The document discusses an approach called the Six Boxes® for improving organizational performance. It addresses challenges training professionals face in connecting training to business results and partnering with stakeholders. The Six Boxes® model identifies six factors that influence employee behavior and performance. It provides a framework to analyze performance, identify needed behaviors, and plan interventions to improve performance by managing the six influence factors. The approach can be used by professionals at all levels and functions to improve performance through clear communication and a performance-based culture.

1. Break Out of the Training Box! The Six Boxes® Approach to Performance ImprovementThe Performance Thinking NetworkBainbridge Island, WA USA Dr. Carl Binder Cynthia Riha www.SixBoxes.com

2. Credit Where Credit Is Due Dr. B. F. SkinnerOriginated the Natural Science of Behavior Dr. Thomas F. GilbertPioneer of Human Performance Engineering

3. Challenges for Training Professionals Is it often difficult to connect training to business results?

4. Challenges for Training Professionals Is it often difficult to connect training to business results? Do jargon or methodologies sometimes make it hard to partner with business stakeholders?

5. Challenges for Training Professionals Is it often difficult to connect training to business results? Do jargon or methodologies sometimes make it hard to partner with business stakeholders? Is it difficult to partner with business people to manage performance factors other than skills & knowledge?

6. Let’s talk about Performance ThinkingFundamental Questions What IS performance? What INFLUENCES performance? How do we UNDERSTAND & IMPROVE performance? How can we COMMUNICATE about performance? How can we create a PERFORMANCE-BASED CULTURE?

7. The Six Boxes® ApproachAnswers to the 5 Questions The Performance Chain Links behavior to business results 1 The Six Boxes® Model Identifies ALL possible behavior influences 2 Performance Improvement Logic 3 How to analyze and improve performance Many UsersMany Applications 4 Performance thinking for all levels & functions Top Down & Inside Out 5 Builds performance-based organization culture

8. The Performance Chain How Behavior Produces Business Results

10. Revenues

11. Profits

12. Customer Satisfaction

13. Shareholder value

14. Market share

15. etc.How Behavior Produces Business Results

17. Revenues

18. Profits

19. Customer Satisfaction

20. Shareholder value

21. Market share

23. Team in place

24. Proposal

25. Signed Contract

26. Trusted relationship

27. Successful demo

28. Satisfied customer

30. Revenues

31. Profits

32. Customer Satisfaction

33. Shareholder value

34. Market share

35. etc.

36. Plan

37. Analyze

38. Present

39. Negotiate

40. Design

41. Ask

42. Evaluate

43. Demonstrate

44. Find Info.

46. Team in place

47. Proposal

48. Signed Contract

49. Trusted relationship

50. Successful demo

51. Satisfied customer

53. Revenues

54. Profits

55. Customer Satisfaction

56. Shareholder value

57. Market share

58. etc.

59. Plan

60. Analyze

61. Present

62. Negotiate

63. Design

64. Ask

65. Evaluate

66. Demonstrate

67. Find Info.

69. Process

70. Feedback

71. Compensation

72. Team Design

73. Training

74. Goal setting

75. Coaching

76. Job aids

77. Sales Collateral

78. etc.

79. Decision to launch

80. Team in place

81. Proposal

82. Signed Contract

83. Trusted relationship

84. Successful demo

85. Satisfied customer

87. Revenues

88. Profits

89. Customer Satisfaction

90. Shareholder value

91. Market share

92. etc.

93. Plan

94. Analyze

95. Present

96. Negotiate

97. Design

98. Ask

99. Evaluate

100. Demonstrate

101. Find Info.

103. Process

104. Feedback

105. Compensation

106. Team Design

107. Training

108. Goal setting

109. Coaching

110. Job aids

111. Sales Collateral

112. etc.

113. Decision to launch

114. Team in place

115. Proposal

116. Signed Contracts

117. Trusted relationship

118. Successful demo

119. Satisfied customer

121. Revenues

122. Profits

123. Customer Satisfaction

124. Shareholder value

125. Market share

126. etc.

127. Plan

128. Analyze

129. Present

130. Negotiate

131. Design

132. Ask

133. Evaluate

134. Demonstrate

135. Find Info.

137. Process

138. Feedback

139. Compensation

140. Team Design

141. Training

142. Goal setting

143. Coaching

144. Job aids

145. Sales Collateral

146. etc.

147. Decision to launch

148. Team in place

149. Proposal

150. Signed Contract

151. Trusted relationship

152. Successful demo

153. Satisfied customer

155. Identifying Work Outputs Aligned with Business OperationsWorking from the Outside In © Carol M. Panza, CMP Associates, 2009 Used with permission.

157. There are Many Types of Work Outputs Deliverables - documents, products, prototypes, piece parts etc.) Transactions - financial, service delivered, etc. Decisions - your own, your employees’, customers’ Milestones – sub-outputs along the way in a process or project Relationships - to be established and maintained Changesor innovations - in organizations, processes, work design Communications - successful ones defined by outcome criteria Solutions or Answers - to problems or questions People who… - perform better, say they recommend us, etc. Teams that… work together, export talent, etc.

