Jul 14 2022

A Key Ingredient in the Secret Sause of L&D Success

It is critical that L&D efforts on High Stakes Performance get and stay aligned to the critical issues in the Enterprise.

The best way to do that is to offer the Key Stakeholders a Command & Control Mechanism, that also offers L&D an Empowerment Mechanism. At least that’s how I discuss it with my Project Steering Teams.

I talked with Bob Mosher about that recently in this podcast – here.

Bob and I are mostly aligned in our approach – while our language and labels vary somewhat. But we are both members of The Cult of Performance. Perhaps you are too.

2 Articles published in 1984 share thoughts on the importance of engaging the client and key stakeholders in L&D efforts – to enable them to make the business decisions inherent in every project of significance.

Performance-Based Curriculum Architecture Design via a Facilitated Group Process – 6-page PDF– published in Training Magazine in September 1984. – This was the first publication about Curriculum Architecture Design. Plus – the original manuscript (30 pages) – How to Build a Training Structure That Won’t Keep Burning Down.

Models and Matrices – 5-page PDF, published in NSPI’s (ISPI’s) Performance & Instruction Journal, November 1984 – This was the first publication of the Performance and Enabler Analysis methods for ISD using a Facilitated Group Process that I have been using since 1979 and as an ISD consultant starting in 1982.

https://eppicinc.files.wordpress.com/2010/07/models-and-matrices-nspi-pij-1984.pdf

Book: Aligning & Architecting performance-based Learning & Development

Target High Stakes Performance for Improvement and Greater Returns on the Investments of Shareholder Equity

This book is for L&D Leaders and Managers who wish to better align their efforts to the Enterprise’s Critical Business Issues and to have a Greater Impact on Performance and the Bottom Line.

Aligning to Enterprise Leaders more formally will help to stop any wasteful and throwaway development/acquisition efforts that end up deploying Performance Support and/or Learning Experiences that weren’t worthy of the initial development costs, let alone ongoing maintenance costs.

L&D must first target the Enterprise’s most Critical Business Issues with quick and valid processes and practices that will develop Performance Support and/or Learning Experiences that will improve performance back on the job.

And it must approach Instructional Development more systematically and not in a series of “one-off” efforts that result in gaps and overlaps in the final set of Instruction – Performance Support and/or Learning Experiences.

The Name Game

I’ve recently updated some of the language that I had been using since 1981. You might catch that in the graphic below.