Cathy Moore Book Club | Reflection | Chapter 1 by

By working backwards and examining the process we can identify what people need to be doing in order to reach peak performance. We can then ask questions to understand why they aren't using the correct process or what may not be working for them in practice. This will help us develop learning experiences that are engaging, and also change behavior instead of just reinforcing knowledge.

2024-01-09 17:22:01 UTC

From Nicole

procurementlearningprogram — 2024-01-09 22:37:15 UTC

Ask our stakeholders what problems they are experiencing (for which they think training is a solution), what good looks like

Consider if those problems can be solved by 1) a learning solution or 2) if it is an environmental or process issue that first needs to be resolved

Emphasize and probe for the things we want people to DO, not learn.

procurementlearningprogram — 2024-01-10 02:10:53 UTC

to identify performance gaps I would start with a RCA of why the training was requested (as discussed in the book). This can take shape in a variety of ways (e.g. sync, survey, assessment).

It is important to note: You CANNOT ensure impactful learning. Ive had the "best" lesson plans with proven/research backed practices, but the training flopped. Not every learning will be impactful...so what can you do about it?

Sharpen your saw. The facilitator is what makes learning stick. Find your flow and deliver trainings that are true to you.
Learn to Adapt. During ILT, the dynamics are everything. As a facilitator you need to develop the skills to adapt to situations.
Understand learners are human (and so are you). You wont hit the mark every single time, and that's OK!