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In enterprises, both the 'inputs' that generate the learning of new skill and knowledge and the 'outcomes' expected from that learning are often - most often in fact - qualitative in nature. Calculating a qualitative return on it is, therefore, often inappropriate as well as impractical. This chapter shows that common sense, observable indicators of qualitative change and of the actions that led to the change, can be devised which are reliable and useful. It also demonstrates that this kind of information can convincingly show the value of training and learning when that value is realised.