Presents background information about terminology, the extent of corporate commitment to training, and the trainer's role before dealing with programs to train trainers. Recommended are training programs for trainers that provide multiple opportunities for interacting with other people under both simulated and real conditions. (Author/MER)

Discusses individual thinking styles, their influence on problem solving techniques, and implications for trainers and consultants. A four-step thinking cycle is explained, five basic styles of individual thinking are defined, and examples are given using the field of human resources and development. (LRW)

Asserts the need for good research is common for people involved with performance and instruction issues, and stresses interdependence of research and field workers. Discusses principles of objectivity, precision, and empiricism in good research. Examples illustrate how methods of practitioners are improved through application of these principles.…

Discusses how performance technologists, or trainers, can provide more impact in reducing field performance deficiencies by gathering feedback from the field regarding training matters. A feedback generator is described that is expressed in terms of an algorithm and helps point to solutions to improve productivity. (LRW)

Discussion of the performance analysis process focuses on its use in traditional educational settings to prepare students as designers and trainers in a variety of settings. A flowchart of how to conduct a performance analysis is provided, and a worksheet to guide students through the performance analysis process is included. (four references)…

A brief review of current techniques for forecasting trends and planning ways in which training can facilitate technology and human resource change--trend extrapolation, scenario forecasting, relevance trees, and technology assessment--is followed by a discussion of the Delphi Technique, its development, advantages and disadvantages, and how the…

Trainers need to know how to identify and control silence as an important cue in nonverbal communication. A categorization of the types of silence in trainer behavior most frequently observed includes set and closure, wait-time, pause-time, discipline or control, confusion or disorganizational, transitional, humorous, and interactive silence, and…

Examines results of a survey of corporations with fewer than 100 to over 10,000 employees to determine training consultant use. Survey questions covered the following topics: proportion of employees receiving formal training; material development; training staff; training types; methods used to locate consultants; and consultant fees and duration…

Argues that although the training field is evolving rapidly, pre-professional education and continuing professional development are not adequately meeting the needs of the profession. Twelve areas of concern are discussed, and five basic elements to be incorporated in curriculum changes are offered. (Author/MER)

Examines the relationship between course developers and instructors in large corporations. Highlights include hiring practices for training department personnel; qualifications sought by the organization; self-report of competencies; separation of responsibilities; job frustrations; role of technology; and management's role in facilitating…

Describes a systematic approach to training needs identification that is directly tied to changing organizational events and performance requirements. The discussion includes nine questions which address performance expectations. (JJD)

Discusses the importance of the selection and evaluation of suitable software packages that will fit naturally into the organizational structure and existing jobs and the role of the training professional in the assessment of training needs and evaluation of training materials supplied by software vendors. (EAO)

Describes six methods that can make mandatory training sessions more successful, including the use of icebreakers; emphasizing relevance; maintaining training focus; the use of humor; providing practice; and the use of evaluations. (LRW)

Describes the use of a self-study videocassette course on planning and presenting video training to teach organizational subject matter experts (SMEs) how to develop training materials on videotape. A preproduction timetable is included which lists events and when they should be scheduled prior to production day. (MBR)

Describes how trainers can promote trainee flexibility and increase the effectiveness of their instruction by using skill related, principle based rules. Highlights include skill performance variables; analyzing skills to derive principles; converting principles into rules; and how to integrate principle based rules into skill instruction. (LRW)