Dave, you're right; I've taken some liberties, as there is no direct correlation here. However, I stand firmly that training can only address a small portion of work performance and that training is often used as a blanket approach when various other interventions would be better and cheaper. As our work environments become more complex, the limitations of training become more pronounced.

I've said this before in, "Training: A solution looking for a problem" http://jarche.com/?p=691

I've also listed some of the performance interventions that "trainers" usually don't consider, in "Informal Learning and performance technology" http://jarche.com/?p=826

In my own consulting practice, I usually pass on a contract where training is the obvious solution, unless it's a very complicated project. Lots of people know how to develop good training programs and there is much research and practice to back them up. I've developed training programs myself, and know that they work in clearly defined areas, such as flying helicopters.

I am more interested in improving organisational performance without resorting to expensive training programs. My experience, and the experience of other HPT practitioners, is that most (60%, 80%, 92% - who knows) organisational performance issues require something other than training. Supporting informal learning is one method that can help address constantly changing knowledge requirements.

You're right; I do have to work on this argument and expand it. Thanks, Dave.