Goals of diversity training may be compliance, harmony, inclusion, justice, and transformation. Effective programs are predicated on leadership support, authentic training strategies, and alignment with the organization's goals. (JOW)

Offers suggestions for ensuring that employees remain in electronic learning situations such as providing meaningful content, guiding them to making appropriate decisions, allowing opportunities for action, and structuring experiences for success. (JOW)

Discusses three reasons why conducting a training needs assessment is frustrating: (1) insufficient time; (2) lack of organizational support; and (3) inadequate expertise. Indicates that if trainers do not uphold criteria for what constitutes a good needs assessment, then they cannot expect support from management. (JOW)

Looks at similarities and differences between training and organizational development (OD) and suggests strategies for aligning them: developing high-level sponsorship, demonstrating the fit with existing initiatives, creating collaborations, encouraging trainers and OD specialists to work together, and analyze what hinders collaboration. (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)

Stresses the importance of heeding the rules of basic instructional design when developing multimedia programs. Suggests that new media present unfamiliar and complex options that can distract from the design of effective instruction. Includes a checklist for designing new media training products. (JOW)

This study questioned progress in the shift from training to performance. A survey administered to 62 training and performance professionals queried respondents about concepts relevant to performance: analysis, solution systems, cross-functionality, customer and collegial expectations, and shared knowledge. Overall, results showed that…

Discusses knowledge management (KM), an organizational strategy that makes best practices and ideas widely available. Defines KM and presents two case studies that illustrate how a KM perspective might influence decisions and services in corporations. Discusses what performance and training professionals bring to KM and success factors of KM. (AEF)

Describes modes of communication which take place in a field-based learning experience. Explores advantages to the intern (learner), the scope of coverage and value to his overall education (GA)