The linearity and causality implied within the taxonomy (for instance, the assumption that passing a test at Level 2 will result in improved job performance at Level 3) masks the reality of transferring training into measurable results. Many factors enable — or hinder — the transfer of training to on-the-job behavior change, including support from supervisors, rewards for improved performance, culture of the work unit, issues with procedures and paperwork, and political concerns

Robert Brinkerhoff takes a systems view of evaluation of training, believing it should focus on sustained performance rather than attempting to isolate the training effort:

learn best from the outliers