Your Chief Virtual Learning Architect

Learning to Performance

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Custom Design & Delivery

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Predictive Evaluation

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Enterprise Learning Strategy

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Dave Basarab Consulting has elevated the training experience, offering an end-to-end comprehensive approach that includes training strategy, instructional design, development, delivery , post program training transfer, and evaluation (via the unique Predictive Evaluation methodology). Virtual Chief Architect Dave Basarab has combined all of these individual training elements with his user-friendly, comprehensive Learning to Performance approach, which significantly increases companies' training ROI.

Why we are different

Innovation: Our primary focus is creating learning programs using a Learning to Performance approach.
Expertise: Dave offers the depth and breadth of his experience, including working internally at prestigious companies (Motorola, Ingersoll Rand and Pitney Bowes) as well as his knowledge and expertise as a highly-respected, sought-after consultant.
Partnership: Basarab collaborates with companies, serving as their own Chief Learning Officer whenever they need to plan, strategize, or implement training initiatives.

Training Services

Enterprise Learning Strategy

Enterprise Learning Strategy

At Dave Basarab Consulting, we're experts in creating Enterprise Learning Plans. We work with you to develop your company's learning strategy and direction.

Custom Design, Development, & Delivery

Custom Design, Development, & Delivery

Custom training is an effective way of developing the capability required to execute your strategy. We are a custom design house that creates programs specific to your business.

Learning Burst Development

Learning Burst Development

We can create and deliver your courses via our unique Learning Burst Method - keeping your employees at their jobs while receiving world-class training.

Predictive Evaluation

Predictive Evaluation

We predict the ROI for your courses and establish success gates. We then evaluate the course against the success gates to show value realized and continually improve results.

Leadership Development

Leadership Development

Turn-key virtual custom leadership development program that combines world-class leadership speakers/educators with post-event personalized coaching to provide you with a cadre of highly skilled leaders.

Predictive Evaluation

Writing scenarios that reflect your organization's actual workflow

Scenario writing often produces polished stories that are easy to understand but impossible to apply. Learners answer the questions but return to work without transferring the learning. The gap begins when designers invent a process instead of examining the one people actually use.

Knowing how to write scenarios that reflect your organization's actual workflow means treating the scenario as a rehearsal for judgement, not decoration around a slide deck. It requires attention to handoffs, informal workarounds, system constraints and decisions that shape customer, safety or commercial outcomes.

Good scenarios arise from evidence: observation, interviews, documents, system data and coaching from experienced employees. Each source reveals a different layer, from the formal procedure to the shortcuts used when time is short. Together, they provide a credible basis for decisions and feedback.

That realism matters beyond engagement. When practice resembles daily work, learners are more likely to adopt the behaviour and managers can connect learning to operational measures. A scenario should be judged by the work behaviour it prompts, not simply by how engaging its narrative sounds.

Start with the work itself

Begin with a workflow map and select a high-value moment where poor judgement creates delay, risk or rework. Observe the role rather than asking a manager to describe it. A claim-handling team in Melbourne, for example, may approve routine cases itself but escalate ambiguous cases through a supervisor and a specialist queue.

For each step, record the trigger, required information, decision owner, systems used and downstream handoff. Note where work changes hands across shifts. In Australian retail and hospitality operations, a customer issue can pass from service staff to a shift supervisor, then to a central support team using a different system and service target.

Australian workforces add useful complexity: colleagues may be distributed across Sydney, Melbourne, Brisbane and Perth, while some operational roles include FIFO crews and regional sites. Capturing time-zone handovers, daylight-saving changes and travel delays prevents scenarios from assuming everyone shares the same office rhythm.

Write decisions, not background stories

Write around a decision, not a backstory. Give the learner a role, a clear goal, the information available at that moment and a choice that cannot be answered from generic knowledge. If a sales representative receives an unusual procurement request, the scenario should require judgement about authority, urgency and next steps.

Add realistic constraints and incomplete information. A supervisor may need to weigh a service recovery against an approval threshold, while a FIFO crew member may have intermittent connectivity and no opportunity to call a metropolitan specialist. These details create productive difficulty instead of trick questions.

Use credible local language sparingly. Phrases such as “Can you work with that?” or the expectation of a fair go can reveal workplace norms, but dialogue should still sound professional. Keep names, locations and regulatory references consistent, and check them with people who know the environment.

Bring subject matter experts into the design

Subject matter experts are the final reality check, but their input needs structure. Ask them to walk through one decision aloud, identify the cues they notice, the assumptions they challenge and the consequences they worry about. These judgements often matter more than the organisation's published procedure.

Business expertise also helps a facilitator distinguish a weak answer from a plausible one. Dr Phil Young's guidance on business acumen is relevant because scenario feedback must connect individual choices to customer value, operational risk and resource use, rather than rewarding whichever option matches the trainer's preferred wording.

Record expert corrections and turn repeated mistakes into feedback rules. If experts disagree, preserve the ambiguity and ask learners to justify their reasoning. Rebuild the scenario until every included detail serves the learning purpose, is factually sound and supports a decision that can occur in the real workflow.

Pilot the scenario and check its impact

Pilot each scenario with a small group from the target role. Watch where they hesitate, seek irrelevant information or rely on assumptions the case never supplied. Ask what they would do next in the live process, then revise the information, timing and feedback. Realism is tested through behaviour, not approval at a review meeting.

Evaluation should extend beyond the classroom. Dave Basarab's impact evaluation approach links the intended behaviour to adoption and organisational results, helping teams identify what evidence is needed before rollout. That prevents a scenario becoming an engaging activity with no credible route to workplace impact.

Design element	Generic scenario	Workflow-aligned scenario
Context	Invented or generic case	Named role in a live service process
Decision	Obvious textbook choice	Judgement between credible options
Constraints	Mostly decorative	Time, systems, policy and handoffs
Feedback	Identifies a correct answer	Tests reasoning and consequences
Evidence	Learner satisfaction and recall	Workplace adoption and operational impact

A practical method for scenarios that travel well

A repeatable design process keeps scenarios useful when processes, systems and people change. Treat each element as traceable to evidence and review it at the same point where the workflow itself is reviewed.

Map one narrow, high-value decision rather than an entire role.
Interview people who perform the work, including newer and experienced staff.
Verify terminology, systems, thresholds and escalation paths with a subject matter expert.
Include only details that affect judgement, context or consequence.
Pilot with representative learners and repair confusion, ambiguity and jargon.
Define the workplace behaviour and evidence that will show adoption.

Scenarios should be reusable, but they should not be static. A new policy, platform or shift pattern can make yesterday's accurate case misleading. Build review points into the learning cycle and name an owner for scenario maintenance.

Finish each scenario with a concise rationale connecting the learner's choice to the organisation's workflow. The practical takeaway is to choose one real decision, test it with the people doing the work, and revise it until the scenario rehearses action—not merely awareness.

Learning to Performance

Learning to Performance, a complete training approach, gives companies world-class training to drive significant return. This approach includes upfront work (Impact Mapping, design), training (for staff and company executives), and post-training efforts to ensure training transfer. This unique recipe - the key for successful training and adoption - is changing the way companies implement training. This methodology could work with any content for organizations in any industry.