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Rating: 
Summary: Are You Sure That Training Is Your Number One Solution
Review: Before you begin your discussion of performance problems by talking about training, you need to read this common sense book by Robert F. Mager and Peter Pipe. Following a systematic algorithm, you will learn to identify your performance problem, decide how critical the problem is, and identify the underlying reasons for the existence of your problem. Problems can be a result of invisible expectations (you didn't tell me how) or what the book calls "upside-down consequences" (doing it right is not as rewarding as doing it wrong). Using many common sense examples, this book demonstrates that solutions other than training can solve your performance problems. In fact, you will discover that training may be a useless solution that will not solve your problem. Until you take apart the expected performance, look at the component parts, and identify why the performer chooses the wrong action, you cannot correct the performance deficiency. Training as a possible solution does not appear until the middle of the book. Training is needed because a person has never performed as required and does not know how to perform as required. Training can also help when skills have decayed over time and training is needed to refresh them. When you look at human performance, you need to remember that people will usually follow the path of least resistance. They do not choose wrong performance because they want to be wrong. They choose the wrong performance because it is the best solution for them. Mager and Pipe uncover why people make these choices and offer you a way to achieve the correct performance you seek.
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Summary: Good information, but a bit basic
Review: Mager's book provides some great foundational information on performance problems in the workplace. However, it seems a bit basic and common sensical when compared to the new books being written on the subject. I looked to this third edition thinking it would have more up-to-date information and revisions and was disappointed when I found that it did not.
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Summary: If you are into carrots and sticks... this is for you
Review: This book has some wonderful ideas contained between its covers. The underlying assumption is that people are either motivated by rewards or punishment. There is a flowchart that helps you understand how to influence (read manipulate) people into behaving as you want them to. The author gives many examples that make it seem as though his method of dealing with people is the most effective one. There are more aspects to leadership and management than he describes, and I can just picture in my mind's eye a person with no people skills trying to apply these techniques to his work. Then I get scared. I would suggest reading books by more principle centered authors first - such as the various Covey books or other ones. If you are just looking for a new perspective, buy it. If you are frustrated because nobody seems to listen to you and you want to manipulate them all to do your bidding - please quit your job. This book wont help you.
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Summary: Not just for trainers
Review: This book will change how you deal with performance problems of all sorts. Mager's step-by-step approach can be used in a broad range of situations, including team environments, manager/employee relationships, production situations, and even with your children! He makes it easy to see the logical solution that may currently be evading you. Ann Pavkovic / Consulting Technical Writer
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