Practical guidelines for implementing the six disciplines of breakthrough learning The Six Disciplines of Breakthrough Learning has become a standard for companies serious about increasing the return on their investment in learning and development. Now the authors help workplace learning professionals apply the concepts of their bestselling book. With real-world applications, case studies, how-to guidelines, and practical advice and examples for implementing the 6Ds, The 6Ds Fieldbook: Beyond ADDIE will help organizations substantially increase the return on investment and decrease "learning scrap," the potential value that goes unrealized in many learning and development initiatives. * Helps OD professionals apply the concepts of the bestselling Six Disciplines of Breakthrough Learning * Includes all new case studies, examples, tools, and best practices in use by organizations that have successfully used the 6Ds * Taps into the experience and expertise of 6Ds practitioners Linking to social media to enhance the lessons of the book, The 6Ds Fieldbook is an easy-to-use and widely-applicable guide to getting the most from learning and development.
Roy Pollock is the chief learning officer and co-founder of The 6Ds Company and co-author of the best-selling The Six Disciplines of Breakthrough Learning. Andy Jefferson is the co-founder and CEO of The 6Ds Company, a global leader in learning transfer know-how. He is co-author of The Six Disciplines of Breakthrough Learning. Cal Wick is founder and chairman of the Fort Hill Company and co-author of The Six Disciplines of Breakthrough Learning.
About This Book xi Acknowledgments xiii Contributors xv Introduction xix Part I The Six Disciplines 1 D1 Define Business Outcomes 3 D2 Design the Complete Experience 27 D3 Deliver for Application 51 D4 Drive Learning Transfer 77 D5 Deploy Performance Support 97 D6 Document Results 115 Coda Getting Your Money's Worth 137 Part II Tools: Maps, Planners, Scorecards, and Checklists 141 Tool I.1 6Ds Application Scorecard 143 Tool I.2 6Ds Pathfinder 147 Tool I.3 6Ds Flow Chart 151 Tool I.4 Wisdom from the Field 159 Tool D1.1 6Ds Outcomes Planning Wheel 173 Tool D1.2 Flow Chart: Is Training Necessary? 175 Tool D1.3 Checklist for D1 179 Tool D2.1 Manager's Guide to a Pre-Training Discussion 181 Tool D2.2 Sample Learning Contract 185 Tool D2.3 Flow Chart for Phase I Learning (Pre-Work) 187 Tool D2.4 Purposes and Examples of Phase I Learning (Pre-Work) 189 Tool D2.5 Manager's Guide to a Post-Training Discussion 191 Tool D2.6 Checklist for D2 195 Tool D3.1 Glance Test for Slides 197 Tool D3.2 Value Chain Planner 199 Tool D3.3 Checklist for D3 201 Tool D4.1 Learning Transfer Climate Scorecard 203 Tool D4.2 Transfer Climate Improvement Planner 207 Tool D4.3 Checklist for D4 209 Tool D5.1 Performance Support Planner 211 Tool D5.2 Kinds of Performance Support and Their Application 213 Tool D5.3 Checklist for D5 215 Tool D6.1 Checklist for Evaluation Credibility 217 Tool D6.2 Evaluation Planner 219 Tool D6.3 Checklist for D6 221 Tool C.1 6Ds Personal Action Planner 223 Part III Case Histories ("How We") 231 Case I.1 How We Transitioned Our Focus to Results 243 Case I.2 How We Use the 6Ds to Differentiate Our Services 247 Case I.3 How We Prepare a Proposal and Design a Process Using the 6Ds Outline 251 Case I.4 How We Are Lighting Up the Fire of Continuous Improvement for Our Lean Sigma Green Belts 257 Case I.5 How We Used the 6Ds Framework to Redevelop Our Sales Leader Curriculum 269 Case I.6 How We Introduced the 6Ds to Our Team 275 Case D1.1 How We Moved from Order Takers to Business Partners 281 Case D1.2 How We Turned a "Feel Good" Training Program into a Successful Business Transformation 285 Case D1.3 How We Defined Business Outcomes and the Learning Continuum for iteach 293 Case D1.4 How We Used In-Depth Analysis to Design the Right Intervention to Achieve Business Objectives 299 Case D1.5 How We Incorporated the 6Ds into Our Learning Services Tool Box 305 Case D2.1 How We Increased the Volume and Variety of Learning