If we do not accomplish discovery at the Point-of-Work, we can only guess at performance outcomes or task-level work requirements, who actually does the work, required resources, tools, systems and/or moment of need support needed to pull it off in a sustainable manner. THAT’S a discovery gap. And it’s urgent we close it sooner than later.
Author: Gary G. Wise - Author - Grief Coach
Unsupervised, unfiltered, and occasionally undisciplined Writer of Things that thrill readers with engaging stories created by a seasoned storyteller.
Enable learning and support within the workflow. Keep things moving; breaking the chain of concentration to launch a fire safety course in the LMS while my hair is on fire makes no sense. Give me 90-seconds of Stop Drop & Roll and then let’s get on with it.
“We ARE going for a ride and YOU…the cat…have no choice in the matter.” In advance of ever even seeing the car, there is a direct correlation here – pet carrier = car ride. Solution options that surface in a cat’s brain?? Flee. Hide. Fight. Unfortunately, those three options are not actually options; instead they represent a chain of escalation.
We should get nuts over all the labels. Is learning informal, formal, non-formal, dynamic, continuous, micro, bursted, non-linear, linear, asynchronous, bi-synchronous, tri-synchronous…where will it end? And who really gives a rip what it’s called…as long as learning takes place…AND…sustained workforce performance at the Point-of-Work is the ultimate outcome?
What the article I’m referencing and comments I read made clear illustrate the gyrations we are heading into now with this “new” micro-learning approach. It will be easy to become distracted, so don’t get all raked up in a pile over what we call it…or how long it should be. It’s about what it can facilitate at the moment of need to get the DO done.
Maybe it’s just me, but I’m seeing the use of 70:20:10 being used as a design framework that promotes that we pack the “70” and the “20” into the “10”. Now before anyone blows a gasket, I will admit that this practice greatly enhances the “10”, no question about it. But here’s the thing…it’s still freaking Training.
A colleague of mine described adopting a Performance Paradigm where Performance Support is fully integrated as “the project that never dies” and that’s not a bad thing, because if the paradigm dies, so do the performance benefits…and those benefits are tied directly to tangible, measurable business results.
What was most astounding in the assessment was the most obvious visible indicator of disconnect highlighted by the Agent’s readiness to perform, and it manifested on the floor with HANDS IN THE AIR. While the blame was owned at multiple levels and functions, those assigning blame were not focused on the right place, and I just wanted to jump up and shout, “Dude, it’s about the hands!”
I just finished reading an amazing book, “Chase the Lion”, by Mark Batterson, where the focus is largely examining change…personal change to be exact. But the same principles he addresses are very relevant for shifting thinking in an organization. The thinking I firmly believe we need to change is how we attempt to build sustained […]
Is there a difference between your onboarding process and the process of waterboarding? One uses water…and the other holds the new hire down and administers enough information at a continuous pace so they get the overwhelming sensation of drowning. Which one do you put your new hires through?