In Melbourne, Australia in 1970, Michael Hewitt-Gleeson designed the generic Career Acceleration Program (CAP). He used principles distilled from his leadership training experience in the Australian Army and Royal Australian Air Force.
From 1967 through 1974 in Australia and South Viet Nam, Dr. Hewitt-Gleeson studied, as part of his military training and service, world-class Australian Army officer training in leadership, survival, confidence training, methods of instruction and military arts. He conducted further experiments while serving as a Chief Instructor in the Royal Australian Air Force as a Reserve Officer.
Hewitt-Gleeson discovered the value of Instructor Training in the military. The way military schools used coaching and mentoring to train young soldiers and officers. The military say that “the school of experience may be a good teacher but the tuition is prohibitive. It costs too much time to learn that way”. In 1970 he distilled his insights into the CAP Philosophy:
Whatever it is that you are doing, someone, somewhere is already doing it a "much better way".
Shrink your doing time to 80% and spend the spare 20% researching for that "much better way".
When you find the "much better way" you can leap straight to it, by-passing experience, which is too slow and too costly.
In 1976 at HBO Studios in New York he produced a 3-part video version of his train-the-trainer program (CAP I, II and II) which became the first nationwide video training program in the USA. The program was first used by Equitable Life Assurance in 185 of their branches across the US and also by the Ford Motor Company.
Since then, continuous, focused development of the training technology in the marketing, business, and public training applications has brought its evolution to its current stage of development.
CAP is a train-the-trainer technology, for converting knowledge into skill. In training CAP instructors, six principles are emphasised:
1. Learning By Teaching:
Learning by teaching means that if you have to explain something to someone else, then you must have already learned to explain it to yourself. So people are encouraged to teach their skills to each other, to their families, to friends online and offline.
2. Knowledge into Skill:
In academic education, lessons are often designed using SLOs (Student Learning Objectives). The evaluating question is asked: What will the student know? In military education, lessons are often designed using SPOs (Student Performance Objectives). The question is asked: What will the student do? There is a BIG difference in outcomes between these two methods of instruction. This important principle is about developing a thorough understanding and conviction of the difference between merely having knowledge on a matter and owning a skill of performance in it. The virtue of virtuosity. Understanding the strategy of practice and repetition.
3. Measurement:
Unless one was deliberately willing to trade off the necessary time and energy needed to acquire a new skill – that is, logging the hours of practice and repetition – the trainee could never expect to go beyond the knowing stage and reach a level of operating skill. This means focusing on the process and measuring it in hours of practice and key performance indicators (KPIs).
4. Commitment to Action:
The skills must be useful in daily life. To assist the transfer of skills acquired in training to real life situations, trainees designed specific “action commitments” on special planners including times, dates, places, etc.
5. Effective Follow-up:
The monitoring of feedback and measuring results were an important part of CAP. Checking to see if what happened was what the trainee really wanted. This became a continuous part of the process.
6. Reinforcement:
Noticing increments of progress in acquiring new skills and then recognising them in an appropriate way by feeding back information–cybernetically–for positive reinforcement were fundamental principles of CAP.
A big work on for me will be that i need to provide effective follow up and be accountable to the plans i have set out. it would be great to learn how to give effective feedback or what is referred to as CPR because we all know feedback is the food of champions
Training Facilitators is what I do. Mentoring (CAP 1) and skills tranfer(CAP2) are the fundamentals of workplace skills development training. Just as important, but often neglected, are how well facilitators follow up and reinforce the important points when teaching the theory.
To be an excellent leader you need to be versed in the CAP principles because they encapsulate everything a leader needs to know to lead a team or to command a force through the ability to teach, transfer and to take action through reinforcement.
All six principles are essential for achieving improvement and change through the actions of others, however, in my experience; “reinforcement” is one which is often lacking in the workplace.
4. As part of my establishment of a management training team within a larger work group I look for frameworks to use as areference for decision making and leadership within the group – a starting point is commitment to the team which in practice helps with problem solving especially when issues become complicated by emotion – so, CAP principles can be applied in this context as helping to provide a process for decision making under pressure.
I agree with the principles. The challenge is finding out what you want to apply them to. There is 2 sides to the coin of Learning by Teaching … you need to ensure you let the pupil become the master, teach themselves or risk micromanaging. From my perspective the principles need to be applied from a holistic level to be of true value. Steps 3-6 are often the most difficult with quantitative understanding of impact and consequence / reward the effect will be diminished.
If you context CAP for a start-up business, where survival is the imperative, the consequences of not delivering points 3-6 is bankruptcy. For a large public organisation the consequences are less severe in the short term but underperformance in the long term could lead to extinction.
We need to be Capable, Responsible and Accountable.
I see a lot of these 6 principles in the workplace, it is stuff we do with our staff on a day to day basis. A new learning for me was identifying that I need to apply these to myself as a manager and leader.
You cannot be a virtuoso at everything. With the amount of training and commitment required, you cannot spread yourself too thinly (ie “jack of all trades, master of none”).
Wouldn’t it be great if all the various training courses we do had these 6 elements? Most of the $billions spent by organisations each year on training and development is wasted.
Like others, the Effective Follow-up is always the hardest to achieve. We lead busy working lives and tend to work through issues and then sail on to the next one. Measuring the impact of decisions isn’t something many of us consciously do on a timely or consistent basis and we probably should! That will be the most important lesson I will take away from today’s session.
Having been in a teaching position in University I thoroughly agree that you “learn by teaching”. Having to teach someone else can force you to think more deeply about a subject or technique and go beyond the dogma or act of carrying something out to a greater understanding of the underlying principals.