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Performance Practitioner: Analysis, Design & Development

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Use your professional network or an online social network to find a performance practitioner who will meet you.

In the interview ask two basic questions. Then, follow-up with any other questions that occur to you. In particular, ask questions about how work gets assigned, how decisions get made, and how practitioners position themselves to be sought-after professionals.

There are two primary questions to ask are:

1. Do you really get a chance to do all this performance analysis work before diving into the design and development portion of the task?
2. How do you stay current in the field?

Post a summary and analysis of your interview to the Discussion Forum.

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Solution Summary

This solution describes an interview with a performance practitioner, and answers the following questions:
1. Do you really get a chance to do all this performance analysis work before diving into the design and development portion of the task?
2. How do you stay current in the field?
in addition to a summary and analysis of the conversation.

Solution Preview

I interviewed Mark Brown, who has been a performance practitioner for a number of years. Mr. Brown stated he used need to do more analysis than he does now, however, he has found that most business problems and opportunities are similar across a wide array of industries. As a performance practitioner, he finds that he can often use a "canned" process. The typical person who hires a performance practitioner wants some quick enlightenment, so, with very limited cursory questions and analysis, he can generally pigeonhole several of the problems. He typically has a ready-made solution that he can tailor for that organization's needs. Mr. Brown suggested that there are typically two scenarios: one in which there is a forest in the trees, and he states that he can walk into the forest and see the trees, but the company officers are too involved in the quagmire of their issues to see the trees. The other scenario is when there are competing views amongst the officers, and the direction the team should follow. In these cases, the executives actually want him to pick which view to follow, almost as a referee.

In order to stay current in the ...

Solution provided by:
Sally Baldwin, Ed.D
Education
  • BA, University of Southern California
  • MSS, United States Sports Academy
  • Ed.D, Boise State University
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