Solutions While Decreasing the Time to Develop Them 311 Case D2.2 How We Use Alumni to Help Set Expectations for New Program Participants and Their Leaders 319 Case D2.3 How We Build Enterprise High-Potential Talent at Agilent 325 Case D2.4 How We Moved the Finish Line for Leadership Development 333 Case D2.5 How We Enhanced and Stretched Our First-Level Managers' Learning Experience 337 Case D2.6 How We Bring Employees Up to Speed in Record Time Using the Learning Path Methodology 345 Case D2.7 How We Designed a Complete Experience for Our Signature Induction Program "SteerIn" 353 Case D2.8 How We Made Learning Relevant to Deliver Business Impact 361 Case D3.1 How We Use Experiential Learning to Engage Learners' Hearts as Well as Minds 367 Case D3.2 How We Improved the Signal-to-Noise Ratio to Transform the Presentation Culture at KLA-Tencor 375 Case D3.3 How We Designed a Complete Experience to Deliver Business Results 387 Case D3.4 How We Increased Leadership Effectiveness by Delivering for Application 399 Case D3.5 How We Turn Front-Line Supervisors into Safety Leaders 407 Case D3.6 How We Fostered a Proactive Approach to Leader Development 411 Case D4.1 How We Implemented an Immediate Application Checklist to Ensure Learning Transfer 417 Case D4.2 How We Achieved Lean Improvements with Learning Transfer 423 Case D4.3 How We Implemented a Low-Cost, Low-Effort Follow-Up 431 Case D4.4 How We Used Spaced Learning and Gamification to Increase the Effectiveness of Product Launch Training 435 Case D4.5 How We Develop Managers to Leverage Learning Transfer 443 Case D4.6 How We Engage Managers to Acknowledge the Achievements of Leadership Program Participants 449 Case D4.7 How We Sustain Priority-Management Training 453 Case D4.8 How We Turn Learning into Action 459 Case D5.1 How We Engage Key Contributors to Disseminate Corporate Culture 469 Case D5.2 How We Use Proficiency Coaching to Improve Performance 475 Case D5.3 How We Engage Participants for Optimal Learning Transfer 481 Case D5.4 How We Deployed Performance Support for a Technical Capability Building Initiative 489 Case D6.1 How We Guide Our Clients to Design with the End in Mind 495 Case D6.2 How We Used Measurement to Drive "SOAR Service Over and Above the Rest" 503 Case D6.3 How We Used NPS to Track and Improve Leadership Impact 513 Case D6.4 How We Use Success Stories to Communicate Training's Value 519 Case D6.5 How We Created a High Impact Mars University Brand 523 Case C.1 How We Are Incorporating the 6Ds Methodologies into Our Culture, One Step at a Time 527 Part IV How-to Guides 531 H2 D1.1 How to Use the Planning Wheel to Clarify Business Purpose 533 H2 D1.2 How to Decide Whether Training Is Necessary 537 H2 D1.3 How to Use (and Not Use) Learning Objectives 541 H2 D2.1 How to Communicate to Motivate 545 H2 D2.2 How to Create Results Intentionality 549 H2 D2.3 How to Start Learning Before Class to Improve Efficiency 555 H2 D2.4 How to Move the Finish Line for Learning 559 H2 D3.1 How to Use (and Not Abuse) PowerPoint 563 H2 D3.2 How to Gain and Hold Learners' Attention 567 H2 D3.3 How to Re-Engage Learners After a Break 571 H2 D3.4 How to Build Scaffolding 575 H2 D3.5 How to Build a Value Chain for Learning 579 H2 D3.6 How to Introduce Exercises 583 H2 D3.7 How to Improve the Predictive Value of Assessments 587 H2 D4.1 How to Remind Learners to Apply Their Training 593 H2 D4.2 How to Engage Learners in Action Planning 597 H2 D4.3 How to Make the Business Case for Learning Transfer 601 H2 D5.1 How to Provide Performance Support for Managers and Coaches 605 H2 D5.2 How to Utilize Peer Coaching 609 H2 D5.3 How to Develop Great Performance Support 613 H2 D6.1 How to Ensure Your Measures Are Relevant 617 H2 D6.2 How to Improve the Credibility of Evaluations 619 H2 D6.3 How to Make Your Evaluations More Compelling 625 H2 D6.4 How to Conduct a Success Case Method Evaluation 629 H2 D6.5 How to Write Better Surveys 633 References 637 Index 643 About the Authors 657 About the 6Ds Company 659
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