If training is to make a real difference in the organization, we need an alternative to the vacuum of performance. A view exists that springs from two fundamental premises: (1) every individual operates in the context of a performance system and (2) improvements in performance will occur only if we understand the variables in that system. (JOW)

To justify their programs, trainers should plan follow-up surveys of trainees and their supervisors which answer the questions, (1) How accurately did the training address the exact job requirements? (2) How successfully are trainees performing tasks learned? and (3) What unintended consequences have occurred? (SK)