Assess the potential transfer factor problems. Conduct major learning interventions specific to the situation. Evaluate by using the factor measurements. For example, understand that there may be a specific barrier on a job or in a training or learning experience. One factor might focus on the ability to use learning technique on the job and another could be the lack of opportunity to use the learning technique. While the learning content may not have precise perceived validity, it might be taught using lower transfer design to enable learners to have the chance to turn knowledge into actual workplace expertise.
Plan the system assessment by using an effective diagnosis. Pay particular attention to logistical issues and focus on management and office political issues. Build executive management support since the LTSI process pertains to certain elements of managerial behavior. Include sub-steps such as determining employee groups for assessment, building manager partnerships and addressing confidentiality concerns.
Diagnose the system problem. Collect diagnostic data for use as a "pulse-check" for identifying areas that need further assessment. Use outside focus groups to investigate all areas the LTSI identifies. Address potential problem regions and provide expanded specific information about how these areas could effectively be addressed.
Offer feedback for system members when the diagnosis becomes action or solution based. Involve system members so that all actions are consistent with the research model. Report diagnostic findings to system members. Avoid any blame or criticism and seek to overcome objections from identified gap areas.
Continue to plan system changes using the action research approach. Involve all system members in change planning exercises as they are usually the most equipped to make coherent and cogent recommendations. Make realistic decisions with the input of system members.
Implement the system improvements as they appear necessary and viable. Monitor the changes and use periodic reassessments to share system improvement ownership, help overcome system member resistance and continue to plan for consistent reassessment.