When faced with a discrepancy between the actual and the desired performance of a student, employee, or acquaintance, the usual course of action is to "train, transfer, or terminate" the individual. The authors believe that while these may sometimes be appropriate solutions appropriately applied, more often they are not. They offer a procedure for dealing with such a performance discrepancy in a step-by-step manner. Their procedure, which follows the form of a flow chart, assists in analyzing the nature and cause of performance discrepancies. A performance discrepancy caused by a skill deficiency is differentiated from one caused by a lack of motivation or negative feedback. Once the cause of the problem is correctly identified, the procedure suggests appropriate remedies, including formal training, practice, positive reinforcement, or simply adequate feedback. The key ideas are illustrated by actual cases and anecdotes. A quick reference checklist summarizes the issues and questions to be raised when using this procedure. (JY)