PERFORMANCE SUPPORT – Converging Learning with Point-of-Work
Performance Support is a term that often causes confusion, and in some cases, outright fear in the hearts of my HR and L&D colleagues. This post will attempt to clear up the confusion surrounding the tactical implementation of performance support. The fear quotient? To my knowledge, no L&D ISDs, developers or facilitators lost their jobs or were harmed in any implementation of performance support that I’ve been involved with to date. In fact, those very skills are critical to the success of sustaining performance support solutions. The real fear should consider what happens to L&D if status quo strategy and tactics do not evolve to embrace performance support. Read more…
Data Analytics Vs. Tsunami
Yikes! Now that’s a visual. Maybe avalanche would be appropriate too. Enabling access to metrics and measures into the hands of those not able to answer the question “What does sustained workforce capability look like?” may very well unleash something we cannot outrun. Addressing data analytics with an eye for extracting actionable information is critical or those tasked to make informed decisions can easily and quickly drown in data or become buried in short order. Are we chasing after data as much as we are chasing Evidence of Sustained Capability (EOSC)? What data represent EOSC? Read more…
DRIVER – Avoiding the Paralysis of Fear & Loathing of CHANGE
This post is somewhere between a rant and a ramble…just a courtesy heads-up…
In the last several weeks I’ve launched posts on an L&D CHANGE Discipline called DRIVER. The response has pleasantly positive as indicated in comments, “likes” and shares. What blogger would not like that kind of response to suggesting CHANGE? Funny thing though, if there is only one response that is not positive or stoked fear or concern in a reader, I look in the mirror and question “What did I miss?” Read more…
DRIVER: Enabling a Strategic Re-Think for L&D
A couple years ago I wrote a post “Performance Support & the Art of War” with references to Sun Tzu’s writings, and upon rereading am reminded of the significance between tactics and strategy. In short, it seems like strategy represents formalized thinking about what tactics are appropriate to acquire specific results/outcomes. The question that keeps surfacing is “What happens when proven tactics fail to render what strategic thinking and intent envisioned?” Read more…
DRIVER – A Learning Performance Discipline Based on Continuum Thinking at the Core
In my recent post, “DRIVER – A Repeatable, Agile, Methodology to Generate Learning & Performance Guidance”, I’ve received many positive comments and a few great questions asking for more details. This post will attempt to slice into the anatomy of the DRIVER discipline and add some essential context…yes…discipline. I chose the word “methodology” in the original title, but upon reflection I can see how that might skew the perception of DRIVER to be some sort of tool. It’s not a tool. It is the only approach I’ve found after 30-plus years in the L&D “charley foxtrot” that prioritizes PERFORMANCE in the environment where our workforce learns and works. Yup…this is a paradigm shift. Read more…
DRIVER – A Repeatable, Agile, Discipline to Enable Learning Performance Guidance
Point-of-Work (PoW) is where measurable business outcomes are generated…or they’re lost…if not lost…compromised. I hope you can agree that Workforce Performance has a direct line to productivity and profitability at PoW. That single fact seems straight-forward to this camper and that if we truly seek positive business outcomes as our end-game, shouldn’t we focus our discovery and solution designs there first? It only took me 20 years to shift my thinking…and my results. Read more…
Driving Performance Guidance @ Point-of-Work
Would you agree that organizational leadership at all levels seek positive, sustainable performance outcomes from their workforce? It is likely safe to assume that this is a unanimous quest, and many activities target this coveted objective. And yet, one of the key business partners, Learning & Development (L&D) continue to reach this objective with a limited Training Paradigm. L&D is accomplishing an old school objective of transferring knowledge and skills. The result? Though well-intended, the result can only ever contribute to one deliverable – POTENTIAL! Read more…
GARY WISE
Organizational Change Agent &
Workforce Performance Strategist
Effective knowledge transfer, the primary objective of training, does not actually achieve the business goal of COMPETENCY – instead training only drives POTENTIAL. Competency is only reached over time at a new, post-training ground zero – the point-of-work.
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The current Training paradigm can no longer keep pace with the velocity of business demand and the continuous nature of change; especially when demand and change are both manifesting exclusively at the point-of-work.
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The rules of engagement to sustain workforce capability have changed –
so too must our paradigm.
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A Performance Paradigm represents disruptive innovation with direct implications on sustained workforce capability on a continuum that spans from point-of-entry to the point-of-work.
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Are you ready to make the shift?
More importantly...
Are you at a state of readiness to adopt Change?
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We should chat!
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