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The Field Guide to the 6Ds: How to Use the Six Disciplines to Transform Learning into Business Results


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The Field Guide to the 6Ds: How to Use the Six Disciplines to Transform Learning into Business Results

Andy Jefferson, Roy V. H. Pollock, Calhoun W. Wick

ISBN: 978-1-118-64813-1 April 2014 Pfeiffer 688 Pages

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Practical guidelines for implementing the six disciplines of breakthrough learning

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.

About This Book xi

Acknowledgments xiii

Contributors xv

Introduction xix

Part I The Six Disciplines 1

D1 Define Business Outcomes 3

D2 Design the Complete Experience 27

D3 Deliver for Application 51

D4 Drive Learning Transfer 77

D5 Deploy Performance Support 97

D6 Document Results 115

Coda Getting Your Money's Worth 137

Part II Tools: Maps, Planners, Scorecards, and Checklists 141

Tool I.1 6Ds Application Scorecard 143

Tool I.2 6Ds Pathfinder 147

Tool I.3 6Ds Flow Chart 151

Tool I.4 Wisdom from the Field 159

Tool D1.1 6Ds Outcomes Planning Wheel 173

Tool D1.2 Flow Chart: Is Training Necessary? 175

Tool D1.3 Checklist for D1 179

Tool D2.1 Manager's Guide to a Pre-Training Discussion 181

Tool D2.2 Sample Learning Contract 185

Tool D2.3 Flow Chart for Phase I Learning (Pre-Work) 187

Tool D2.4 Purposes and Examples of Phase I Learning (Pre-Work) 189

Tool D2.5 Manager's Guide to a Post-Training Discussion 191

Tool D2.6 Checklist for D2 195

Tool D3.1 Glance Test for Slides 197

Tool D3.2 Value Chain Planner 199

Tool D3.3 Checklist for D3 201

Tool D4.1 Learning Transfer Climate Scorecard 203

Tool D4.2 Transfer Climate Improvement Planner 207

Tool D4.3 Checklist for D4 209

Tool D5.1 Performance Support Planner 211

Tool D5.2 Kinds of Performance Support and Their Application 213

Tool D5.3 Checklist for D5 215

Tool D6.1 Checklist for Evaluation Credibility 217

Tool D6.2 Evaluation Planner 219

Tool D6.3 Checklist for D6 221

Tool C.1 6Ds Personal Action Planner 223

Part III Case Histories ("How We") 231

Case I.1 How We Transitioned Our Focus to Results 243

Case I.2 How We Use the 6Ds to Differentiate Our Services 247

Case I.3 How We Prepare a Proposal and Design a Process Using the 6Ds Outline 251

Case I.4 How We Are Lighting Up the Fire of Continuous Improvement for Our Lean Sigma Green Belts 257

Case I.5 How We Used the 6Ds Framework to Redevelop Our Sales Leader Curriculum 269

Case I.6 How We Introduced the 6Ds to Our Team 275

Case D1.1 How We Moved from Order Takers to Business Partners 281

Case D1.2 How We Turned a "Feel Good" Training Program into a Successful Business Transformation 285

Case D1.3 How We Defined Business Outcomes and the Learning Continuum for iteach 293

Case D1.4 How We Used In-Depth Analysis to Design the Right Intervention to Achieve Business Objectives 299

Case D1.5 How We Incorporated the 6Ds into Our Learning Services Tool Box 305

Case D2.1 How We Increased the Volume and Variety of Learning Solutions While Decreasing the Time to Develop Them 311

Case D2.2 How We Use Alumni to Help Set Expectations for New Program Participants and Their Leaders 319

Case D2.3 How We Build Enterprise High-Potential Talent at Agilent 325

Case D2.4 How We Moved the Finish Line for Leadership Development 333

Case D2.5 How We Enhanced and Stretched Our First-Level Managers' Learning Experience 337

Case D2.6 How We Bring Employees Up to Speed in Record Time Using the Learning Path Methodology 345

