Learning – Addresses Only 1 of 12 Variables of Performance

In the EPPI Models

When you conduct your “Analysis” efforts – do you uncover both the Gaps from Ideal or Others’ Best Performance – as well as the probable causes or root causes for those Gaps?

Not everything can be addressed via Learning.

Partially Addressing Gaps w Learning

For if you do not – and you address the Knowledge/Skills gaps with Learning – you might be simply wasting the investment for little or no or negative return.

And that’s not Good Stewardship of Shareholder Equity.

That doesn’t lead to good ROE – Return on Equity.

Or “return on expectations” for that matter.

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30 Year Anniversary in Print: Group Process in Instructional Analysis and Design

Coming Up in September and November


The 30th anniversary of two important publications in my professional life.

From back in the day. Back to 1984.


Should Be Read 2nd

But published before the Analysis article. Both the September and the November articles were submitted 10-14 months prior to their actual publications. Ah. Back in the day.


Analysis before Design, please.


CAD – Training Mag – 1984 - 6 page PDF – the first publication about Curriculum Architecture Design via a Group Process – published in Training Magazine in September 1984. Original manuscript (30 pages) – How to Build a Training Structure That Won’t Keep Burning Down.

This approach was later incorporated into my 1999 book: lean-ISD.

Should Be Read 1st

Analysis before Design, please.


Models and Matrices- NSPI PIJ -1984 - 5 page PDF – the first publication of the performance and enabler analysis methods for ISD, from NSPI’s (ISPI’s) Performance & Instruction Journal, November 1984.

This approach was also later incorporated into my 1999 book: lean-ISD.


1999 lean-ISD Book Cover

Available as a free 410 page PDF… Click on the image above to go to the download page.

lean-ISD is also available as a $30 paperback book – for more information and/or to order – please go - here.

Note: the cover design for “lean-ISD” was created by the late Geary A. Rummler.

2nd Note: Guy W. Wallace’s book “lean-ISD” – was a recipient of a 2002 Award of Excellence for Instructional Communication from the International Society for Performance Improvement.


Then 27 Years Later

In 2011 I updated all my interim books – into this 6-Pack… the PACT 6 Pack…


Click on the graphic above for more information.

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Monday Morning Quarter PACT – #10

Take a Quarter Hour or Less

To develop your ability to adopt and adapt the PACT Processes for ISD – to meet your Requirements and Constraints.

For Performance Improvement and positive ROI when properly targeted.


B3- Performance Analysis 

Video Shorts B3- Performance Analysis – 9:24 minutes

Reminder – this is just one video of a collection of over 55 free “School of PACT” videos, that in combination with free books, articles, presentations and for fee books intends to enable the practice of performance-based Instructional Systems Design. To improve Performance Competence at the worker level, the work level, and the workplace level. For Individual, Process and Organizational performance improvement.

You may view them in sequence – or bounce around to eventually do just some or all of them.

See the Resource Tab or The Pursuing Performance Blog and the EPPIC Web Site for additional free resources - here.

See the entire School of PACT video collection Index - here.

What is PACT?

PACT is performance-based ISD… at 3 levels… with common analysis and project management approaches, tools and techniques… to speed the ISD process… to be effective while being efficient…

PACT Logo w 5 Methodologies 2

Other PACT Resources

See all of the EPPIC Videos on YouTube - here.

Books for free – here.

Books for sale – here.


This MMQP Series

This Blog series will post each Monday at 8 am east coast time (USA).


Go for it - here - Monday Mornings!


The benefits?



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Only Perfect Practice Makes Perfect

“Practice does not make perfect. Only perfect practice makes perfect.”

- Vince Lombardi quotes from BrainyQuote.com.

Practice What?

And … by Design?

How do your Design activities/accomplishments get processed and documented?

I use a Group Process in my PACT methods and document the outputs of that group process in a Lesson Map…




Oh. And how do you know that THAT new behavior and cognition set that was PRACTICED to PERFECTION – was authentic and therefore can transfer back to the job?

What Analysis Data Feeds the Design?

In PACT we used two main sources for content items in a Lesson Map:

  • Performance Model data
  • Knowledge/Skill Matrix data

PM-KS used in design


What is PACT?

PACT is a methodology-set of ISD processes and practices.


The PACT Processes for T&D/ Learning/ Knowledge Management


The PACT Processes are covered extensively in the following 1999 book:

1999 lean-ISD Book Cover

That book and 2 others were re-written into this 6-Pack:


For more information about these books – available as paperbacks and Kindles – see the Resource Tab – here.

For several free books from Guy – including lean-ISD – please click here.


