I agree with much of what you say. It seems that sometimes it is more important and valuable to provide access to ready information than to provide training on what that information is. Training time could be shortened by teaching learners where and how to find appropriate information, rather than asking them to remember it all. But as you also point, there is still a place for training in addition to the performance tools.

Performance Support should act as a point of reference for those who already have knowledge of the subject and need a ‘refresher’. As Gary says above, it should be used to SUPPORT not TRAIN, and act as a gentle reminder to topics already covered Ideally training should take place prior to using PS. Think of it as a knowledge bank, a knowledge base and an extension of the SME or helpdesk, as a way to support individuals in their moment of need

My bias is performance support first and training interventions only for targeted, high-visibility change learning initiatives followed up by performance support.

Research shows that we learn through repetition. Performance support provides immediate learning support we need while we are actually doing the task and as we repeat the task again and again in our daily work. It is the repetition of the new learning that solidifies the learning…that cannot be accomplished in a classroom or virtual learning session.

The value of training interventions for significant, large initiatives comes from the group…together learners develop networks of others who are on the same learning path, learning discovery dialogue provides opportunities to explore the content at a greater depth, and an accountability community can be established for practicing the new learning and cementing the learning into the DNA of the company.

BigMIke…

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