LTEN 6D’s (Six Disciplines of Breakthrough Learning®) Workshop

A Process to Design, Deliver and Measure Training and Ensure Learning Transfer

Master the Six Disciplines of Breakthrough Learning ®

The 6Ds® Workshop is an interactive four-session workshop based on the best-selling Six Disciplines of Breakthrough Learning: How to Turn Training and Development into Business Results, 3rd ed.

The workshop starts with an analysis of what businesses really want from learning and development and the strengths and weaknesses of the current approach. The rest of the workshop consists of exercises and discussions of practical ways to strengthen each link of the learning value chain.

During each session, participants have opportunities to analyze current practices and identify opportunities for improvement. Between sessions, participants are given assignments that require applying the concepts presented. During the learning transfer period, session participants set and work on an application goal of their own. The instructor provides coaching and assistance throughout.

Each participant receives a 200+ page workbook and an electronic 6Ds Toolkit. There is ample time for questions and discussions.

Registration Fee: $1750 for Members / $1950 Non-Member (includes LTEN Membership Dues)

Agenda

Session One

Introduction

• What do business leaders expect from L&D?
• How satisfied are they with our product today?
• How to use the ISPI 4-W model to decide if training is the right solution.
• The two key questions that determine whether training is of value or scrap and the questions behind the questions

D1: Define Business Outcomes

• How to transition from “order taker” for training to a trusted advisor · Distinguishing the features vs. the benefits of training
• Why learning objectives fail to convey the value of a program
• How to use the Outcomes Planning Wheel to clarify the desired results and the criteria for success
• Practice applying D1 to your program · Laying the foundation for Learning Transfer

D2: Design the Complete Experience

• Why learning must be managed as a process, not an event
• The importance of the priming effect and how to use it · Practice improving course description / invitation
• The four phases of learning and why an effective design includes all four · How managers impact training effectiveness
• Why we need to define a new finish line for learning and examples
• Why we need to provide learners with a sense of accomplishment
• Practice setting a new finish line for your program

D3: Deliver for Results

• Key steps in how people learn
• The biggest bottlenecks to learning in corporate training and how to avoid them
• Importance of practice and the optimal balance of content delivery versus active learning
• Why instructional method should determine the instructional medium
• Adult learning principles and why you must answer the WIIFM question
• How to use the value chain to ensure relevance
• Practice applying value chain to own program

Session Two

Spaced Learning: Reflections on Day One

• Reflection exercise

D4: Drive Learning Transfer

• Why transfer must be part of the design
• Hope is not a strategy; if transfer fails, the training fails, no matter how much people learned
• How to use a process approach to reduce learning scrap
• Making the business case for investing in learning transfer
• What is the transfer climate?
• Practice assessing the transfer climate
• How to assess and improve the transfer climate
• Practice applying to your own environment

D5: Deploy Performance Support

• How performance support enhances training effectiveness
• Key features of effective support
• Situations in which performance support is especially important
• When to use people for performance support
• Practice: Develop plan to enhance post-program support

D6: Document Results

• The two reasons to evaluate training outcomes
• Differentiating means vs. ends in evaluation
• No “one size fits all” · Guiding principles for effective evaluation
• Practice applying principles
• What to measure
• When to measure / leading indicators
• Using evaluation to support continuous improvement
• Marketing the results