This paper will examine the differences and similarities between two program planning models, Tyler and Caffarella, to reveal their strengths and weaknesses. When adults are involved in training sessions, there are various program planning models that can be used, depending on the goal of the training session. Researchers developed these models…

A consumer perspective can contribute much to enhancing the "ecological fit" of population-level parenting interventions so they meet the needs of parents. This approach involves building relationships with consumer groups and soliciting consumer input into the relevance and acceptability of interventions, clarifying the enablers and barriers to…

This book offers new readings of the theory, politics, policy, and practice of radical adult education and learning where people's lives are understood as complex and interrelated matters. Brookfield and Holst's poetics and deeply human prose sound rebellious; the authors confront some of the main radical trends in the field of adult education…

Partnership is a dominant theme in education policy and practice in England and in other western countries but remains relatively under-researched, especially with respect to what sustains a partnership. This article draws on a study of partnership working in the field of post-16 learning that revealed the role of dimensions of social capital in…

Provides a four-step plan for creating a new training department: (1) Lay a strong foundation; (2) manage expectations; (3) make quality the highest priority; and (4) build relationships. (JOW)

In looking for a training program development model, a "best practices" model was developed that combined the strengths from five existing models and addressed the challenges of the 1990s. The "best practices" model has eight discrete steps and two continuous processes: needs analysis and an evaluation-and-feedback loop. (JOW)

Provides a detailed plan for sheltering all learning in an organization under a strategic umbrella. Areas considered include governance, vision/mission, funding, organization, stakeholders, products/services, learning partners, technology, measurement, and ongoing communication. (JOW)

Defines needs analysis and knowledge management and explains how they can be brought together when planning training programs. Includes a glossary of knowledge-management terms. (JOW)

Revisits an April 2000 article questioning the relevance and efficacy of Instructional Systems Design (ISD) and comes back to the question of whether ISD is flawed or is the manner in which people are putting ISD into practice the problem. (JOW)

Discusses how to select the best training program for your needs. Includes information on deciding whether to develop your own program or buy one; identifying the kind of program you need; examining what is available; networking; choosing a supplier; and evaluating programs. (JOW)

Looks at the advantages and disadvantages of telecommuting and describes a training program to get people ready to telecommute. Offers tips for organizing an office at home. (JOW)

Discusses the importance of training for information technology trainers. Describes the team approach used by the Mobay Corporation to overcome the problem of matching trainers' skills to the task of developing training programs. (JOW)

Awarding continuing education units (CEUs) can offer ongoing benefits to a company, institution, or training group at relatively little cost. A company offering CEUs may be able to help employees complete their college degrees and set long-range goals. (JOW)

A training program at IBM's Austin, Texas, site came about because of a critical shortage of secretaries. The administrative services department decided to recruit candidates from overstaffed departments--including manufacturing--and to train them to become secretaries in six weeks. (Author/JOW)

One process for developing a training program on a limited budget involves the creation of job competency profiles using a modified DACUM (Developing a Curriculum) technique, the identification and development of job aids, and the use of the profiles and job aids to deliver training. (JOW)