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Design thinking and performance impr...

Clay, Jenifer.

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Design thinking and performance improvement intervention selection and design: Theory in action.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Design thinking and performance improvement intervention selection and design: Theory in action./
Author:	Clay, Jenifer.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2016,
Description:	183 p.
Notes:	Source: Dissertation Abstracts International, Volume: 78-06(E), Section: A.
Contained By:	Dissertation Abstracts International78-06A(E).
Subject:	Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10245227
ISBN:	9781369434163

Design thinking and performance improvement intervention selection and design: Theory in action.
Clay, Jenifer.

Design thinking and performance improvement intervention selection and design: Theory in action. - Ann Arbor : ProQuest Dissertations & Theses, 2016 - 183 p.

Source: Dissertation Abstracts International, Volume: 78-06(E), Section: A.

Thesis (D.Ed.)--Capella University, 2016.

A knowledge gap exists in the field of Human Performance and Technology (HPT) regarding the use of design thinking for intervention selection and design. Today, organizations deploy performance improvement interventions for many different reasons. However, little creative solution-based thinking, like design thinking, is used to select and design interventions to address HPT challenges and expected outcomes by effectively achieving innovation and growth. The concept of using design thinking as a framework for intervention selection and design has yet to be explored in HPT. The literature review highlights the lack of research regarding the use of deign thinking as a framework for intervention selection and design. Given the level of organizational investment in training and performance improvement, research is warranted, particularly the use of design thinking as a framework for intervention selection and design. This action research study used Stanford's Virtual Crash Course in Design Thinking, interviews and observation to discover if design thinking can be applied as a framework for intervention selection and design as per Van Tiem, Moseley, and Dessinger's HPT model. The study explored the approaches and responses from the eight managerial participants to understand a managerial perception of the application of design thinking as a framework for the intervention selection and design phase of the HPT model. Data analysis procedures used Ruona's recommended three overlapping stages: read and code the data for descriptive purposes, review the data with an analytical purpose of understanding the story, and interpret and integrate knowledge gained from the research. Six major findings emerged from data analysis ranging from recurring themes about participant opinions of design thinking to observable emergent themes of collaboration with the inclusive of open communication and active engagement. Recommendations for future research are recommended for organizational transfer, process and communication improvement, emerging trends in HPT, and the complete HPT process.

ISBN: 9781369434163Subjects--Topical Terms:

516664
Management.

Design thinking and performance improvement intervention selection and design: Theory in action.
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500 $a Source: Dissertation Abstracts International, Volume: 78-06(E), Section: A.
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520 $a A knowledge gap exists in the field of Human Performance and Technology (HPT) regarding the use of design thinking for intervention selection and design. Today, organizations deploy performance improvement interventions for many different reasons. However, little creative solution-based thinking, like design thinking, is used to select and design interventions to address HPT challenges and expected outcomes by effectively achieving innovation and growth. The concept of using design thinking as a framework for intervention selection and design has yet to be explored in HPT. The literature review highlights the lack of research regarding the use of deign thinking as a framework for intervention selection and design. Given the level of organizational investment in training and performance improvement, research is warranted, particularly the use of design thinking as a framework for intervention selection and design. This action research study used Stanford's Virtual Crash Course in Design Thinking, interviews and observation to discover if design thinking can be applied as a framework for intervention selection and design as per Van Tiem, Moseley, and Dessinger's HPT model. The study explored the approaches and responses from the eight managerial participants to understand a managerial perception of the application of design thinking as a framework for the intervention selection and design phase of the HPT model. Data analysis procedures used Ruona's recommended three overlapping stages: read and code the data for descriptive purposes, review the data with an analytical purpose of understanding the story, and interpret and integrate knowledge gained from the research. Six major findings emerged from data analysis ranging from recurring themes about participant opinions of design thinking to observable emergent themes of collaboration with the inclusive of open communication and active engagement. Recommendations for future research are recommended for organizational transfer, process and communication improvement, emerging trends in HPT, and the complete HPT process.
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