WCI Press


Increase your personal effectiveness through interpersonal awareness and "flex to the person you are working with" skills.
A Framework for Dialogue about Contracting About the Design or Adaptation and Delivery of A Professional Development Program

  In order to have an effective dialogue that leads to a contract for a the creation and the delivery of a custom professional development program, the service provider and the service receiver must agree about the answers to the questions shown below. If they both have a common understanding of these items, the chances of client "satisfaction" after the program will be high.

Learner   Learning Service Provider   Learning Service Receiver

What do I want to learn or become capable of doing?

How will this program achieve this?

What must I do to get ready?

What must I do when I am there?

What must I do when I get back?

What reward will I get from my boss and my organization in return for this effort?

What do my boss and my organization expect in return for me?

How do I properly contract for learning?

Will I get the time that I need to both go on the program and to translate what I learn back to my day-to-day job?

What support will I get: before, during and after - the program?

Where does it fit into my own vision of my career plan and progression?

Where does it fit into my boss's vision of my career plan and progression?

How do my peers and my subordinates see this training program and its potential impact on my future behavior at work?






What does my client (the service receiver) want?

What level of learning (awareness, practice, behavior or results) do they want?
(See The Four Levels of Learning page for more details.)

What level of learning can they afford based on their dollar and time constraints?

How do I design the program?

What must happen before the program?

What must happen at the program? (See Roelf Woldring's Rules of Thumb for Curriculum Development for more insight.)

What must happen after the program (the back on-the-job context for participants and those around them?

Is the organization realistically ready for this program?

Is the required support for each participant in place?

Are they ready to implement the results, especially if this means changes in behavior on the part of people other than the participants (or will the organization experience the "extinction effect")?
(See "What is The Extinction Effect for more details.)

Can they afford the dollars needed for the program?

Are they willing to "protect" the time of the individuals who will be involved in the program? (That is, not de-motivate them for program participation by insisting that they still meet result targets which cannot be met if the individual properly participates in the development program?)



How do we know the service provider can deliver?

What is their track record?

Do they have a relevant experience base with organizations like mine?

If they are not a "obvious fit", how do I evaluate their creativity, adaptiveness, delivery commitment and service orientation?

How do we determine where and how the program fits the business?

Is there a real business need? Will the results of the program have a measurable business impact (ROI)?

How does the program fit into the career paths for the typical participant?

How do we determine if the intended attendees are ready - have the right background and the essential motivation?

Can we load the program for success, particularly if it is a new program?

Can we demonstrate, and will we communicate, the measured ROI?

Can we ensure that highly motivated participants make up the first cadre of attendees?

Can we contract with the participants's bosses to provide the time and the "work assignment" that creates the opportunity to practice and to use the new skills?

What steps to we have to take to eliminate the "extinction effect"?




Interacting with Others / Gathering and Using Information /  Making Decisions / Structuring Personal Activity
 Development Styles /  Relating Styles / The GPS Profile / The Managing Others Profile

Our Core Adult Learning Frameworks:
Professional Development and the Skill Extinction Effect
Our Design Principles
The Four Levels of Learning


Talent leverages everything,
Interpersonal talent (soft skills): the key to successful team work.

© 2004 - 2013 Workplace Competence International Limited. All Rights Reserved. Terms of Use