Three alternatives to instructional development are briefly described: shifting more instructional responsibility from developer to learner; implementing an instructional system utilizing paraprofessionals, content experts, and peers; and selecting and adapting existing instructional materials. (MBR)

Examines certain common professional characteristics that unite instructional developers across a variety of settings, and addresses the question as to whether a strong case can be made for providing developers with a common approach to their training. (Author/MER)

Provides an overview of modern instructional technology including the characteristics of cost effective instructional programs and the principal features, stages, applications, and expectations of modern instructional technology. (CHC)

Compares and contrasts the current development of needs analysis and needs assessment through a review of the literature, and offers recommendations designed to restore systems thinking to front-end analysis in organizational and instructional development. The roles of needs assessment and needs analysis in a performance technology model are…

Discussion of managing instructional development projects focuses on organization--the step between planning and implementation. Results of poor organization are discussed, and three major tasks of the manager are explained: establishing work groups; assigning responsibilities and authority; and delineating relationships between groups. (Contains…

Examines the importance of human systems as a relevant aspect of development processes and looks at the career anchor model proposed by Schein as a possible area in the analysis of the instructional developer/client relationships. Fourteen references are listed. (Author/LLS)

Discusses five job behavior functions viewed as necessary for practicing performance-based thinking in instructional development activities. Functions examined include the abilities to plan to perform a job, execute a task, monitor or control execution, troubleshoot, and evaluate. (MER)

Reviews the basic assumptions of two paradigms of inquiry, the rationalist and the naturalist, to determine which one provides the best fit for one-to-one formative evaluation of instructional materials focusing on learnability issues. Conclusions suggest the naturalistic assumptions are more suitable. (13 references) (LRW)

A member of the National Society for Performance and Instruction task force questions the professional certification process for practitioners in the performance and instruction field. Methods being utilized by the certification movement, what is wrong with them, and why certification would hinder the profession are discussed. (MBR)

Discusses Johnson's theory that information can be gathered in either a systematic or spontaneous manner and that this information will be analyzed either internally or externally, and considers some of its implications for understanding group interactions. Models of decision-making styles and characteristics and the problem-solving process are…

Argues that instructional development (ID) faculty in higher education settings should use a systematic approach grounded in ID principles to present the case for filling vacant positions in their field and provides guidelines for using message design techniques to develop a file to support the case. Eight references are listed. (MER)

Raises critical management issues and proposes guidelines for technical management of large-scale development of courseware with complex content. Discussion covers the technical management of such a project as it relates to organizational structure; leadership shifts throughout the design process; prototype development; and the systematic process…

Discusses the relationship between the problems involved in the creation of expert systems by knowledge engineers, i.e., experts at translating human abilities and knowledge into computer programs, and the major issues dealt with in the planning/analysis phases of instructional development. (MBR)

Suggests that trainers take innovative approaches to training clients who work in high-risk jobs such as the military and recommmends that external needs assessment, front end analysis, and task analysis be used to establish training goals and objectives. Nine references are listed. (MER)

Assesses the factual basis for the stereotyped images of each other that are prevalent among instructional developers in business and education and argues that this problem of conflicting images can be overcome if graduate programs and the industrial community would begin to share ideas and create opportunities for dialogue. (Author/MER)