{"id":12573,"date":"2023-03-28T10:08:02","date_gmt":"2023-03-28T15:08:02","guid":{"rendered":"https:\/\/flevy.com\/blog\/?p=12573"},"modified":"2023-03-28T10:08:02","modified_gmt":"2023-03-28T15:08:02","slug":"gap-act-model","status":"publish","type":"post","link":"https:\/\/flevy.com\/blog\/gap-act-model\/","title":{"rendered":"GAP-ACT Model"},"content":{"rendered":"

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Performance in the workplace depends on two key factors: Behaviors and outcomes of Behaviors<\/a>.<\/p>\n

According to the Handbook of Human Performance Technology, Behaviors and their outcomes are the foundation of superior Human Performance. Typically, the impact of our activities reaches other individuals, information, objects, and “systems” (e.g., work flows, processes, practices, etc.).<\/p>\n

Developed by Keith Stanovich, the GAP-ACT Model<\/a> is a cognitive-behavioral therapy paradigm to help assess human thinking patterns, arousals, and behaviors.\u00a0 The model analyzes Human Behavior<\/a> in relation to Performance and emphasizes that humans control their perceptions of selected aspects of the world around them through their actions.<\/p>\n

The GAP-ACT model is a combination of GAP and ACT models. \u00a0The GAP Model asserts that a problem with Performance can be stated as a discrepancy between actual and desired conditions. \u00a0The \u201cG\u201d in GAP represents the \u201cDesired Goal.\u201d \u00a0The \u201cP\u201d represents \u201cPerceived Actual Condition.\u201d\u00a0 The point of intersection between \u201cG\u201d and \u201cP\u201d (the black dot) compares the two and represents the gap between them that needs to be bridged.\u00a0 The letter \u201cA\u201d represents \u201cActions\u201d of individuals.<\/p>\n

The letter “T” in the ACT Model represents the “Targeted Variables” we attempt to alter or control, and for which we establish objectives.\u00a0 The letter \u201cA\u201d represents the \u201cActions or Activities,\u201d whereas the \u201cC\u201d represents the other \u201cconfounding conditions or circumstances\u201d at play.<\/p>\n

The GAP-ACT Model considers individuals to be “living control systems.” As living control systems, we have objectives that identify desired states for certain variables surrounding\u2014or associated with\u2014us. \u00a0We perceive these variables and form an opinion about them. \u00a0Our perceptions define for us the Actual Conditions.<\/p>\n

If we want to control a variable in a certain state where it is not, we take action to bring our perception of this variable into alignment with our objectives or desired state for it. \u00a0However, our actions are influenced by other elements\u2014e.g., the environment, others\u2019 actions.\u00a0 Our control is generally weak and exposed to distress from confusing circumstances. \u00a0The things that other people do can make our actions and thoughts more or less effective, depending on how they affect us.\u00a0 Our activities may interfere with others attempts to manage their perceptions.<\/p>\n

GAP-ACT Model states that individuals must manage and take responsibility for their own behaviors and Performance.\u00a0 Managers, however, are responsible for the performance of others.\u00a0 The role of management under the GAP-ACT Model is to direct organizational energy toward productive areas.<\/p>\n

Managers are accountable for establishing objectives<\/a>, allocating resources<\/a>, determining priorities, analyzing progress, and channeling others actions.<\/p>\n

In the process of influencing the behavior of others and its consequences on desired outcomes, managers often differ, or get at odds, with their direct reports. \u00a0To influence individuals\u2019 behaviors and control their perceptions in ways that positively affect teams\u2019 Performance<\/a>, managers can work on 4 key \u201cAvenues of Influence” of the GAP-ACT Model.<\/p>\n

    \n
  1. Influencing Goals<\/strong><\/li>\n
  2. Influencing Perceptions <\/strong><\/li>\n
  3. Influencing Actions<\/strong><\/li>\n
  4. Influencing Circumstances <\/strong><\/li>\n<\/ol>\n

    \"\"<\/a><\/p>\n

    These avenues of influence help individuals think through problems and make rational decisions.\u00a0 Let’s dive deeper into some of these avenues of influence.<\/p>\n

    Influencing Goals<\/strong><\/h2>\n

    The foremost Avenue of Influence pertains to support from the management in making people clearly appreciate the organization\u2019s expectations of them and setting appropriate Performance objectives.<\/p>\n

    Mere communication of management\u2019s expectations isn\u2019t enough to motivate people towards achieving their objectives.\u00a0 This leads the team members to assume that management has a profound understanding of the outcomes expected from them. \u00a0Employees in most organizations today, however, establish their own objectives.<\/p>\n

    Managers, in this case, should facilitate individual performers by mentoring them in establishing Specific, Measurable, Achievable, Realistic, and Time-bound (SMART) objectives<\/a>. \u00a0They also need to eliminate any hurdles that might deter the team members from establishing SMART objectives.<\/p>\n

    Influencing Perceptions <\/strong><\/h2>\n

    The next Area of Influence deals with influencing the perceptions of employees to improve Performance.<\/p>\n

    Interested in learning more about the other Avenues of Influence of the GAP-ACT Model? You can download an editable PowerPoint presentation on GAP-ACT Model here <\/a>on the\u00a0Flevy documents marketplace<\/a>.<\/p>\n

    Do You Find Value in This Framework?<\/strong><\/p>\n

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