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What Are You Measuring?

Posted by Bill Crose on September 13, 2019 at 11:33am 1 Comment

A lifetime ago, my training department colleagues and I were satisfied with training data. We cranked out the requested ILT programs plus the "flavor of the year" content, we kept a busy training schedule, and made sure the coffee was always the right temperature. When accused of not delivering effective training because the learners didn't perform as they were trained, we took refuge in our management support role and not ultimately responsible or accountable for LEARNING or productivity.…



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2016 Segment 11 - Effectiveness of Initiatives Involving Change

Outcome: All changes will be successful all the time.


"Remarkable" Speaker:   Jennie Rodriguez LinkedIn Profile


How might we build a solution that results in the stated outcome?

Is the stated outcome desirable? Attainable?

How can you help us achieve it? Or - is there a better outcome that you can suggest?

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Since we have another topic on ROI I will change the suggested outcome to: All changes will be successful all the time (implicit in success is the ROI.)

Respectfully, I would not want to sign up for that outcome.  All changes, all the time - the nature of change is that we must have a feedback loop.  If we do not respond to that feedback, there is no point in collected it.  Sometimes, the feedback is, ... wait.  Or don't do this change.  Or don't do this change now.  Or amend the change in scope, scale, or manner. 

I would sign up for ... the right change at the right time.  Of course, how an ALO determines 'right' will have to do with the priorities and defined values of the desired outcome. 

Stephanie - great response. I agree that we need the feedback loop and that wait or don't do it could be "successful" outcomes. Is there an outcome that we can agree to that allows for these very important feedback activities and yet does not provide "wiggle room" in the outcome that allows for the declaration of success in the defense of procrastination, abdication our outright subversion?

Ok, I'll take a stab, but looking for others to contribute ...

Change creates successful transformation in identified target outcomes or objectives.

An ALO(sm) Accountable Learning Organization model is being defined by a group of volunteers and will be made available to anyone who wishes to learn about it and provide feedback to the definers.

It includes three Critical Components (Outcomes, Financial Impact and Change Management) and one non-optional component (Fit Within the Culture.) There are 80 subcomponents to the model - which are "optional" and likely too many for anyone entity to provide or manage.

We (too) often avoid accountability for outcomes based on our awareness of "all the other factors" that impact outcomes that are "beyond our control." Well - if that is "true" and expected to be "acceptable" might it be interesting to define a framework that allows us to at least make others aware of these factors and help define accountability for them? This is the goal for the ALO(sm) model.

Here are some interesting quotes about change -

We heard from many of the panelists about the importance of leadership as it relates to change. Today I read this article titled: "Five Tough Questions to Measure Your Character and Competence."

The article was introduced as Five Questions for CEO's - but as you can see - it applies to any leader or any one that chooses or influences leaders - does that leave any of us out? I don't think so!

1. What is your tolerance for candor?

2. Do you learn at or above the speed of change?

​3What level of accountability do you apply?--(1.) task, (2). project/process, or (3). outcome.

4. Do you deflect or auto-correct? deflect = denial, blame, or excuse.

5. What is your mode of influence?--(1). manipulation, (2). coercion, or (3). persuasion? 


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