Case D2.7 How We Designed a Complete Experience for Our Signature Induction Program "SteerIn" 353

Case D2.8 How We Made Learning Relevant to Deliver Business Impact 361

Case D3.1 How We Use Experiential Learning to Engage Learners' Hearts as Well as Minds 367

Case D3.2 How We Improved the Signal-to-Noise Ratio to Transform the Presentation Culture at KLA-Tencor 375

Case D3.3 How We Designed a Complete Experience to Deliver Business Results 387

Case D3.4 How We Increased Leadership Effectiveness by Delivering for Application 399

Case D3.5 How We Turn Front-Line Supervisors into Safety Leaders 407

Case D3.6 How We Fostered a Proactive Approach to Leader Development 411

Case D4.1 How We Implemented an Immediate Application Checklist to Ensure Learning Transfer 417

Case D4.2 How We Achieved Lean Improvements with Learning Transfer 423

Case D4.3 How We Implemented a Low-Cost, Low-Effort Follow-Up 431

Case D4.4 How We Used Spaced Learning and Gamification to Increase the Effectiveness of Product Launch Training 435

Case D4.5 How We Develop Managers to Leverage Learning Transfer 443

Case D4.6 How We Engage Managers to Acknowledge the Achievements of Leadership Program Participants 449

Case D4.7 How We Sustain Priority-Management Training 453

Case D4.8 How We Turn Learning into Action 459

Case D5.1 How We Engage Key Contributors to Disseminate Corporate Culture 469

Case D5.2 How We Use Proficiency Coaching to Improve Performance 475

Case D5.3 How We Engage Participants for Optimal Learning Transfer 481

Case D5.4 How We Deployed Performance Support for a Technical Capability Building Initiative 489

Case D6.1 How We Guide Our Clients to Design with the End in Mind 495

Case D6.2 How We Used Measurement to Drive "SOAR—Service Over and Above the Rest" 503

Case D6.3 How We Used NPS to Track and Improve Leadership Impact 513

Case D6.4 How We Use Success Stories to Communicate Training's Value 519

Case D6.5 How We Created a High Impact Mars University Brand 523

Case C.1 How We Are Incorporating the 6Ds Methodologies into Our Culture, One Step at a Time 527

Part IV How-to Guides 531

H2 D1.1 How to Use the Planning Wheel to Clarify Business Purpose 533

H2 D1.2 How to Decide Whether Training Is Necessary 537

H2 D1.3 How to Use (and Not Use) Learning Objectives 541

H2 D2.1 How to Communicate to Motivate 545

H2 D2.2 How to Create Results Intentionality 549

H2 D2.3 How to Start Learning Before Class to Improve Efficiency 555

H2 D2.4 How to Move the Finish Line for Learning 559

H2 D3.1 How to Use (and Not Abuse) PowerPoint 563

H2 D3.2 How to Gain and Hold Learners' Attention 567

H2 D3.3 How to Re-Engage Learners After a Break 571

H2 D3.4 How to Build Scaffolding 575

H2 D3.5 How to Build a Value Chain for Learning 579

H2 D3.6 How to Introduce Exercises 583

H2 D3.7 How to Improve the Predictive Value of Assessments 587

H2 D4.1 How to Remind Learners to Apply Their Training 593

H2 D4.2 How to Engage Learners in Action Planning 597

H2 D4.3 How to Make the Business Case for Learning Transfer 601

H2 D5.1 How to Provide Performance Support for Managers and Coaches 605

H2 D5.2 How to Utilize Peer Coaching 609

H2 D5.3 How to Develop Great Performance Support 613

H2 D6.1 How to Ensure Your Measures Are Relevant 617

H2 D6.2 How to Improve the Credibility of Evaluations 619

H2 D6.3 How to Make Your Evaluations More Compelling 625

H2 D6.4 How to Conduct a Success Case Method Evaluation 629

H2 D6.5 How to Write Better Surveys 633

References 637

Index 643

About the Authors 657

About the 6Ds Company 659