Thank you for the mention, Harold.
I was fortunate to attend this session when Will conducted it at ISPI_Mass. At that point, I had felt that this model came close to turning a training intervention into an on-the-job performance support and blurred the edges between training and learning, and actual performance. This, as you and others have repeatedly mentioned, is the key to building learning organizations. In short, tear down the wall between training and business--the two have to merge to handle the complexities of the current work environment.

I also think frequent prompts, supports and feedback, if embedded in the design, can develop adaptive thinking skills by helping workers correct their action and change course mid-stream, if required. This sort of built-in support removes the apprehension of making "costly" mistakes and encourages non-linear/innovative thinking--much required today to deal with the complexities and ambiguities.