. Conditions affect inputs, process steps, and feedback.


Process Steps are the procedures or activities engaged in to use the inputs provided, under certain conditions, to produce the products and services as outputs. This is the aspect of work we most often think of when we describe our work. Process steps begin with an input trigger, followed by one activity after the other, until the output is produced.


Outputs are the desired products, services, or knowledge that are produced in a work setting. These are the tangible deliverables that are produced for clients — internal and external.


Consequences are the desirable benefits or “value-add” to achieve in work. Consequences are normally defined first, allowing the appropriate outputs (products, services, knowledge) to be defined. Once defined, they can be produced to achieve the positive consequences desired. Consequences help everyone understand the positive benefits to be achieved for customers, the organization and individuals. Consequences normally take the form of profit for the organization and satisfaction for clients and employees.


Feedback  The principles of behavioral psychology teach us that feedback is important to establish, improve, maintain, correct and reinforce work performance. Therefore, we need to know what feedback to give while we are working or supervising others. We also need to know that we have completed our work and it is satisfactory to clients and others.


You may view a video of Danny Langdon discussing the "Language of Work Model" by clicking on the following link:




The following sources were used to compile the information listed above:





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