April 2008

Performance
Performance-based scenarios

Performance-based training must incorporate elements of practice and reflection in order to reinforce concepts taught to employees. Simulations and the use of scenarios are both excellent methods to accomplish this goal. Unfortunately, simulations are not always a viable option due to the costs associated with their delivery. As such, performance-based scenarios are often the best alternative for organizations looking to maximize the value of their training dollar.

Scenarios should be based upon past examples of problems and issues that the company has already faced. This allows participants to learn from the experience and transfer these lessons to their workplace responsibilities. The other obvious benefit of performance-based scenarios is that participants can review and critique the actual solution that was implemented and compare it to their ideas.

Scenarios are most effective when peer leaders instead of managers facilitate them. Participant responses to peers will be far less guarded and allow for a more frank discussion of the issues as they feel their participation is not being judged and evaluated by superiors. Additionally, the peer leaders will benefit by developing expertise in the areas of small group management, conflict resolution, and arriving at a consensus.

“As all decisions have ramifications, participants should conduct a cause-and-effect analysis to identify the possible consequences of their solution.”

Typically, scenarios are presented and discussed without a formal structure and the solution may or may not be presented with the problem. However, a more formal performance-based scenario structure significantly enhances the value of the training. Consider using the following format:

Present the scenario, problem or situation
A complete presentation of the scenario should be offered. This includes the pertinent data and information the original decision makers had at their disposal. Any results developed after the fact should be withheld at this time. Participants should be allowed to develop information, insights and perspectives by going through the steps of the exercise.

Define the problem
Once participants have been presented with the scenario, they need to define the problem or issue and identify the underlying causes behind the problem. Superficial evaluations should not be tolerated. The peer leader should use probing questions to develop in-depth analysis and stimulate critical thinking.

Potential solutions and alternatives
Participants need to identify potential solutions and consider all alternatives. Brainstorming techniques should be used with potential solutions grouped by their commonality. The use of group consensus will identify the optimal solution.

Consequences of solution
As all decisions have ramifications, participants should conduct a cause-and-effect analysis to identify the possible consequences of their solution. This will provide them with additional insights and perspectives.

Personal values and decision-making criteria
Personal values, agendas and decision-making criteria can impact choices. As such, participants should frankly discuss the personal factors and criteria that were used in making their decisions. As a group, they need to filter out the factors that can result in faulty decisions.

Impact of decision on others
Since decisions can affect the company, peers, other employees, customers and vendors participants should evaluate the impact that their decision will have on others. They will need to identify the individuals that will be impacted and how the decision will affect them. This will provide additional insights and perspectives on their decisions.

Consider all facts and make a final decision
Participants should consider all of the information, insights and perspectives that they have collected through their analysis. They will need to weigh all factors and possibly make trade-offs to arrive at a final decision and should be able to defend their decision based upon the information and facts that they collected.

Review the actual decision and outcome
At this point, participants should review the actual decision and outcome associated with the scenario. As before, all facts and data should be revealed at this time.

Compare and contrast the solutions
Participants should compare and contrast their ideas with the actual solution. If they differ, they should discuss how their solution may have changed the ultimate outcome and identify the reasons why.

Review and reflect on the exercise
The final stage of the exercise is to have the participants review and reflect on what they learned from completing this exercise and how the experience will help them with their decision making in the workplace.

Timothy F. Bednarz, Ph.D.