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

Acknowledgements

Contributors

Introduction

Part I: The Six Disciplines

D1: Define Business Outcomes

D2: Design the Complete Experience

D3: Deliver for Application

D4: Drive Learning Transfer

D5: Deploy Performance Support

D6: Document Results

CODA: Getting Your Money’s Worth

Part II: Tools: Maps, Planners, Scorecards, and Checklists

Tool I.1. 6Ds Application Scorecard

Tool I.2. 6Ds Pathfinder

Tool I.3. 6Ds Flow Chart

Tool I.4. Wisdom from the Field

Tool D1.1. 6Ds Outcomes Planning Wheel

Tool D1.2. Flow Chart: Is Training Necessary

Tool D1.3. Checklist for D1

Tool D2.1. Manager’s Guide to a Pre-Training Discussion

Tool D2.2. Sample Learning Contract

Tool D2.3. Flow Chart for Phase I Learning (Pre-Work)

Tool D2.4. Purposes and Examples of Phase I Learning (Pre-Work)

Tool D2.5. Manager’s Guide to a Post-Training Discussion

Tool D2.6. Checklist for D2

Tool D3.1. Glance Test for Slides

Tool D3.2. Value Chain Planner

Tool D3.3. Checklist for D3

Tool D4.1. Learning Transfer Climate Scorecard

Tool D4.2. Transfer Climate Improvement Planner

Tool D4.3. Checklist for D4

Tool D5.1. Performance Support Planner

Tool D5.2. Kinds of Performance Support and Their Application

Tool D5.3. Checklist for D5

Tool D6.1. Checklist for Evaluation Credibility

Tool D6.2. Evaluation Planner

Tool D6.3. Checklist for D6

Tool C.1. 6Ds Personal Action Planner

Part III: Case Histories (“How We”)

Case I.1. How We Transitioned Our Focus to Results

Case I.2. How We Use the 6Ds to Differentiate Our Services

Case I.3. How We Prepare a Proposal and Design a Process Using the 6Ds Outline

Case I.4. How We Are Lighting Up the Fire of Continuous Improvement for Our Lean Sigma Green Belts

Case I.5. How We Used the 6Ds Framework to Redevelop Our Sales Leader Curriculum

Case I.6. How We Introduced the 6Ds to Our Team

Case D1.1. How We Moved from Order Takers to Business Partners

Case D1.2. How We Turned a “Feel Good” Training Program into a Successful Business Transformation

Case D1.3. How We Defined Business Outcomes and the Learning Continuum for iteach

Case D1.4. How We Used In-Depth Analysis to Design the Right Intervention to Achieve Business Objectives

Case D1.5. How We Incorporated the 6Ds in Our Learning Services Tool Box

Case D2.1. How We Increased the Volume and Variety of Learning Solutions While Decreasing the Time to Develop Them

Case D2.2. How We Use Alumni to Help Set Expectations for New Program Participants and Their Leaders

Case D2.3. How We Build Enterprise High-Potential Talent at Agilent

Case D2.4. How We Moved the Finish Line for Leadership Development

Case D2.5. How We Enhanced and Stretched Our First-Level Managers’ Learning Experience

Case D2.6. How We Bring Employees Up to Speed in Record Time Using the Learning Path Methodology

Case D2.7. How We Designed a Complete Experience for Our Signature Induction Program “SteerIn”

Case D2.8. How We Made Learning Relevant to Deliver Business Impact

Case D3.1. How We Use Experiential Learning to Engage Learners’ Hearts as Well as Minds

Case D3.2. How We Improved the Signal-to-Noise Ratio to Transform the Presentation Culture at KLA-Tencor

Case D3.3. How We Designed a Complete Experience to Deliver Business Results

Case D3.4. How We Increased Leadership Effectiveness by Delivering for Application

Case D3.5. How We Turn Front-Line Supervisors into Safety Leaders

Case D3.6 How We Fostered a Proactive Approach to Leader Development

Case D4.1. How We Implemented an Immediate Application Checklist to Ensure Learning Transfer

Case D4.2. How We Achieved Lean Improvements with Learning Transfer

Case D4.3. How We Implemented a Low-Cost, Low-Effort Follow-Up

Case D4.4. How We Used Spaced Learning and Gamification to Increase the Effectiveness of Product Launch Training      

Case D4.5. How We Develop Managers to Leverage Learning Transfer

Case D4.6. How We Engage Managers to Acknowledge the Achievements of Leadership Program Participants

Case D4.7. How We Sustain Priority-Management Training

Case D4.8. How We Turn Learning into Action

Case D5.1. How We Engage Key Contributors to Disseminate Corporate Culture

Case D5.2. How We Use Proficiency Coaching to Improve Performance

Case D5.3. How We Engage Participants for Optimal Learning Transfer

Case D5.4. How We Deployed Performance Support for a Technical Capability Building Initiative

Case D6.1. How We Guide Our Clients to Design with the End in Mind

Case D6.2. How We Used Measurement to Drive “SOAR—Service Over and Above the Rest”

Case D6.3. How We Used NPS to Track and Improve Leadership Impact

Case D6.4. How We Use Success Stories to Communicate Training’s Value

Case D6.5. How We Created a Strong Learning Brand for Mars University

Case C.1. How We Are Incorporating the 6Ds Methodologies into Our Culture, One Step at a Time

Part IV: How-to Guides

H2 D1.1. How to Use the Planning Wheel to Clarify Business Purpose

H2 D1.2. How to Decide Whether Training Is Necessary

H2 D1.3. How to Use (and Not Use) Learning Objectives

H2 D2.1. How to Communicate to Motivate

H2 D2.2. How to Create Results Intentionality

H2 D2.3. How to Start Learning Before Class to Improve Efficiency

H2 D2.4. How to Move the Finish Line for Learning

H2 D3.1. How to Use (and Not Abuse) PowerPoint         

H2 D3.2. How to Gain and Hold Learners’ Attention

H2 D3.3. How to Re-Engage Learners After a Break

H2 D3.4. How to Build Scaffolding

H2 D3.5. How to Build a Value Chain for Learning

H2 D3.6. How to Introduce Exercises

H2 D3.7. How to Improve the Predictive Value of Assessments

H2 D4.1. How to Remind Learners to Apply Their Training

H2 D4.2. How to Engage Learners in Action Planning

H2 D4.3. How to Make the Business Case for Learning Transfer

H2 D5.1. How to Provide Performance Support for Managers and Coaches

H2 D5.2. How to Utilize Peer Coaching

H2 D5.3. How to Develop Great Performance Support

H2 D6.1. How to Ensure Your Measures Are Relevant

H2 D6.2. How to Improve the Credibility of Evaluations

H2 D6.3. How to Make Your Evaluations More Compelling

H2 D6.4. How to Conduct a Success Case Method Evaluation

H2 D6.5. How to Write Better Surveys

References

Index

About the Authors

About the 6Ds Company