The logic behind the PACTLogic:

PACT Data Logic

For more information and to arrange a time to discuss how I might assist you in moving from Training to Performance Improvement Consulting:

email me at: guy.wallace@eppic.biz


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Me? I’m Wary of That Vision Thing.

Do You Have a Clear Vision—And is It Giving You the Focus You Need to Succeed?

ASQ’s new CEO, Bill Troy, is taking up where the former CEO left off in terms of A View from the Q - the ASQ CEO’s Blog – where he raises issues or a question every month – and some 2 dozen or so Bloggers in the Influential Voices community respond. And others as well.

Here we go again.

BTW – Bill was introduced to the Intranet communities in this posting – here.

Bill ends his first post with these comments … and questions …

Here at ASQ I have been talking a lot about focus as we go through our strategic planning process.  Do we have the right focus and does everyone know it?  How about your organization?   Do you have a clear vision—and is it giving you the focus you need to succeed?


Call Me A Skeptic

But actions speak louder than words.

Yes words can be inspirational – but only if visible action is seen to a greater extent than the marketing and/or communications hype that a Vision or Mission or Values statement too often becomes.

That’s when the hype turns hollow.

When the resources are not adequate. When executive and managements’ time is not adequate. When the funds are not adequate. When the measures are not adequate.

When there are other priorities.

So I say: earn it – your right to proclaim your Vision – before you print it and communicate it.

Show them that it’s real first. Then tout it.

Earn It First

Go through all the machinations that are required to produce said Vision Statement.

But then keep it to yourself.

Keep it quiet until you’ve achieved it - enough of it – re the Vision - through the actions that you have directed and communicated and by the resources you have invested – make them so well known that when you finally articulate your Vision - it’ll seem like a no brainer. Yawn.

Use that Vision to input into your Hoshin Planning or Policy Deployment or Management By Objectives “planning and resourcing” efforts – and then make it happen.

Walk that talk. Walk that Vision talk.

Don’t just talk it. Don’t talk Vision. Talk about the actions leading to the Vision.

Some of the people hearing your Vision may have heard it all before. This isn’t their first rodeo. A little thing like a Vision Statement isn’t going to get them excited, get them engaged, get them pulling on the oars….


The Vision should drive the Leader’s decisions and actions.

Then the non-Leaders, the other Followers, will follow.

- Skeptical Guy

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Since It All Began As Informal Learning …

… Targeting the Right Performance for Formal Learning Is Critical

I recommend a solid Governance & Advisory Structure of people and of processes and metrics that make sense to that enterprise.

One example – to help you understand where I am coming from … and later why …

LD Goverance Structure Example

This is where Command & Control and Collaboration happen.

Don’t like Command and Control? So that Resource do not necessarily go to where they are most critically needed … and perhaps go Wherever?

Then this Post and this Site are probably not for you.

But you are certainly welcome to stay…

For me…

It All Begins At The Top – of the Clock in a Systems View of L&D and Performance Improvement

Here’s my view …


Your view may vary.

This BTW is all covered in my 2001 book …

2001 TDSV Book Cover 1

A Review from 2001 …

“Guy Wallace has done it again! After demystifying the ISD process in his lean-ISD book, he tackles the corporate training and development system and puts it in a business-focused perspective. Whether you are in-house or serving as an external consultant, you will find Guy’s model an invaluable tool for enterprise training and development.

This analytic and design process ensures that you dot all the i’s and cross all the t’s when moving your company or client to Learning by Design, not Learning by Chance. The elegant clockface model helps you develop a clear picture of any organization and clearly helps you map out how best to effectively manage all the elements of the enterprise. Once the elements are mapped out, the model, through enclosed assessment and prioritizing tools, helps determine where and when to put corporate assets to maximize corporate return on investment.

This is a must-have book for any consultant or organization that is concerned about improving the performance of their organization through improving processes and competencies.”

—Miki Lane      Senior Partner        MVM Communications

T&D Systems View (2001) Available as Free PDF

Click on image to link to the download page.

T&D Systems View is also available as a $20 Paperback book – for more information and to order – please go - here.

Quick 2 Minute Assessment


Here as a PDF: TD Sys View Quick Assessment

… or this version …


Here as a PDF: TD Sys View Quick Assessment B

Why Target?

To be a good steward of shareholder equity. It’s that simple.



  • Are your constrained resources going to the right targets?
  • Are you in sync and aligned with the business of your enterprise?
  • And making appropriate, timely mid-course corrections to remain in sync and aligned with the business of the enterprise?

Be a Good Steward of Shareholder Equity

Get aligned to the needs of your business – both Formally and Informally!

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