The Field Guide to the 6Ds: How to Use the Six Disciplines to Transform Learning into Business Results: Tips, Tools, Case Studies, and Practical Advice -- Copyright -- Contents -- About This Book -- Acknowledgments -- Contributors -- Introduction -- Origin of the 6Ds -- Moment of Truth -- The Six Disciplines -- Getting Started -- Introducing the 6Ds -- Part I: The Six Disciplines -- D1 Define Business Outcomes -- Understand the Business You Support -- Talk to Your Stakeholders -- Decide Whether Training Is Appropriate -- Complete the Performance-Gap Analysis -- Differentiate the Business Objectives of Training from Learning Objectives -- Use Business Objectives to Explain Benefits to Participants and Managers -- D2 Design the Complete Experience -- Treat Learning as a Process, Not an Event -- Manage Expectations -- Create Intentionality -- Emphasize Benefits, Not Features -- Initiate Learning Before Class -- Redefine the Finish Line -- Provide a Sense of Accomplishment -- Putting It All Together -- D3 Deliver for Application -- Address the "Can I?" and "Will I?" Questions -- Teach for How People Learn -- Avoid Cognitive Overload -- Ensure Adequate Practice -- Connect the Dots -- Monitor Perceived Relevance and Utility -- D4 Drive Learning Transfer -- Apply Process Thinking -- Assess and Improve the Transfer Climate -- Maintain Share of Mind by Reminding Learners -- Engage Managers -- Ensure Accountability for Training Transfer -- D5 Deploy Performance Support -- Make Performance Support Part of the Design -- Identify When and Where Support Will Be Most Valuable -- Use People, Technology, and Materials Creatively to Provide Support -- Design, Test, Improve, Deploy, and Improve Again -- Ensure That Job Aids Are Used -- Introduce Job Aids in (or Even Before) the Training -- Have Managers Reinforce the Use of the Job Aids -- D6 Document Results.

Start with the End in Mind -- Don't Confuse Activity with Productivity -- Decide What to Measure Before Worrying About How -- Measure the Relevant Outcomes -- Ensure Credibility -- Make a Compelling Case -- Use Resources Efficiently -- Prove and Improve -- Build a Strong Learning Brand -- Coda: Getting Your Money's Worth -- Get Started Now -- Build the 6Ds into the Process -- Continue to Learn and Grow -- 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 -- Agenda -- Detailed Coaching Guide -- Tool D2.2 Sample Learning Contract -- Participant's Responsibilities -- Manager's Agreement -- 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 -- Overview -- Detailed Coaching Guide -- 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 -- Actions to Consider to Improve Transfer Climate -- 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 -- Directions -- Part III: Case Histories ("How We") -- By Discipline -- By Type of Training -- Case I.1 How We Transitioned Our Focus to Results -- Background.

What We Did -- Results -- Case I.2 How We Use the 6Ds to Differentiate Our Services -- Background -- What We Did -- Results -- Case I.3 How We Prepare a Proposal and Design a Process Using the 6Ds Outline -- Background -- What We Did -- Results -- Case I.4 How We Are Lighting Up the Fire of Continuous Improvement for Our Lean Sigma Green Belts -- Background -- Actions -- Results -- Case I.5 How We Used the 6Ds Framework to Redevelop Our Sales Leader Curriculum -- Background -- What We Did -- Results -- Case I.6 How We Introduced the 6Ds to Our Team -- Background -- What We Did -- Results -- Editor's Note -- Case D1.1 How We Moved from Order Takers to Business Partners -- Background -- What We Did -- Results -- Case D1.2 How We Turned a "Feel Good" Training Program into a Successful Business Transformation -- Background -- What We Did -- Results -- Endorsement by CEO, Essar Hypermart -- Case D1.3 How We Defined Business Outcomes and the Learning Continuum for iteach -- Background -- What We Did -- Results -- Case D1.4 How We Used In-Depth Analysis to Design the Right Intervention to Achieve Business Objectives -- Background -- What We Did -- Key Insights from Using PrimeFocus -- How These Insights Helped Us -- Results -- Case D1.5 How We Incorporated the 6Ds into Our Learning Services Tool Box -- Background -- What We Did -- Original Business Needs -- New Business Needs -- Results -- Case D2.1 How We Increased the Volume and Variety of Learning Solutions While Decreasing the Time to Develop Them -- Background -- What We Did -- Results -- Case D2.2 How We Use Alumni to Help Set Expectations for New Program Participants and Their Leaders -- Background -- What We Did -- Results -- Case D2.3 How We Build Enterprise High-Potential Talent at Agilent -- Background -- What We Did -- Results -- Case D2.4 How We Moved the Finish Line for Leadership Development.

