About This Blog

What Is HPT?

Human Performance Technology (HPT), a systematic approach to improving productivity and competence, uses a set of methods and procedures — and a strategy for solving problems — for realizing opportunities related to the performance of people. More specific, it is a process of selection, analysis, design, development, implementation, and evaluation of programs to most cost-effectively influence human behavior and accomplishment. It is a systematic combination of three fundamental processes: performance analysis, cause analysis, and intervention selection, and can be applied to individuals, small groups, and large organizations.

The paragraph above was copied and pasted directly from the International Society for Performance Improvement (ISPI) website.  To read more about HPT on the ISPI website click here.

This blog serves two purposes:

1.  Hopefully it will promote some discussion among the human resource and quality professionals I know regarding the theory and practice of Human Performance Technology (HPT)

2. It will serve as supplemental information to my LinkedIn profile, providing more depth for anyone who may be interested.

9 responses to “About This Blog

  1. hi bob,

    does HPT is the same with human performance improvement (HPI)?
    Have you ever apply the cap to your client. In My Experience the change need more effort than their regular / operational jobs. It makes employee is hard to change.

    Best Regards,


    • Bob Von Der Linn

      Yes, what I am calling Human Performance Technology might also be called Human Performance Improvement. And yes, I apply CAP to client problems every day. And I agree, changing people is much harder than changing process or technology. Thanks for the comment.

  2. Hi Bob,
    I was in GE many many years back when CAP was first introduced. (Yes, that many years back). I see you hail from a great GE background as well. CAP is a great framework. I am curious if GE now allows the use of CAP by independent consultants like yourself now? I am curious about your open reference to CAP because I thought GE was very protective about it at least back in the 80s. I amy have been outdated and am very curious as I’ve got people who would like to find out more about GE CAP.

    • Bob Von Der Linn

      Yes – When CAP was launched at GE in the early 90’s, GE was very protective of CAP. Now a quick Google search will turn up lots of consultants offering CAP training & consulting. Over the years (decades?) so many GE people have moved on to other organizations and implemented some version of CAP that it has become ubiquitous. It has also been described in detail in several books. I still teach CAP for GE. Unfortunately, the current incarnation at GE is not as strong as the version you recall, and it is not as robust as the version being taught by some of the external consultants.

  3. so Bob, what is the differences between current CAP with the original CAP?

    • Bob Von Der Linn

      I’ll highlight a two of the major differences.

      The original design had intact project teams learn the process together, and work on their specific project. They would spend as much as a week working through the first half of the model, return to their jobs to implement, then return in a few weeks to recalibrate and then work through the second half of the model. The time alotted and the “real” application led to deep understanding of the CAP process and how to operationalize it.

      The current training at GE almost completely ignores the importance of analyzing the underlying systems and structures, and understanding the critical role they play in the success or failure of your initiative (The Prosci model ignores systems and structures almost completely). In the original GE CAP version, teams would start the analysis of the systems and structures early in the process and continue throughout. No amount of persuasion, desire or good intent will overcome conflicting systems and structures. They must be identified and managed.

      The current CAP training at GE is an open-enrollment, glorified persuasion skills class. Just like GE has done with it’s Six Sigma training, it has become a check-off-the-box exercise. They only do the absolute minimum necessary to still be able to call it the same thing. A shame.

      Thanks for the question

  4. Bob,

    I am looking at gettting training via books and other online tools in change management since I am in a new role as an OCM, and I was looking at Prosci. I have ordered some material from other websites but it is not specific enough, more of an overview which is not what I’m looking for. You seem to be familiar with the Prosci methodology and have compared it to CAP in one of your replies. Can you give me some advice or guidance as to whether or not Prosci is a good methodology and if their materials are actually any good as a guide to implement change management.

    Thank you,

    • Bob Von Der Linn

      Right now, I have to say that PROSCI is probably your best bet for change management training certification. There are many gaps in their methodology, but it is definitely the most widely used and best supported methodology available.

  5. Hi Bob, Don’t know if you remember me, but I saw your blog and wanted to say hello. I worked at Crotonville with you and retired from GE after 31 years. I now work for Medtronic as a Senior Master Change Manager/OD Specialist.

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