University of Minnesota - UMN Executive Leadership Insights
The Six Disciplines of Breakthrough Learning
Book

The Six Disciplines of Breakthrough Learning

How to Turn Training and Development into Business Results

Calhoun Wick, Roy Pollock, Andrew Jefferson and Richard Flanagan
Pfeiffer, 2006
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Editorial Rating

8

Qualities

  • Innovative
  • Applicable

Recommendation

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.

Summary

“Six Disciplines” for Effective Training and Development

Corporate training and development programs should enforce six vital disciplines:

Discipline One: “Define Outcomes in Business Terms”

Your training and development programs may bring in lots of people, dispense valuable information and earn a good reputation, but they are of little use if they do not deliver results that improve your company’s “business outcomes.” When you plan education and development programming, work backward from the business results you seek to the training your staff members need to achieve those targets. Map the impact of instruction and development by asking: “What business needs will training meet?” “What skills will the participants attain?” “Who will determine performance improvement?” And, “How will the company measure and document results?”

Training and development programs should have positive financial rewards; that is, they should produce a measurable reduction in costs or an increase in sales and profits. Developing verifiable financial return-on-investment (ROI) metrics for every training and development initiative isn’t possible. Instead, establish “verifiable...

About the Authors

Calhoun Wick is CEO of Fort Hill, a consultancy, where Roy Pollock is chief learning officer, Andrew Jefferson is president and COO, and Richard Flanagan is senior vice president.

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