Background -- What We Did -- Results -- Case D2.5 How We Enhanced and Stretched Our First-Level Managers' Learning Experience -- Background -- What We Did -- Results -- Case D2.6 How We Bring Employees Up to Speed in Record Time Using the Learning Path Methodology -- About Learning Paths -- Background -- What We Did -- Results -- Keys to Success -- Case D2.7 How We Designed a Complete Experience for Our Signature Induction Program "SteerIn" -- Background -- What We Did -- Module 1: Know Your Company -- Module 2: Know Your Manufacturing Process -- Module 3: Know Your Products and Commercial Processes -- Module 4: Know Your Business -- Results -- Case D2.8 How We Made Learning Relevant to Deliver Business Impact -- Background -- What We Did -- Results -- Empirical Results -- Anecdotal Results -- Lessons of Experience -- Keys to Success -- Caution -- Case D3.1 How We Use Experiential Learning to Engage Learners' Hearts as Well as Minds -- Background -- What We Did -- Results -- Keys to Success -- Case D3.2 How We Improved the Signal-to-Noise Ratio to Transform the Presentation Culture at KLA-Tencor -- Background -- What We Did -- Results -- Case D3.3 How We Designed a Complete Experience to Deliver Business Results -- Background -- What We Did -- Prepare -- Learn -- Transfer/Achieve -- Results -- Lessons of Experience -- Keys to Success -- Cautions -- Case D3.4 How We Increased Leadership Effectiveness by Delivering for Application -- Background -- What We Did -- Results -- Case D3.5 How We Turn Front-Line Supervisors into Safety Leaders -- Background -- What We Did -- Results -- Case D3.6 How We Fostered a Proactive Approach to Leader Development -- Background -- What We Did -- Results -- Case D4.1 How We Implemented an Immediate Application Checklist to Ensure Learning Transfer -- Background -- What We Did -- Results.

Case D4.2 How We Achieved Lean Improvements with Learning Transfer -- Background -- What We Did -- Results -- Case D4.3 How We Implemented a Low-Cost, Low-Effort Follow-Up -- Background -- What We Did -- Results -- Lessons of Experience -- Case D4.4 How We Used Spaced Learning and Gamification to Increase the Effectiveness of Product Launch Training -- Background -- What We Did -- Results -- Success Factors -- Case D4.5 How We Develop Managers to Leverage Learning Transfer -- Background -- What We Did -- Results -- Keys to Success -- Case D4.6 How We Engage Managers to Acknowledge the Achievements of Leadership Program Participants -- Background -- What We Did -- Results -- Case D4.7 How We Sustain Priority-Management Training -- Background -- What We Did -- Results -- Lessons of Experience -- Keys to Success -- Cautions -- Case D4.8 How We Turn Learning into Action -- Background -- What We Did -- Results -- Keys to Success -- Case D5.1 How We Engage Key Contributors to Disseminate Corporate Culture -- Background -- What We Did -- Results -- Lessons of Experience -- Case D5.2 How We Use Proficiency Coaching to Improve Performance -- Background -- What We Did -- Results -- Keys to Success -- Case D5.3 How We Engage Participants for Optimal Learning Transfer -- Background -- What We Did -- Results -- Case D5.4 How We Deployed Performance Support for a Technical Capability Building Initiative -- Background -- What We Did -- Results -- Case D6.1 How We Guide Our Clients to Design with the End in Mind -- Background -- What We Did -- Results -- Case D6.2 How We Used Measurement to Drive "SOAR-Service Over and Above the Rest" -- Background -- What We Did -- Results -- Final Word -- Case D6.3 How We Used NPS to Track and Improve Leadership Impact -- Background -- What We Did -- Results -- Keys to Success.

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