This framework is developed by a team of former McKinsey and Big 4 consultants. The presentation follows the headline-body-bumper slide format used by global consulting firms.
This product (GAP-ACT Model) is a 29-slide PPT PowerPoint presentation slide deck (PPTX), which you can download immediately upon purchase.
Human Performance is based on 2 key factors:
1. Behaviors
2. Outcomes of Behavior
According to the Handbook of Human Performance Technology, actions and their outcomes are the foundation of Human Performance.
This presentation discusses the GAP-ACT Model in detail. Developed by Keith Stanovich, GAP-ACT Model is a Cognitive-Behavioral Therapy Model to help assess human thinking patterns, arousals, and behaviors in relation to Performance.
The GAP-ACT Model originated from the Perceptual Control Theory, articulated by William T. Powers. The model emphasizes that humans control their perceptions of selected aspects of the world around them by their actions.
To improve employees' Problem Solving abilities and Performance, managers may use the 4 avenues of influence of the GAP-ACT Model:
1. Influencing Goals – Clear definition of expectations from the team members and supporting them in establishing appropriate Performance targets are ways through which managers can influence the objectives set by their teams.
2. Influencing Perceptions – Managers need to make sure that their teams have an accurate understanding of the Target Variable (T) and it should be regularly monitored, evaluated, and shared with the employees.
3. Influencing Actions – To inspire employees' actions, management can target the individuals' behaviors or focus on the outcomes of their actions.
4. Influencing Circumstances – According to the GAP-ACT model, it is not only the individuals' actions but also other Circumstances or Conditions (C) that influence the Targeted Variable (T).
The avenues of influence of the GAP-ACT Model are designed to help individuals think through problems and make rational decisions.
Managers should facilitate improving the Performance of teams not by micromanagement or intimidation, but by applying the guidelines of the GAP-ACT Model to encouraging employee Behaviors.
This PowerPoint presentation on GAP-ACT Model also includes some slide templates for you to use in your own business presentations.
The GAP-ACT Model presentation includes a comprehensive slide design guide and templates to streamline your business presentations. Leverage these resources to enhance your team's understanding and implementation of the model.
This PPT slide presents an overview of the "Avenues of Influence" within the GAP-ACT model, emphasizing how management can impact individual performance. It highlights that while individuals have limited control over their actions due to external constraints—termed "disturbances"—management can play a crucial role in shaping behaviors and outcomes.
Four key avenues of influence are outlined: Influencing Goals, Influencing Actions, Influencing Perceptions, and Influencing Circumstances. Each avenue represents a distinct area where management can exert influence to enhance performance. For instance, by influencing goals, management can align individual objectives with broader organizational aims, fostering a sense of purpose and direction. Influencing actions involves guiding behaviors that lead to desired outcomes, while influencing perceptions can reshape how individuals view their roles and the organization itself. Lastly, influencing circumstances refers to creating an environment conducive to performance, addressing external factors that may hinder success.
The slide underscores the importance of these avenues in helping management establish supportive conditions for teams. By understanding and leveraging these influences, leaders can facilitate better decision-making and problem-solving among their teams. This approach not only enhances individual performance, but also contributes to the overall effectiveness of the organization. The insights provided here are essential for any executive looking to improve performance outcomes through strategic management interventions.
This PPT slide focuses on the concept of "Influencing Circumstances" as part of the GAP-ACT model. It emphasizes the importance of recognizing and navigating the constraints imposed by various situations. The central theme is that both individual actions and external conditions significantly impact the desired outcomes, referred to as the Targeted Variable (T).
The slide outlines that overcoming obstacles requires identifying alternative methods to address challenges. It highlights that poorly designed processes can severely hinder performance, rendering even the most capable individuals unable to achieve their goals. This suggests that the effectiveness of a performer is not solely dependent on their skills, but also on the surrounding circumstances that can either facilitate or obstruct their efforts.
Further, it notes that a performer’s ability to produce expected results may be compromised by inadequate resources, such as faulty tools or insufficient inputs. Competing priorities can also distract from achieving objectives, indicating that management's role is critical in this context.
