The POPIT Model is a straightforward tool that applies an aggregated approach to considering various components of an organization with the intent to modify or enhance a current business process, keeping in mind those components and related variables. The tools allow for an overview of the functioning of an organization, processes, people, and technology resources and the predicted impact considered change may have.

People: The human resources that implement the work necessary for the business to produce and supply their end user (buyer or client). This may also include company culture or how management is structured.

Organization: The foundation, organization, and the chosen models that guide business practices.

Process: An outline of procedures that assist the production of goods or services aligned with business offerings. A process can mean many things, for example, it may include organizational policies that serve as a guideline for making decisions or taking actions that impact the organization in some way.

Technology: The hardware or software resources that aid the needs of an organization and its relevant components.

The POPIT Model can help consider an array of factors that influence an organization’s most crucial resources. It can also help to reduce or avoid future risks or expose opportunities that offer benefits aligned with business needs and goals. Though a holistic approach, the POPIT Model can be a valid tool for gauging possible risks, opportunities, and the overall impact of either to a business or the components and resources within the business.

References

Reimagining the POPIT Model (2018). Assist Knowledge Development. Retrieved on April 12, 2019 from www.assistkd.com/knowledge-hub/business-alchemists-blog/reimagining-popit-model.

POPIT 4 View Model. Retrieved on April 11, 209 from https://i.ytimg.com/vi/zppqeox8pus/maxresdefault.jpg

Critical incident techniques encompass the foundations and methods relating to conducting a task or job analysis to help determine the needs or actions necessary to advise or promote awareness in areas where improvement is essential and deemed necessary. The impact of the areas of focus may be positive or negative. A positive incident may prompt the need to increase a similarly positive result or the associated behavior. A negative incident may act as warnings that require it be addressed. The goal may then be to eliminate or reduce any related behavior or the end result. In other words, critical incident techniques may aim to reduce, remove, or enhance actions or outcomes relating to the end result and its impact on the organization.

A critical incident calls attention for a need. It brings attention to an event and requires a strategy to address it. Again, the circumstances of an incident can be negative or positive. Not all incidents are negative, nor must an incident suggest something is done wrong or poses risk. An incident may inspire changes to investigate that can enhance systems used, behavior implemented, or justify setting a new standard (not limited to increasing or lowering the metrics that make up the standard).

Regardless of the technique applied, the exact questions used, and the approach selected as the primary critical incident technique to implement, it can be helpful to consider designing questions or aiming to address questions with principles of critical thinking, as suggested by Edward De Bono’s 6 Hats of Critical Thinking seen below.

References

 

6 Questions BW [Digital Image] Retrieved April 12, 2019 from

SLAP UP #1: 6 Critical Questions

Clark, D. (2015). Critical Incident Technique. Retrieved April 8, 2019 from
http://www.nwlink.com/~donclark/hrd/glossary/c.html

Coetzer, A., Redmond, J., & Sharafizad, J. (2014). Using the critical incident technique to research decision making regarding access to training and development in medium-sized enterprises.
International Journal of Training Research. 10(164-178)

An organizational audit is a method used to evaluate various areas within an organization that is considered vital to its functioning. This type of audit compares a business area’s current performance to the desired performance to meet business needs or goals.

An organizational audit may involve one or many tools to assess business areas or specific procedures. Despite using a checklist as opposed to a questionnaire, the method used to the compile information and later evaluate, should aim to gain insight to the specific topic as it relates to the designated business area, topic, or function. Noting the purpose of conducting an audit can help determine the most appropriate approach to discovering specific and relevant details that strengthen the quality of the audit.

Many organizational audits begin with identifying the organization’s vision or mission statement. Depending on the intent, the statement may apply to the entire organization or it may only apply to a specific unit of the organization.

After identifying the vision or mission, the statement can be defined. A clear definition is necessary to assess how the level of awareness (how accurate is the understanding of people within the organization). Determining the awareness of others helps to ensure there is one similar and accurate understanding of the organization’s goals that are most likely to influence behavior. With an accurate understanding, more expectations more are met and results better align with the organization’s mission.

See the image below to view the compared results one provider gives to illustrate an organization’s strengths and weakness as it relates to crucial business components (domains).

References

Organization Comparisons [Digital Image] Retrieved April 12, 2019 from
https://www.i4cp.com/solutions/organizational-effectiveness

Johnstone, K. M., Gramling, A. A., & Rittenberg, L. E. (2016). Auditing: A risk-based approach to conducting a quality audit. Mason, OH: South-Western Cengage Learning.

A document review is a process that entails the collection and interpretation of relevant documents for research purposes. There are various documents that may be reviewed using this method and may vary in format, type, purpose, and its initial development. How document reviews are defined, and its purpose will depend on the industry.

Document reviews can be as a valid resource when conducting research or evaluations with the intent to discover or validate information. In addition to research, document reviews can also be used to verify compliance or ensure certain quality standards are met. It is vital, especially when confirming data or suspensions, that the documents collected are relevant and accurate, as it relates to the topic and/or goals.

