Based on Cathy Moore - author of Map It

Client Management | Problem Analysis

• Make sure the client is the person who feels the pain of the performance problem. If necessary, find the true client.
• Help the client understand why you won't design training without first examining the performance problem. Help them see how they benefit.
• Help stakeholders shift their focus from transmitting knowledge to changing behavior.
• Help stakeholders see the benefits of using research-informed methods rather than catering to learning styles or other myths. This includes questioning projects that teach pseudoscientific techniques for management, sales, etc.
• Independently research the performance problem to see how it could be measured and how other organizations have solved it.

Done with Stakeholders

• Identify a specific, measurable goal that shows how the project will improve the performance of the organization.
• Identify the specific group of people who need to change what they do to meet the goal.
• List in specific, concrete terms the tasks and decisions those people need to perform on the job to meet the goal.
• Identify the major barriers to performance of the high-priority tasks, looking at each task individually.
• Confirm through this analysis that the original target group for the project is the correct group. Change the audience and focus if necessary.

Non Training Solutions

• Brainstorm efficient non-training solutions to performance barriers, such as improving tools and processes, providing job aids, and helping people share information.
• Help the client identify who should be responsible for creating the non-training solutions.
• Design or oversee the design of job aids that provide just the needed information at the best time and in the best format.

Training Design