A TWA and TNA have been “things” – and at odds – since I first got into the L&D biz back in 1979.
A TWA – Training Wants Analysis
Usually conducted by a survey – which is easy and cheap to administrate – and people are asked what they want or think they need. So you end up with a list of Topics – all likely to have Face Validity.
The problem is that when you don’t know the job, you probably don’t know what you need in order to be able to do the job.
A TNA – Training Needs Analysis
Usually conducted by first doing an Analysis of the Process/ WorkStream/ WorkFlow performance requirements – which is NOT easy and cheap to conduct – and then you would continue the Analysis by systematically deriving the Enabling Knowledge & Skills.
I cover how to do that in many of my books going back to 1999 – and in this fairly narrow mini-book, Performance-Based Instructional Analysis: Magnifying Proven Practices in performance-based Instructional Development Projects – available on Amazon – here.