You “train” a bear to ride a bike…and with enough bear treats and a Taser you can train a bear to ride just about anything. If that bear is “learning” anything at all, it’s how NOT to get shocked…and keep scoring bear treats.
Tag: point of work
We…L&D…are in a predicament because we don’t actively seek out predicaments. We cannot see them looking through the “wrong end of the telescope”. We don’t design solutions for predicaments…to be more precise…performance predicaments. And that, my friends, IS a predicament!
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.
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.
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.
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?
Why build training content as a priority if there is an asset you could build that closes an existing performance gap? I’m not saying “forget training”; rather, I’m suggesting that closing the performance gap should be FIRST PRIORITY. Designing and building an asset to support performance at the Point-of-Work is actually one of the first […]
Leading Change to full adoption implies that we not only manage Change to deployment, we must continue to lead Change through implementation…and beyond to the desired goal of full adoption.
Many organizations are locked into long-held beliefs that training is the default solution to overcoming performance challenges. While training can certainly contribute to closing performance gaps, sadly, the only outcome that can be consistently proven is the creation of potential. Is potential enough?
This is the challenge in front of us when we are trying to successfully position the added value and positive business impacts of Performance Support to an organization comfortably fed by a Training paradigm. It is that Training paradigm that blocks even considering there are other options to drive performance outcomes. Henry Ford nailed it when he said, “If I’d asked them what they wanted; they would’ve said faster horses!”