A team of learning coaches facilitated an action learning group in a public utility. The coaches' diversity raised interpersonal issues but added a wealth of perspectives and experience. Important components were team formation, a balance of program and individual needs, and group diversity. (SK)

Internal computer networks, or intranets, are a way for organizations to provide learning opportunities and performance support. The value of intranets depends on the quality of resources, the degree to which they are maintained, and ease of use. Users need help in learning to use these resources for optimal benefit. (SK)

Four strategies for overcoming resistance to self-directed learning (SDL) in business and industry are visible company support; internal promotion; easy access, especially through electronic linkages; and formalized use of SDL strategies, such as using learning contracts in performance appraisals. (SK)

Witting and unwitting contributions to the learning community by business and industry include learning opportunities for employees and nonemployees, involvement in educational partnerships, corporate museums, trade shows and exhibitions, and support for the arts. Although the company intent may be public relations or marketing, making use of…

Traces the development of adult education and human resource development, as well as the burgeoning of workplace learning. Raises issues related to nomenclature, knowledge base, professionalization, and the learning organization. (SK)

Organizational and workplace changes are altering the work of trainers and consequently their professional development needs. Training and development professionals need a foundation in training design and delivery with the ability to incorporate multiple perspectives, delivery systems, and locations and to be responsive to change. (SK)

Action Reflection Learning uses group activities to develop critical reflection skills. Because learning takes place in teams working on real-world problems, it can lead to systems change and organizational capacity development. (SK)

Examples of certification programs are given: Certified Professional Managers, Certified Professional Secretary, Certified Purchasing Manager, certified Clinical Specialist in Medical-Surgical Nursing, Certified Financial Planner, Senior Professional in Human Resources, and Certified Quality Engineer. (SK)

Niagara Mohawk Power Corporation facilitates self-directed learning for career development by providing career advisement via electronic mail and maintaining a database of job descriptions, college programs, and information about other learning providers. Using personal computers helps employees become more self-directed in their careers and…

Current applications of experiential learning in higher education include field-based experiences, credit for prior learning, and classroom-based programs. In the workplace, action learning, future search, and outdoor education are among the forms of experiential learning being used. (SK)

Striving to be learning organization, Imperial Oil of Canada focused on organizational, divisional, and individual capability development. Lessons learned include the following: (1) all levels of employees are potential professionals; (2) learning must be continuous; (3) intrinsic motivation and commitment are essential; and (4) organizational…

Trends that have changed continuing professional education (CPE) include huge growth in workplace-provided continuing education, distance education provided by universities and professional associations, more collaboration, and regulation of professional practice through CPE. Educators must ask whether their purpose is updating knowledge or…

Bell Atlantic Corporation offers an associate degree in applied science (telecommunications) to its employees through a consortium of community colleges. The NEXT STEP program has become a creative partnership of education, labor, and industry. (SK)

Adult education in such settings as higher education, workplaces, and community-based organizations demand new approaches to accountability. The process involves answering such questions as What is learning? Who are the stakeholders? When should accountability be examined? For what are program managers accountable? and What tools and strategies…