In any organization, whether corporate, healthcare, education, or government, improving performance is a top priority. Yet, too often, businesses focus on fixing individuals—more training, stricter policies, or incentives—without considering the bigger picture. Enter Dr. Thomas Gilbert’s Six Box Performance Model, a groundbreaking framework that provides a systematic approach to diagnosing and improving performance.
But where did these six boxes come from? What research led to its creation?
Who Was Dr. Thomas Gilbert?
Dr. Thomas Gilbert (1927–1995) was a psychologist, researcher, and one of the founding figures in performance technology. He studied under B.F. Skinner, the renowned behaviorist, and applied behavioral science principles to workplace performance. Gilbert’s work sought to identify what truly drives human performance and how organizations can optimize it systematically.
Gilbert’s career spanned academia, business consulting, and government projects, but his most influential work came in 1978 with the publication of Human Competence: Engineering Worthy Performance. In this book, he introduced what we now call the Six Box Model, a framework designed to diagnose and address performance issues holistically.
His central argument? Most performance issues are due to environmental factors, not individual capability. Rather than blaming employees, he believed that organizations should create well-designed systems that support human performance.
The Research Behind the Six Boxes
Before developing his model, Gilbert conducted extensive research in behavioral psychology and organizational performance. His work built on several key ideas:
1. The Distinction Between “Behavior” and “Performance”
- Gilbert emphasized that behavior is not the same as performance.
- Many organizations focus on what people do (behavior) instead of what they achieve (performance).
- Example: If a salesperson makes 50 calls a day but doesn’t close deals, their behavior is high, but their performance is low.
2. The “Leverage Principle” – The Environmental Influence on Performance
- Gilbert discovered that environmental factors (systems, tools, and processes) play a bigger role in performance than individual motivation or intelligence.
- He argued that instead of asking, “How can we fix the worker?” organizations should ask, “How can we improve the work environment?”
3. The Cost-Benefit Approach to Performance Improvement
- He introduced the idea of worthy performance, where organizations should focus on maximizing results while minimizing effort and cost.
- If training is costly but doesn’t address the core issue, it’s not a worthy investment.
Through years of research, consulting, and real-world application, these insights led to the creation of the Six Box Model, which breaks performance into six key factors.
The Birth of the Six Box Model
Gilbert developed the Six Box Model as a practical diagnostic tool for assessing performance issues in any setting. His model identifies six key factors that influence human performance:
1. Information (Expectations & Feedback)
- Do employees know what’s expected of them?
- Do they receive clear and timely feedback?
2. Resources & Tools
- Do employees have the necessary tools, systems, and equipment to perform effectively?
- Is technology helping or hindering their work?
3. Incentives & Motivation
- Are rewards, recognition, and consequences aligned with performance goals?
- Do employees feel motivated to perform at their best?
4. Knowledge & Skills (Training & Competence)
- Do employees have the necessary knowledge, skills, and training to succeed?
- Are they learning in the most effective way?
5. Capacity & Individual Ability
- Do employees have the physical, mental, and emotional capacity to do their jobs?
- Are there limitations that affect their performance?
6. Motivation & Cultural Fit
- Do employees want to perform well?
- Is there a cultural or psychological barrier affecting their engagement?
This framework allows organizations to identify the root causes of performance gaps instead of making assumptions.
Why the Six Boxes Were Revolutionary
When Gilbert introduced this model, it challenged conventional thinking about performance improvement. Many companies assumed that poor performance meant employees needed more training or motivation. Gilbert proved that training is often not the problem—environmental factors like unclear expectations, lack of resources, or poor feedback systems are more likely to be at fault.
His approach shifted organizations toward systemic solutions rather than individual blame. Instead of focusing on “fixing people,” leaders began looking at how work environments, incentives, and tools could be improved to create better performance outcomes.
Legacy and Influence of the Six Box Model
Since its creation, the Six Box Model has been widely adopted in business, healthcare, education, government, and even military training. It has influenced:
- Corporate Training & HR Strategies – Helping organizations create performance-based learning programs.
- Process Improvement & Lean Management – Used in Six Sigma and continuous improvement initiatives.
- Technology-Driven Performance Solutions – Applied in modern digital tools, mobile learning, and AI-driven coaching systems.
Even today, Gilbert’s ideas remain relevant, especially as organizations adopt AI-driven analytics, mobile apps, and real-time performance feedback tools to enhance workforce productivity.
Why This Model Still Matters Today
In today’s fast-paced, technology-driven world, understanding human performance is more important than ever. Companies invest billions in employee training, but without addressing the right performance factors, much of that investment goes to waste.
Gilbert’s Six Box Model provides a scientific, systematic way to diagnose and improve performance. By looking at the full picture—including environment, tools, motivation, and training—organizations can build high-performing teams, optimize processes, and drive better results.