Jacalyn Smeltzer, Ph.D.

Guest Speaker

Now available in the archives without original accompanying graphics.

In our increasingly competitive business climate, further challenged by a business slowdown, companies have had to operate more efficiently in order to survive. Executives are focused on two things: increasing revenues and reducing costs. Only those efforts that accomplish these ends will receive attention, funding and support. As we’ve experienced time and time again in the past two years, training, even good… Show more

Now available in the archives without original accompanying graphics.

In our increasingly competitive business climate, further challenged by a business slowdown, companies have had to operate more efficiently in order to survive. Executives are focused on two things: increasing revenues and reducing costs. Only those efforts that accomplish these ends will receive attention, funding and support. As we’ve experienced time and time again in the past two years, training, even good training, isn’t enough. Learning functions within organizations have an obligation to look across a range of performance interventions to identify the appropriate response to specific performance challenges. Specifically, today’s knowledge workers demand immediate access to information, tools and templates to perform at an exemplar level, resulting in the achievement of business goals for a function or organization. Show less

Studies have concluded that less than 20% of corporate knowledge is captured. Furthermore, less than 20% of that which is captured is reused, or leveraged, in new situations. Most traditional knowledge management systems (KMSs) only focus on the first challenge — capturing knowledge in a corporate repository of information. What about ensuring that the captured knowledge also gets leveraged (that is, re-used)? There is no impact on productivity and efficiency without addressing both the… Show more

Studies have concluded that less than 20% of corporate knowledge is captured. Furthermore, less than 20% of that which is captured is reused, or leveraged, in new situations. Most traditional knowledge management systems (KMSs) only focus on the first challenge — capturing knowledge in a corporate repository of information. What about ensuring that the captured knowledge also gets leveraged (that is, re-used)? There is no impact on productivity and efficiency without addressing both the capturing and the leveraging of information and corporate knowledge. Show less

Studies have concluded that less than 20% of corporate knowledge is Behavior systems analysis is an approach to designing and managing systems that incorporates the human-performance-technology model of systems analysis and considers the basic principles of behavior when analyzing causes of performance deficiencies and in selecting interventions to address those deficiencies.
Behavior systems analysis focuses on three major conditions that influence behavior: (1) the motivation of the… Show more

Studies have concluded that less than 20% of corporate knowledge is Behavior systems analysis is an approach to designing and managing systems that incorporates the human-performance-technology model of systems analysis and considers the basic principles of behavior when analyzing causes of performance deficiencies and in selecting interventions to address those deficiencies.
Behavior systems analysis focuses on three major conditions that influence behavior: (1) the motivation of the individual, (2) the immediate environmental cues, and (3) the consequences of behavior (Malott & Garcia, 1987; Suarez, 2001).
The present study used behavior systems analysis to design a knowledge management system (independent variable) for a small business, a consulting firm in the employer-provided training industry. A six-phase process of analysis, goal specification, design and development, implementation, evaluation, and recycling was used to meet the system’s objectives.
The objective of this study was to use the principles of behavior analysis and the behavior-systems-analysis method to design a knowledge management system that would support employees’ performance on the job in a way that clearly linked to business results (high impact) and that was appropriate for a small business.
The behavior systems analysis approach is described and a review of the traditional theoretical underpinnings of knowledge management is provided. In addition, many concepts in knowledge management are explained using a behavior-analytic interpretation. Show less