This article questions commonly held beliefs about training as a component of performance improvement solutions. Rather than being based on theoretical and empirical support, many beliefs about training are based on little more than myth. Part 1 of this article presents myths about the relationship of training and performance and myths about…

Discusses the value of training interventions for performance improvement based on the author's experiences with various training events. Topics include making clear expectations; accomplishment-based project planning; understanding performance problems; and participant learning and instructional benefits. (LRW)

Discusses worldwide Web-based training (WBT) and cautions that WBT is not good for all training goals, not all audiences are technically prepared, and not all organizational cultures are ready. Describes a variety of WBT delivery methods and recommends a cross-functional international team to design and implement international WBT. (LRW)

The United States Coast Guard uses training situation analysis (TSA) to develop quantified training requirements, collect training and non-training performance data, and overcome turf issues to focus on performance outcomes. Presents the 1947 MLB (Motor Lifeboat Project) as a case study. Outlines 11 steps in the TSA needs analysis for teams and…

Suggests that training should be tied in to the strategic and operational goals and objectives of a company. Topics include the emergence of the knowledge society; changes in global economies; today's workforce training needs; how to link employees to business strategy; and why training doesn't always produce expected results. (LRW)

Discusses the value of role-play in developing interpersonal skills and presents a 10-step model to help performance technologists design effective role-plays. Highlights include training objectives; designing assessment instruments; task analysis; generality and demonstration; designing social-communicative problems for the content; practice; and…

Offers a framework that addresses training and performance relationships based on in-house skills development committees that are employee driven. Key elements include employee ownership of training; working partnerships between management and employees; continuous learning; and measurement of results that show relationships between classroom…