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Langdon's Language of Work Model

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Saved by Valerie Gallagher
on April 16, 2012 at 1:03:36 pm
 

 http://www.sixboxes.com/_customelements/uploadedResources/HPTModels.pdf

http://www.performanceinternational.com/process-steps/low-model/

Langdon, D. G. (2010). Mind the performance. Performance Improvement, 49(8), 7-13.

Langdon, D. (1999). OBJECTIVES? Get Over Them. Training & Development, 53(2), 54.

Martin, F., Hall IV, H. A., Blakely, A., Gayford, M. C., & Gunter, E. (2009). The HPT model applied to a kayak company's registration process. Performance Improvement, 48(3), 26-35. doi:10.1002/pfi.20061

 

 

 

Danny Langdon designed the diagnostic model known as "Langdon's Language of Work Model".  As is the case with diagnostic models, this model tells the performance analyst WHERE human performance technology may be applied.

 

 

 

 

 

 

 

"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 employes 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.

 

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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.

 

 

 

 

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