Action map (Cathy Moore method)
Simulated case. Brightline Health Services and all names and figures are fictional — constructed for portfolio purposes.
Action mapping starts from the business goal, asks what people must do for the goal to happen, then — for each action — asks why they aren’t doing it already before allowing any training into the design. Every practice activity must serve an action; no activity exists to “cover content”.
The map
flowchart LR
GOAL["BUSINESS GOAL<br/>Reduce 90-day new-hire turnover<br/>from 22% to 15% in 12 months<br/>(~5–6 fewer exits/year)"]
GOAL --> A1[" Managers hold a 15-min one-on-one<br/>with every direct report every 2 weeks"]
GOAL --> A2[" Managers give one specific piece of<br/>structured feedback per one-on-one"]
GOAL --> A3[" Managers handle a defensive reaction<br/>without backing off or escalating"]
GOAL --> A4[" Managers name one next step<br/>and schedule the next one-on-one"]
A1 -- "Why not now? No cadence, no template,<br/>no rostered time" --> F1["FIX: cadence standard + template +<br/>rostered time (non-training)"]
A2 -- "Why not now? No structure in the moment;<br/>review form never asks for it" --> F2["FIX: 'Feedback in 5 minutes' job aid +<br/>review-form change (support + process)"]
A3 -- "Why not now? Narrow skill gap, concentrated<br/>in new managers (they avoid hard talks)" --> F3["PRACTICE: 15-min branching scenario<br/>on a difficult conversation"]
A4 -- "Why not now? Same as A1/A2 -<br/>nothing prompts the loop" --> F4["FIX: template closing prompts +<br/>30-day practice challenge (reinforcement)"]
Text summary of the diagram
- Business goal: reduce 90-day new-hire turnover from 22% to 15% in 12 months.
- Action 1 — managers hold a 15-minute one-on-one with every direct report every two weeks. Why not now: no cadence, no template, no rostered time. Fix (non-training): cadence standard + template + rostered time.
- Action 2 — managers give one specific piece of structured feedback per one-on-one. Why not now: no structure in the moment; the annual form never asks for it. Fix: “Feedback in 5 minutes” job aid + review-form change.
- Action 3 — managers handle a defensive reaction without backing off or escalating. Why not now: a narrow skill gap, concentrated in newer managers who avoid hard conversations. Fix (the training slice): a 15-minute branching scenario practiced on a realistic conversation.
- Action 4 — managers agree one next step and schedule the next one-on-one. Why not now: nothing prompts the loop to close. Fix: template closing prompts + the 30-day practice challenge for reinforcement.
The action-to-solution table
| What managers must DO | Why aren’t they doing it? (evidence) | The fix | Practice activity (only where training is warranted) |
|---|---|---|---|
| Hold a 15-min one-on-one every two weeks | Environment: not scheduled, no time, spans of 12–18 (survey F4, org chart) | Cadence standard + template + rostered time (non-training) | None — doing it IS the practice, with the template |
| Give one specific piece of structured feedback per one-on-one | Process + support: no structure in the moment (~1 in 5 of 1:1s — survey F4) | Job aid on hand during the meeting; 2 qualitative questions added to annual form | Scenario decision point 1 and 3 rehearse “be specific” |
| Handle defensiveness without backing down or escalating | Skill: new managers avoid hard conversations (interview M1; narrow gap) | Job aid “if they get defensive” prompts | Scenario decision point 2 — the core practice, with consequences |
| Close the loop: one next step + next 1:1 booked | Same environment gap; nothing prompts the loop | Template closing prompts; 30-day challenge with peer check-ins | Scenario endings show the cost of not closing the loop |
What the map deliberately leaves out: anything managers must know that they already know (interviews: they can describe good feedback), general communication theory, personality-style modules, and “active listening” content with no decision to practice. See what we won’t build.