A precision practice tool for managers in multilingual workplaces — built to turn one of the most avoided workplace conversations into a skill that actually transfers.
Experience It →This project began with a pattern Jonathon Bartlett had observed across 24 years as a Chief HR Officer: managers know feedback matters, but in multilingual workplaces, feedback conversations fail at a disproportionate rate.
It's not a knowledge gap. Managers understand what good feedback looks like in the abstract. The gap is in delivery — when a team member speaks English as a second language, managers either avoid the conversation entirely or give feedback that lands as confusing, vague, or culturally dismissive.
The needs analysis sharpened the target: this wasn't a course about difficult conversations in general. It needed to be a focused, repeatable practice tool for one specific skill — delivering culturally aware, structured feedback using the SBI model.
I used the ADDIE model as the project lifecycle framework — Analysis, Design, Development, Implementation, Evaluation — and Cathy Moore's Action Mapping methodology to keep every design decision anchored to observable behavior rather than information delivery. The central design question was never "what do managers need to know?" It was "what do managers need to do differently, and what is getting in the way?"
Through conversations with Jonathon, I built an action map that translated 24 years of HR experience into a single measurable goal and three high-priority observable actions.
Each action came paired with the specific barrier preventing it — and that barrier drove the design. The table to the right shows how the analysis translated directly into practice activities.
This mapping process is what turned a broad training topic into a focused, behaviorally grounded design — and it prevented the most common ID mistake: building a course that teaches what managers already know instead of practicing what they consistently don't do.
Action map developed in Miro using AI-assisted diagramming, based on SME conversations with Jonathon Bartlett.
| Observable Action | Barrier | Practice Activity |
|---|---|---|
| Avoid idioms & vague language | Used unconsciously; feels natural | Scenario 1: identify & rewrite |
| Use SBI model | No framework; feedback is intuition-based | Scenario 2: structure feedback in SBI |
| Deliver culturally aware feedback | Avoidance; fear of causing offense | Scenario 3: practice with AI partner |
Each barrier from the action map became a design constraint — not just a topic to cover, but a specific condition the learning experience had to create.
The AI Feedback Lab uses a deliberate two-component design. Each tool does what it does best — and neither tries to do the other's job.
Provides context, teaches the SBI model, frames each scenario, and guides the learner through the experience. Handles structure, sequencing, and SCORM tracking.
Serves as the conversation partner. Produces variable, contextually authentic responses — and redirects the learner when their language is vague, idiomatic, or culturally inappropriate.
The GPT is not a feature — it is the practice environment. Storyline sets the scene; the GPT creates the conditions that make deliberate practice possible.
The Scenario 1 storyboard reflects deliberate choices about when to give learners information, when to withhold it, and when to give them agency — because those three things are not interchangeable.
"Watch Twice. Notice Once." — primes learners to observe rather than evaluate, reducing cognitive load on first exposure and keeping them inside the scene.
Moved to after the model example — not before. A choice is only meaningful when the learner has the tools to make a real decision.
The SBI job aid is available as a floating reference throughout practice — not required reading. Scaffolding you don't need should stay out of your way.
Branching video is reserved for Scenarios 2 and 3, where learners have the framework. In Scenario 1, branching would give the appearance of agency without the conditions that make it instructionally meaningful.
Replace placeholders with published Storyline screenshots
"The measure of a well-designed practice environment is that the learner cannot shortcut it. They have to actually think."
I had the pleasure of beta testing Leslie's AI-enabled performance support tool. With over 24 years of management experience, I found this tool to provide exceptional insight into performance management — and into how rarely we think about language when we think we're thinking about feedback.
As a portfolio project, formal Kirkpatrick data is not yet available. However, the evaluation plan is built into the architecture:
Level 1 (Reaction) — Post-session reflection prompt embedded in Storyline. Level 2 (Learning) — GPT conversation quality assessed through structured debrief questions on the final slide. Level 3 (Behavior) — Manager self-report survey at 30 and 60 days post-training. Level 4 (Results) — Reduction in avoided feedback conversations tracked through HR systems.
Building this project taught me that the most important instructional design decisions happen in the analysis phase — not in Storyline. The clarity of the action map made every subsequent choice easier. When you know exactly what behavior you're targeting and exactly what's blocking it, the design almost writes itself.
It also confirmed something I believe about AI in learning: the goal is not to use AI because it's impressive. The goal is to use it only when it does something that no other tool can do as well. A Custom GPT conversation partner earns its place here. It cannot be replicated with branching scenarios.