Management is tasked with providing timely support, which includes removing barriers and ensuring that the right tools and systems are in place. This proactive approach is essential for fostering an environment where individuals can thrive and meet their objectives. The slide concludes by suggesting that by understanding these influences, individuals can devise strategies that lead to realistic and effective goal attainment.
This PPT slide presents an overview of the GAP-ACT model, which integrates 2 previously discussed models. It emphasizes the connection between the GAP and ACT frameworks at a critical point labeled "A," representing Actions. This intersection is crucial for understanding how to drive performance effectively.
The diagram illustrates the relationships among various components. The dotted line marked "f" signifies Feedback, which pertains to the Perceived Actual or Current Conditions (P) and the Target (T). This feedback loop is essential for assessing how well current conditions align with desired targets, allowing for adjustments as necessary.
The letter "d" on the line connecting the junctions of Goals (G) and Perceived Current Conditions (P) indicates that actions stem from a disparity between these 2 elements. This suggests that recognizing gaps between current performance and strategic goals is vital for initiating effective actions.
Additionally, the lowercase "i" denotes interventions aimed at influencing the Target (T). These interventions are designed to reduce or eliminate the disparities between Perceived Current Conditions (P) and Goals (G). This aspect highlights the importance of targeted actions and strategic interventions in achieving desired outcomes.
Overall, the slide underscores the necessity for managers to devise strategies that facilitate performance rather than merely demanding it. The model serves as a framework for understanding how to align actions with goals and improve overall effectiveness in organizational performance.
This PPT slide presents the GAP-ACT Model, which outlines the avenues of influence and the role of management in directing organizational efforts toward productive outcomes. It emphasizes that managers are primarily accountable for establishing objectives, allocating resources, determining priorities, and analyzing progress. This foundational responsibility extends to channeling the actions of team members and supervising their outputs.
The model highlights several key areas where management can exert influence. On the left side, it lists actions such as communicating expectations, helping set work objectives, and providing incentives. These actions are crucial for guiding team members and ensuring alignment with organizational goals. The removal of disincentives and penalties is also noted, indicating that a supportive environment is essential for performance.
On the right side, the model outlines more specific management prescriptions. This includes selecting for skills, training, assessing capabilities, and developing skills within the team. These elements are vital for ensuring that team members are equipped to meet the established objectives.
The slide also touches on the importance of providing timely access to relevant information, which is necessary for informed decision-making. Additionally, it emphasizes the need for managers to support their teams by reducing obstacles, providing proper tools, and ensuring that processes and systems are well-designed.
Overall, the GAP-ACT Model serves as a framework for understanding how management can influence behavior and perceptions in ways that positively impact team performance. It provides a structured approach for executives looking to enhance their leadership effectiveness and drive organizational success.
The GAP Model serves as a framework for understanding human behavior in relation to performance. It identifies a fundamental issue: the discrepancy between the desired condition, referred to as "G" for Goal, and the current condition, labeled "P" for Perceived Actual Condition. The intersection of these 2 elements is crucial, as it represents the gap that exists and needs to be addressed. The model emphasizes that actions, denoted by "A," are necessary to bridge this gap.
The model's origin lies in the Perceptual Control Theory, developed by William T. Powers. This theory posits that individuals actively manage their perceptions of the world around them through their actions. By applying the GAP Model, organizations can better assess how individuals perceive their performance and the steps they need to take to align their actual performance with their goals.
The visual representation on the slide illustrates these concepts clearly. It shows the relationship between the desired state (G), the current state (P), and the actions (A) required to achieve the desired performance. This model can be particularly useful for organizations looking to enhance employee performance by identifying specific areas where perceptions may not align with reality.
Understanding this model can lead to actionable insights for leaders aiming to improve performance metrics. It encourages a proactive approach to performance management, focusing on the perceptions and actions of individuals within the organization. This can ultimately lead to more effective strategies for achieving desired outcomes.
This framework is developed by a team of former McKinsey and Big 4 consultants. The presentation follows the headline-body-bumper slide format used by global consulting firms.
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