Map It by Cathy Moore Summary

Map It by Cathy Moore outlines the Action Mapping framework, a performance-focused approach to instructional design that prioritizes measurable business outcomes over traditional "info-dump" training. The book guides readers through identifying real-world performance gaps, designing targeted interventions, and collaborating with stakeholders to ensure training solves actual problems rather than just conveying information.

Instructional designers, L&D professionals, and trainers seeking to align training with business goals will benefit most. It’s also valuable for managers and stakeholders who commission training, offering tools to reframe vague requests into actionable performance solutions.

Yes—Map It provides a actionable alternative to outdated training models, emphasizing real-world application over theoretical knowledge. Its step-by-step processes, real-life examples, and stakeholder collaboration strategies make it a practical resource for improving training ROI.

Action Mapping is a four-phase process: 1) Identify the business goal, 2) Define measurable employee actions needed to achieve it, 3) Design practice activities mimicking real tasks, and 4) Provide essential information only when directly relevant. This cuts unnecessary content and focuses on behavior change.

Unlike traditional "school model" training focused on knowledge retention, Map It prioritizes observable workplace behaviors. For example, instead of creating a course on "communication skills," Action Mapping would pinpoint specific gaps (e.g., ineffective client emails) and design scenario-based practice.

• Start with business goals, not content requests.
• Replace lectures with realistic practice activities.
• Use prototypes to quickly test solutions.
• Address non-training issues (e.g., flawed processes) that hinder performance.

The book advises redirecting SMEs from content dumping by asking: “What should people do differently?” and “What does success look like?” This shifts focus from abstract knowledge to observable actions, ensuring SMEs contribute practical insights.

Yes—by tying every design decision to a specific business metric (e.g., reduced customer complaints), Map It enables clearer evaluation. Success is measured by performance improvements, not completion rates or test scores.

Moore emphasizes rapid prototyping, advocating for low-fidelity drafts (e.g., paper sketches or simple digital mockups) to quickly gather feedback. This iterative process reduces rework and ensures alignment with stakeholders early.

The framework includes diagnostic questions to identify root causes of performance issues (e.g., unclear processes or missing tools). If training isn’t the solution, the book guides readers to recommend alternatives like job aids or process redesign.

Chapter 2 contrasts a sales training project using Action Mapping versus a traditional approach: The former results in scenario-based practice for handling objections, while the latter produces a passive product knowledge course with minimal impact.

It provides scripts for initial meetings, focusing stakeholders on business goals rather than training requests. For example: “If employees did this perfectly, how would it impact our revenue?”