Golden Thread and Broken in the LMC

If you have started drafting your own Learning Model Canvas, you probably have also discovered some of the challenges through trial and error, so great job! It’s how most of us learn.  

One of the most useful benefits of the LMC is to uncover the component interdependencies (CIs), critical connections between LMC components that can help you figure out how these components act together. When components align and support each other, we call that a "Golden Thread." Each model has its own Golden Thread based on the details of the Components.  

For instance, when people use Experience API (xAPI) to connect learning to performance, the implementation of the technology itself isn't the sole concern. The Design of the learning experiences must attune to the Delivery of those same experiences so that L&D can see the effect of the desired behaviors as they are applied to the workflow.

A "Broken Thread" is a CI connection failure. Taking the same example as above, if Design and Delivery are lined up to use xAPI, but no Learning Record Store is procured for measuring Business Outcomes, then resources will have been expended for little benefit.

The key is to make sure executives understand the CIs that keep the Golden Thread connected. If that thread is severed, then trade-offs have to be made, both for L&D and the customer. Of course, under the executive attitude of “Do More With Less,” too often the compromises are only going to fall on L&D's side. Broken Threads usually surface when LMC components don’t align or when parties can’t come to agreement on the value of the component itself. These might include a lack of available resources, scant executive support, or poor execution. Part of avoiding these situations is to recognize a Broken Thread when you see one:

Sample Broken Thread Interdependencies

• High-touch Delivery expectations with low-touch budget  resources
  
  
• Short-term business focus vs. long-term employee growth
  
  
• L&D staffing to operate in an Information Dissemination pattern while the Customer Segment expects the Skills Development pattern
  
  
• Customer Segment providing funds for a cost efficiency Value Proposition but expects a revenue generation Value Proposition
  
  
• Design team staffing for Mass Distribution model while the Customer Segment expects highly personalized learning experience
  
  
• Customer Segment expecting that measurement will include Business Outcomes which the Key Partners do not support data sharing
  
  
• Customer Segment wanting just-in-time Performance Support model while the Delivery mechanisms are controlled by Key Partners
  
  
• L&D attempting to measure Business Outcomes that require additional Key Resources from IT systems
  
  
• Value Proposition (cost effectiveness) of one Customer Segment (Marketing) not matching the Value Proposition (Skills Development) of another Customer Segment (Sales)
  

Moving Forward


If both L&D and management can establish a common understanding and agree on the interdependencies at play, a mutually beneficial plan can often be found. The process will usually move forward in one of three ways:

• Total: The model or project is important enough to the business that it becomes funded and implemented in whole with the Golden Thread complete.

• Phased: The model or project becomes funded and implemented in phases over time to support the Golden Thread. Expectations of business outcome are phased accordingly.

• Test: A subsection of the model or project with a segment of the Golden Thread becomes funded and assessed. Subsequent iterations establishing a full Golden Thread are evaluated and funded based upon the results.
  

You can't mend a Broken Thread if you don't realize it's there. If you're too deep into a learning model transition or too close to the nitty-gritty details of implementing a project, it's easy to overlook the opportunity to weave a Golden Thread in between learning components. Having the LMC in front of you with all its disparate components made explicit can give you the perspective to spot trouble before it happens. If you have questions about any of the LMC’s components and are ready to start one of your own, drop me a line or leave a comment below.

Tip:

It's possible to take an existing budget and reallocate resources to fund your overall vision for L&D, but this often takes longer and won't always completely satisfy your desired Business Outcomes. Instead, you may want to start smaller and present a three-year plan (Phased or Test path) to implement the model or project. This helps mitigate sticker shock and can keep you and your staff from being overwhelmed heading into uncharted waters. It can also give you and executives the impetus to operate agilely and prove that the model can deliver on promised Business Outcomes. Each year of proof brings another opportunity to request more funding. This way, everybody comes out looking awesome!