I’ve been in the training business for a long time and have seen many reasons training fails – the design is weak, the content isn’t relevant to the audince, the delivery isn’t effective, the timing is bad, the wrong people are selected, the training isn’t reinforced… The list goes on.
While those are surely important considerations in creating successful training outcomes, there are two other strategic factors that aren’t often considered in the performance design process. The first factor, covered in my last post, is the importance of choosing the right performance practices to develop. If we get this wrong than we’re training people in the wrong things. The Performance Consulting model created by Dana and Jim Robinson is a one process to make sure leaders and L&D professionals select the right practices that influence the outcomes organizations want.
The second strategic factor is choosing the right strategy to develop those practices. Too often training is the default process for development, even when other methods that could be more effective. The video below overviews options for broadening our thinking about developing those practices, building on BJ Fogg’s work on behavior design. I hope it’s worth 10 minutes of your time.
If you have any thoughts or reactions, feel free to join the conversation by commenting below. Thanks!