Weekend Reflections – 2019-06-08

Now I understand better how the gurus at NSPI felt in the late 1980s and early 1990s.


Weeked Reflections 2019-06-08.png

They had gone from practicing, advancing and promoting Programmed Instruction starting in 1962.

Then as they discovered that there was more to it – that “it” – something that they soon labeled “Performance” – than just knowledge and skills.

That is evidenced – in my limited exposure and experience – in the work of Rummler, Gilbert, Mager and Harless – in no particular order. And certainly there were others. Hundreds and hundreds of others in fact.

And then they had to sit – but never quietly – by – as the world of Instruction/T&D/L&D – carried on as if their work, voices, publications had never existed.

I got into the biz in 1979. I was handed a pile of books and articles during Week 1 that had a performance bent to Instruction and resolving Gaps in terminal Performance whether or not the Root Cause had anything to do with Knowledge & Skills or not. Because that’s what the client wanted – regardless of the wording of their initial request.

And if the issue/opportunity did have to do with Knowledge & Skills (as in the case of new hires) “How To” do it both effectively and efficiently – to meet the needs of the Enterprise and its stakeholders. Without all the Learning Myths misdirecting the efforts and squandering Shareholder Equity.

And it seems to me that almost all of those lessons learned and shared have had damn little traction in the marketplace of Enterprise T&D/L&D and Education.

I share their frustrations that I heard about back in the 1980s. And continue to empathize with them here in 2019.

And as Deming might, were he still alive, I’d place the blame for the situation on Management. Enterprise Management and L&D/T&D Management. The latter for not getting the former up to speed in Performance Improvement or simply sustaining performance over time.

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One comment on “Weekend Reflections – 2019-06-08

  1. Important post Guy. Having been on the both the external and internal sides of T&D for over 30 years now,  I believe I know the root cause of this dilemma.  Companies and corporations love to offer rotational development opportunities to their high performing managers. While those managers may have been schooled in a particular subject, that all fades away as they move from one business area to another.  The thinking is, if you’ve got management or leadership chutzpah, it doesn’t matter what team, department, or division you lead. Your job is to lead (and appease every other leader you support). And guess what? T&D leaders are rarely schooled in ID, ISD, T&D, or performance improvement. And since their job is to appease others, they rarely have an ear for what their better informed staff has to say when it comes to training requests. They, like their internal clients, just want the job done now so they can check it off the box.  And then if what the T&D staff does doesn’t solve the problem, the smart managers hire the big consulting companies to come in and get the job done. Except those consulting companies basically do what the internal staff would have done if only management had listened to them.  So, while I do believe we have highly skilled T&D and performance improvement professionals, we don’t have the same in management. And that’s why we’ll never be able to fully live in to what our forefathers taught us about workforce performance. 

    Sent from Yahoo Mail on Android


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