The Six Disciplines of Breakthrough Learning: How to Turn Training and Development Into Business Results

Even if learning professionals design superb programs with outstanding content and instructors deliver the material in engaging, compelling ways, these programs unfortunately may not be relevant to actual daily operations. They may lack solid business - as opposed to learning - objectives. Such initiatives may not accomplish what managers intend and will not make your business grow. Calhoun Wick, Roy Pollock, Andrew Jefferson and Richard Flanagan explain how learning officers and training departments can use their "six disciplines" or "6D" approach to increase the effectiveness and impact of training and development programs. They've written a good book - a tad dry but very thorough - that outlines a top-quality program. The authors repeat, a bit too frequently, that training's real payoff occurs in its practical application. getAbstract believes this book will help those who provide, purchase or benefit from corporate training and development.

The book provides a framework for developing or revamping materials for adult education. It helps the instructional designer to create that ever sought after link between learning and business results.

An organization's chief learning officer or equivalent must be prepared to answer questions such as these: What is the ROI of our learning and development programs? How do you determine that? If the ROI is unacceptable, what is being done to increase it? My guess (only a guess) is that similar questions are also asked of those who lead innovation initiatives. The fact remains that in most organizations, board members and CEOs not only expect but indeed demand that every hour and every dollar be committed to helping achieve and then sustain profitable growth and that is especially true of training programs and innovation initiatives. There seems to be little (if any patience) with any costs that cannot be justified in business terms. In this context, I am reminded of a brainstorming session at Southwest Airlines years ago during which someone suggested that a chicken salad treat be given (not sold) to passengers as an expression of appreciation. Then CEO Herb Kelleher is reported to have responded, "Does it help us to continue to be the low-cost airline? If not, then chicken salad is chicken shit." End of discussion. What Calhoun Wick, Roy Pollock, Andrew Jefferson, and Richard Flanagan (hereinafter referred to as "the authors") offer in this volume is a rigorous and eloquent analysis of what they characterize as "the six disciplines of breakthrough learning." They devote a separate chapter to each discipline, concluding each chapter with one checklist of reminders and action points for learning leaders and another for line leaders. In this context, it may be of interest to at least some of those who read this review that two other authors also recommend comparable disciplines. In Think BIG Act Small, Jason Jenningssuggests that all high-performing companies are led by people who are down to earth, keep their hands dirty, make short-term goals with long-term horizons, let go ("when it's DOA, bury it"), have everyone think and act like an owner, invent new businesses, create win-win situations for everyone involved, choose their competitors, build communities, and grow future leaders. In Six Disciplines for Excellence, Gary Harpst recommends these: Decide What's Important, Set Goals That Lead, Align Systems, Work the Plan, Innovate Purposefully, and Align Systems. Because learning and development programs are investments by a company in its workforce, the authors acknowledge that management "has a fiduciary and ethical responsibility to ensure that those investments produce a return: results that increase enterprise value." None of what the co-authors call "the 6Ds(tm)" is a head-snapping revelation, nor do they make any such claim. However, in my opinion, they should guide and inform all performance at all levels and in all areas of the given enterprise and rigorous measurement and review of performance should be based on them. Exhibit 1.1, the "6Ds(tm) Learning Transfer and Applications Scorecard," provides a diagnostic that enables the rea

This book is excellent! I enjoyed Wick, Pollock, Jefferson & Flanagan's take on the 6 disciplines and I have put them to work to strengthen our trainings. This has been great in helping us to focus.

I couldn't stop reading this book, it is a must for all people involved in corporate education. The simplified 6 D's set the tone/workframe for a compatible learning strategy that enbales organizations to maximize the value of their training investments. Full of useful tips, mine was the Impact Map where they explain how to follow up on the learning activities. The 6 D's are: 1- Define Outcomes in Business Terms 2- Design the Complete Experience 3- Deliver for Application 4- Drive Follow-Through 5- Deploy Active Support 6- Document Results