L&D: Get Over Yourself Regarding Performance Improvement

You Are A Support Function

And an important Support Function. But…

Most – not all – folks in L&D are not the business people they might wish to be … or see themselves to be.


L&D Impacts 2 or 3 of the Set of Variables

In this model, you can impact 2 … or maybe 3 … of the variable sets of Performance or what I call Enterprise Process Performance.

Your language and models may differ.


L&D can affect 3 of the variables … “if” … you are capable of designing a new client Process to meet the balanced Requirements of all of the actual Stakeholders. And then can really impact the Awareness/ Knowledge and Skills of the Critical Performers in the Enterprise – and – maybe – provide/give access to some of the right Information/ Data needed.

But then … that’s the job of all of the other management in place – to take care of their own.

So 2 – maybe 3. The rest of the variables needed – per my model above – are the jobs of all of the other managers in place to put into place. To enable the Processes that they are in place to manage.

Or why have them?

Variable Set 1: A/K/S

Impacting/enabling the Awareness/ Knowledge/ Skills are what L&D should be all about. As directed by the client and stakeholders. And THAT is still shared with the other managers.

If you can’t do that very well all of the time – focus on that first.

Variable Set 2: Data/Information

L&D can also impact the Data/ Information – not by making it available – but by determining and sharing what and how the current Master Performers do it.

Sharing their Best Practices if you will.

And if the needed data and information isn’t available – the best you can do – from a L&D perspective – is to bring that to the attention of the client and stakeholders to make that happen.

They can then request and/or direct and fund IT … or whomever is appropriate. That’s not the job of L&D.

Variable Set 3: The Process Itself

Designing a Process – robust to all of the things that can go other than right – is tricky business.

That requires deep knowledge of the downstream requirements of the downstream Customer(s) and their Stakeholders – and of the Process and Tasks within that Process and the requirements of all of the Stakeholders.

L&D staff won’t know that – most likely.

A Performance Improvement function’s staff would know “how to” IMO.


But L&D staff might be able to facilitate those in the know – to help them design a Process.

The Group Process

I’ve been using a group process and facilitating the same since 1979.

Here are some old articles about that.

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.

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.

Teaming for T&D GWW 1999 – 5 page PDF – on my story of inadvertently creating a team – out of frustration with too many revision cycles for a video script I was writing –  for training development back in 1979 – and liking the approach for using a Group Process to shorten cycle times and improve the quality of the output.

Modeling Mastery Performance and Systematically Deriving the Enablers for Performance Improvement – by Guy W. Wallace, CPT – Chapter 11 of the Handbook of Human Performance Technology – 3rd Edition – 2006.  This methodology was first published in this 1984 article in ISPI’s (then NSPI’s) PIJ in November 1984.

Past Blog Posts

My 12 Rules/Guidelines for Facilitation

The 12 Rules/Guidelines for PACT facilitators that I covered in this Blog series – was “sourced from” my writings from back in 1999 in my book: lean-ISD – in Appendices C.

And that was sourced from my field experiences in having conducted hundreds of Group Process analysis and design meetings.

The 12 Rules/Guidelines for PACT Facilitators are – and the links to the prior 12 Blog Postings are:

1. Go Slow to Go Fast.

2. Be Declarative.

3. Write Stuff and Post It.

4. Be Redundant by Design.

5. Use the Four Key Communications Behavior Types.

6. Review and Preview.

7. Write It Down and Then Discuss It.

8. Use Humor.

9. Control the Process and the Participants.

10. Be Legible on the Flip Chart.

11. Beware of Group-Think.

12. Assign Parking Lot Valets.

This Blog Post series embellished the original content already published in lean-ISD.

Free Book PDF: lean-ISD (1999)

Click on image to link to the download page.

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

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.

lean-ISD is also available as a $15 paperback book – and $7.50 as a Kindle – for more and to order – please go – here.

Everybody Wants to Rule the World

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One comment on “L&D: Get Over Yourself Regarding Performance Improvement

  1. Pingback: L&D: We’ve Got One Job To Do | EPPIC - Pursuing Performance

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