If we do not also address the underlying knowledge and skills that learners need, we fail to equip them to perform.
Curriculum designers must be adept at answering the “What?” questions: What’s in the curriculum? What’s out? A curriculum is more complex than an individual course because of the important and complex relationships among enabling and terminal performances. Design teams need to understand and respect these relationships to use instructional time and effort effectively. A little […]
I was working on a project with Apple Service Technicians when I was introduced to the concept of FRUs, or Field Replaceable Units. These are components in computers or other electrical devices that can be pulled out as units and replaced, either by the customer or by trained technicians, when they fail. The beauty of […]
“Dogfooding” is a concept from the product development community that refers to an organization using its own product to test it. This is a way of seeing how products work in real-world situations, developing empathy for the user experience, and working out bugs. “Dogfooding” is one (albeit incomplete) strategy consistent with design thinking, in which we observe and develop empathy with users while creating a solution to meet their needs.
As a performance consultant, it’s not enough to be proficient in performance improvement techniques. Whether we work inside or outside an organization, the ability to work with clients and other stakeholders is key to the success of the work that we do. The ability to do that in a remote environment increases the need for us to be intentional about our interventions and the role(s) that we play.
I planned my January 2020 blog post to reveal what I learned during a year of experimentation and deliberate transformation. This design thinking approach to reconceptualizing my business began well before the pandemic and continued throughout. At the beginning of that journey, I pictured sharing the lessons that I learned. But the insight I have […]
To develop an effective partnership, organizations and vendor partners must jointly consider how to incorporate proven best practices and ensure the long-term viability of the performance solutions they create.”
Without the capacity to determine how to close performance gaps, talent development professionals often find themselves taking orders from decision-makers who don’t recognize the value of starting with the end in mind.”
“As performance improvement professionals, we create and enhance systems, and we know that systems can benefit or disadvantage individuals or groups. We have the opportunity to ensure that we are creating inclusive systems by considering access to resources, ability to leverage competencies, and ability to participate in opportunities for success and recognition.”