Document reviews used for research purposes can aid the discovery or help to determine effective approaches to resolve related challenges or issues.

Though a cost-effective instrument for research, initiating document reviews can prove to be tedious and may require the need for additional skill, knowledge, or time to be of any value.

The image below illustrates the process one firm endures as it completes document reviews.

 

References

Centers for Disease Control and Prevention (2009). Data collection methods for evaluation: Document review (No. 18). Retrieved from website: http://www.cdc.gov/healthyyouth/evaluation/pdf/brief18.pdf

Bowen, G. A. (2009). Document Analysis as a Qualitative Research Method. Qualitative Research Journal, 9(2), 27–40. doi: 10.3316/qrj0902027

Review Guide [Digital image]. (2010). Retrieved April 11, 2019, from https://www.edrm.net/frameworks-and-standards/edrm-model/review-guide/

 

 

A job or task analysis is a method used to identify the needed capabilities for properly executing a task or series of task meet the requirements for accomplishing the job or task.

There are many reasons to consider a job or task analysis. The most common reasons involve discovering areas in the implementation process that need to be either expose a risk or threat and must be corrected or suggest an opportunity for alterations that likely lead to more favorable results.

To begin analyzing a specific job or task, the first step is to determine the exact task to be evaluated. Next, the task is divided into smaller components that make up the various actions to take, decisions to make, or exact procedures that may apply, all influencing the way the task is implemented.

The last step to analyzing a job or task will vary on the initial purpose for conducting the analysis. Examples of next steps include designing a solution to address the proper execution of a job, identifying possible changes to implement (stating the impact) to better results, or confirming suspensions whether positive or negative.

References 

Crystal, A. & Ellington, B. (2004). Task analysis and human-computer interaction: approaches, techniques, and levels of analysis. AMCIS 2004 Proceedings (391).

Job Analysis at a Distance [Digital image]. (2016). Retrieved April 11, 2019, from http://drik9qne4ujwc.cloudfront.net/content/uploads/20160413134344/info-graph-of-job-analysis-steps.jpg 

Pershing, J. A. (2006). Handbook of human performance technology: Principles, practices, and potential. San Francisco, CA: Pfeiffer.

A focus group is a method that extracts qualitative data from multiple sources at once using a targeted audience group who participates in group discussions or other collaborative methods on a certain topic.

Technology has broadened the way this method may be implemented. Focus groups don’t necessarily have to meet in person. Video conference tools or teleconference solutions have proven to be not only effective but convenient tools for gathering participants to contribute.

Focus groups are often conducted in a semi-structured manner, using a series of open-ended questions to sugar interactions that answer relevant questions, make suggestions or follow questions, and provide relevant data for purposes relating to the topic.

Focus groups can offer a dynamic source of information. Though the possibilities for original, relevant information using this method are seemingly endless, interpretations and inadvertently suggestions made due to interpretations, can be subjective or present bias in the findings. Measures should be taken beforehand to reduce these disadvantages from affecting the quality of the data or any related suggestions from interpretations.

The following illustrates what the process for preparing a focus group may entail.

References

QuestionPro [Digital image]. Retrieved April 11, 2019, Retrieved from https://www.questionpro.com/blog/focus-group/

Flynn, R., Albrecht, L., & Scott, S. D. (2018). Two Approaches to Focus Group Data Collection for Qualitative Health Research: Maximizing Resources and Data Quality. International Journal of Qualitative Methods. https://doi.org/10.1177/1609406917750781

Onwuegbuzie, A. J., Dickinson, W. B., Leech, N. L., & Zoran, A. G. (2009). A Qualitative Framework for Collecting and Analyzing Data in Focus Group Research. International Journal of Qualitative Methods, 1–21. https://doi.org/10.1177/160940690900800301

The CATWOE (checklist) is a problem-solving tool, defined by Peter Checkland, that instills the principles demonstrated in the CATWOE analysis process to create a point of reference for identifying and addressing threats or issues with multiple, relevant components.

CATWOE stands for customer, actors, transformation (process), worldview, owners, and environment. A customer is an individual or group who benefits from a processor system. Though a customer could be a customer as it relates to buying or consuming an item or service, a customer is not limited to being a client similar to students or employees.

Actors are the people initiators. For example, this could be a service provider or an employee. In other words, if customers are the receiving party, then consider actors as the providing party.

Transformation or of the transformation process it’s what is being transformed by the actors. Worldview is the way the transformation plays into the complete process or “the bigger picture.”

The owner is the one responsible for the process or the circumstances in question. It is also important to determine how the owner fits into resolving the issue at hand.

Lastly, environmental constraints focus on the limitations that influence solutions or may affect possible solutions. It also helps to gauge the likelihood a solution implemented will be successful.

Essentially, methods involving CATWOE identify what a system or process does, how the system or process does it, and the purpose or intentions of the system or process.

