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