158. We improve business results through people who produce work outputs.

159. Business Results Behavior(Tasks & Tactics) Starting with Work Outputs Improves Training WORK OUTPUTS connect PEOPLE to RESULTS. Behavior Influences Work Outputs(Products of Behavior) Guides us to needed behavior. Makes training leaner and less costly. Shifts us from learning to performance.

160. Performance Possible Learning Objectives

161. Performance Possible Learning Objectives As a business owner or a trainee, wouldn’t you prefer the right column?

162. This is what Tom Gilbert, Joe Harless, and other performance improvement pioneers called “accomplishment-based” training design.It’s rare. Does anyone here use this approach?

163. NEXT we identify needed Behavior. Behavior Influences Work Outputs (plus criteria) Business Results Behavior Tasks, procedures, and activities that produce work outputs. Seek out “best practices” – exemplary behavior that produces outputs at the highest levels. Task analysis comes after we identify work outputs.

164. We Can Measure Results, Outputs, and Behavior Create practical, performance-based evaluation. Behavior Influences Work Outputs (plus criteria) Business Results Behavior Measures of Business Results are often lagging indicators. We can count Work Outputs that meet specified criteria. Measuring Behavior can be costly – so use it for diagnosis.

165. The Six Boxes® Approach The Performance Chain Links behavior to business results 1 The Six Boxes Model Identifies ALL possible behavior influences 2 The Performance Improvement Logic 3 How to analyze and improve performance Many UsersMany Applications 4 Performance thinking for all levels & functions Top Down & Inside Out 5 Builds performance-based organization culture

166. Business Results Behavior(Tasks & Tactics) Once we identify needed behavior,we investigate and plan behavior influences. Behavior Influences Work Outputs(Products of Behavior)

167. Environment Individual The Six Boxes® ModelPlain English. Covers ALL behavior influences.

168. Environment Individual The Six Boxes are ALL InterrelatedThis is a SYSTEM!

169. Manage and align boxes 1- 5 to maximize employee attitude or engagement.

170. Fail to manage and align boxes 1-5 and employee engagement (box 6) often goes negative.

171. Simple Performance Description (one work output)

172. Behavior Influences for Producing the Sales ProposalSix Boxes® Enablers

173. The Six Boxes® Approach The Performance Chain Links behavior to business results 1 The Six Boxes Model Identifies ALL possible behavior influences 2 The Performance Improvement Logic 3 How to analyze and improve performance Many UsersMany Applications 4 Performance thinking for all levels & functions Top Down & Inside Out 5 Builds performance-based organization culture

174. Performance Improvement Logic: Steps for Performance Thinking

175. Performance Improvement Logic: Steps for Performance Thinking Analysis

176. Performance Improvement Logic: Steps for Performance Thinking Analysis Design & Development

177. Performance Improvement Logic: Steps for Performance Thinking A.D.D.I.E. Analysis Design & Development Implementation & Evaluation

178. Plan with Performance Improvement Logic

180. The Six Boxes® Approach The Performance Chain Links behavior to business results 1 The Six Boxes Model Identifies ALL possible behavior influences 2 The Performance Improvement Logic 3 How to analyze and improve performance Many UsersMany Applications 4 Performance thinking for all levels & functions Top Down & Inside Out 5 Builds performance-based organization culture

181. Many Users & Many ApplicationsAll Levels and All Functions Executives:alignment, communication, planning, and execution. Managers, Supervisors & Team Leaders:performance planning & management, problem-solving, development plans, best practices. HR and Performance Professionals:needs analysis, training support, program planning and implementation, etc. Individual Contributors: “performance thinking” for continuous improvement, self-directed career planning and development.

182. For Many Users

183. The Six Boxes® Approach The Performance Chain Links behavior to business results 1 The Six Boxes Model Identifies ALL possible behavior influences 2 The Performance Improvement Logic 3 How to analyze and improve performance Many UsersMany Applications 4 Performance thinking for all levels & functions Top Down & Inside Out 5 Builds performance-based organization culture

184. 1 2 3 4 5 You can easily TALK about performance with non-specialists.It’s just pictures + plain English.

185. Recap: Performance Thinking What ISperformance? - The Performance Chain defines it.

186. Recap: Performance Thinking What IS performance? - The Performance Chain defines it. What INFLUENCES performance?- The Six Boxes Model categorizes them.

187. Recap: Performance Thinking What IS performance? - The Performance Chain defines it. What INFLUENCES performance?- The Six Boxes Model categorizes them. How do we UNDERSTAND & IMPROVE performance? - Performance Improvement Logic guides us.

188. Recap: Performance Thinking What IS performance? - The Performance Chain defines it. What INFLUENCES performance?- The Six Boxes Model categorizes them. How do we UNDERSTAND & IMPROVE performance? - Performance Improvement Logic guides us. How can we COMMUNICATE about performance? - All functions and levels can use simple models + plain English.

189. Recap: Performance Thinking What IS performance? - The Performance Chain defines it. What INFLUENCES performance?- The Six Boxes Model categorizes them. How do we UNDERSTAND & IMPROVE performance? - Performance Improvement Logic guides us. How can we COMMUNICATE about performance? - All functions and levels can use simple models + plain English. How can we create a PERFORMANCE-BASED CULTURE? - Communicate and partner this way with everyone.

190. Thank You! Dr. Carl Binder Cynthia Riha www.SixBoxes.com