CATWOE acts as a guiding tool to allow an organization to visualize components of a process and the relationship of those components. See the image below for an example of CATWOE applied to further analysing a process. Consider how each component relates to the “bigger picture.”

References

Table I The CATWOE for the KM issues in NPDF processes [Digital image]. Retrieved April 11, 2019, from http://teawater-fci.blogspot.com/2012/04/what-is-catwoe-analysis.html

Mulder, P. (2017). CATWOE Analysis. Retrieved April 11,2019 from ToolsHero: https://www.toolshero.com/problem-solving/catwoe-analysis/

Though there is variance (which will be discussed further details shortly), both questionnaires and surveys have the ability to extract precise information from participants, as it relates to the topic or their unique, relevant experiences.

A question near typically presents a batch of questions in an open-ended or multiple selection formats. A survey may use questions or statements that require participants to discuss or rate their perspective or how well they relate. Surveys are often positioned as a way for participants to share their opinions.

Despite any difference in purpose or common positioning or use, both questionnaires and surveys present questions or statements in a way to extract information or data that can be used to conduct research and address specific topics or a particular aspect of a topic.

Questionnaires and surveys are crafted in a way that aims to influence the way participants respond so that the data is relevant to the cause and topic. To begin constructing a questionnaire or survey that will likely satisfy the intent, it’s helpful to know the reason for the anticipated data is needed, how the data will or may be applied, and who is ideal to provide relevant and accurate (when appropriate) information.

View the image below for an example presenting the results from a survey done by Cisco, a networking technology company seeking to gain insight into customers’ expectation and challenges.

References

Cisco Global Cloud Networking Survey [Digital image]. (2012, May 8). Retrieved April 11, 2019, from https://www.cisco.com/assets/sol/bn/cloudsurvey_infographic.html

KATE KELLEY, BELINDA CLARK, VIVIENNE BROWN, JOHN SITZIA, Good practice in the conduct and reporting of survey research, International Journal for Quality in Health Care, Volume 15, Issue 3, May 2003, Pages 261–266, https://doi.org/10.1093/intqhc/mzg031

 

Performance observation is a data collection method that relies on examining how actions are initiated and completed by subjects in the relevant environment. This method aims to discover either problematic behavior or opportunities to better behavior as it relates to goals or needs.

By observing the behavior taken to complete a specific task or series of tasks (as understood or soon proven to be understood by the subject(s) or target audience for the observation), data can be collected for interpretation that ultimately helps to discover relevant solutions that address the problematic behavior or the subjects’ understanding the observation has suggested. This is just one way this method can be used and the exact approach during an observation will likely depend on the intent and the target audience or environment of the observation.

Observations may have many uses or methods for applying, but typically the reasons relate to wanting to identify an item or witness activity that may lead to an opportunity for improvement. Some benefits to observations include real-world data, more relevant data from participants or the setting, and opportunity for a speedy method for meeting data collection goals.

Speed, accessibility, and relevancy are likely appealing advantages for observing performance, however, there are also disadvantages. Observations can often be subjective, providing inaccurate or irrelevant information that influences how this information may be applied. In addition to subjectivity, observations may not capture the “natural” behavior of subjects. Awareness can influence how subjects act, making efforts to alter the perception of their actions.

View the infographic below. It provides an outline for assessing performance in a call center to include observing behavior observe as a part of the process. 

References

Interpersonal Performance Assessment [Digital image]. (2015-2016). Retrieved April 11, 2019, from https://www.interactiveadvantage.com/sites/default/files/IPA%201.3_1.png

Pershing, J. A. (2006). Handbook of human performance technology: Principles, practices, and potential. San Francisco, CA: Pfeiffer.

A SWOT Analysis uses the structured approach presented by SWOT, to assess a person or organization’s competitiveness by evaluating internal and external factors to determine their strengths, weaknesses, opportunities, and threats. The assessment is made considering the context of the subject’s environment and other aspects deemed relevant and impacting success.  

How the SWOT Analysis is applied varies by the goals for the analysis, who or what is being analyzed, and the unique aspects influencing how the success is measured. SWOT Analysis may explore both the current state of strengths, weaknesses, opportunities, and threats or the potential for each. The SWOT Analysis helps to determine the possibilities and likelihood of something will occur or apply as it relates to various items that are evaluated.  

Each component of SWOT can lend to a new or different opportunity or discovery. For example, identifying strengths may provide a contributing asset for improving other areas of business or business needs. Review the 4×4 chart below for an example of questions that may be asked to help identify the details of each SWOT component.

References

Silva, N. (2015, December 9). Benefits of a SWOT Analysis and How to Fine Tune It. Retrieved from https://www.business2community.com/marketing/benefits-swot-analysis-fine-tune-01390531

Coman, A., & Ronen, B. (2009). Focused SWOT: diagnosing critical strengths and weaknesses. International Journal of Production Research, 47(20), 5677–5689. https://doi.org/10.1080/00207540802146130