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AAR (After Action Review)

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Conducted after completion of a training activity, AAR focuses on performance improvement and allows individuals to learn what happened and why on their own. Everyone learns, regardless of "rank." It was first developed for use in the U.S. military.

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ADA (Americans With Disabilities Act)

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American Act passed in 1990. Prohibits discrimination against people with disabilities in the areas of: public services, transportation, & accommodations, telecommunications, and employment.

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ADDIE

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A popular Instructional Systems Design (ISD) model. There are five steps in this model for instructional system development. The phases are: analysis, design, development, implementation, and evaluation.

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Adult Learning Theory

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An all-inclusive term that includes the collective theories and ideas for the ways in which adults gain knowledge and learn. It was made popular by Malcolm Knowles who believed that Adult Learning Theory built the foundation for learning professionals to meet learning needs in the workplace.

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Accelerated Learning

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A "whole brain" approach to designing and delivering learning which takes into account elements in the entire learning environment - from room setup & configuration, to materials, to the facilitator's attitude. This process results in learners' long-term retention by recognizing different learning styles for each learner, and using a variety of learning exercises.

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Accomplishments

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A critical concept in Improving Human Performance, accomplishments are the specific desired results - aligned to organizational outcomes - to be achieved by people.

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Action Research

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In its most basic form, Action Research involves fact-finding before and after an action. This process can repeat over and over again until understanding increases. The process is driven by two things: the idea that learning is a process and a model, and that there is a desired result which can only be achieved through systemic elemental change.

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Active Training

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Training that guarantees actively involved participants. The basis of Active Training is a cooperative learning approach where learners learn from one another. Examples include: games, role-plays, simulation, and discussion groups.

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Affinity Diagrams

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A visual representation of related concepts. Large numbers of thoughts are gathered and organized in groups accordng to natural relationships between these ideas. Groups of ideas are then clustered with clear titles. The relationships between the clusters are made clear. Affinity diagrams are also called affinity maps or interrelationship digraphs.

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Analysis

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The dismantling of a whole and the subsequent appraisal of the resulting parts. There are a variety of types of analyses, including: gap analysis, root cause analysis, job analysis, needs analysis, and task analysis.

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Gap Analysis

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A term used in Improving Human Performance to identify the gap between a population's desired state of performance compared against its current state of performance.

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Root Cause Analysis

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Identifies the underlying "root" causes that contribute to the gaps in human performance between the desired and current states.

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Job Analysis

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Discovers all responsibilities and tasks that make up a single role within an organization. The identified tasks are completed at different time intervals, including daily, weekly, monthly, or yearly.

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Needs Analysis

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Collects and arranges data to identify the ways in which training can help a group reach its goals.

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Task Analysis

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Determines the necessary steps required to successfully complete an assignment.

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Andragogy

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Adult Learning Theory made popular by Malcolm Knowles. Its foundation is based on the principles that impact how adults learn. These principles are: relevance, prior experience, readiness to learn, orientation to learning, and motivation to learn.

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Appreciative Inquiry (AI) Theory

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A way to encourage large-scale organizational change. It includes the examination of successful activities (rather than a focus on what's ""broken""). This approach doesn't look at operations that are failing. The theory is based on discovery, dream, design, and destiny. The AI 4-D cycle classifies areas where improvement is needed; where prior successes occurred; what solutions are possible; and the creation of an action plan.

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ASTD HPI Model

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This is an analytical process that is focused on organizational results. It is used to find what performance problems exist; determine the underlying root causes; choose and create appropriate interventions; implement interventions into the organization; chart results; and extend improved performance.

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Assessment Center

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An inclusive term that refers to a number of exercises. These activities include: oral exercises, problem analysis exercises, role-play ; other simulations, written reports, group exercises and problem analysis.

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Asynchronous Training or Learning

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A training format that doesn't require the instructor and the participant to be in the same place or to engage in the activity at the same time. Examples include threaded discussions, email exchanges, and self-directed e-learning courses.

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Audience Analysis

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In preparation for training, this type of analysis used to discover the target group and their important characteristics that impact the type of training or solutions that may be used. Conduct an audience analysis to identify the audience's unique traits and characteristics, prior to conducting a job analysis.

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Authoring Tools

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Software programs used by ""authors"" to create Computer-based Training (CBT) and e-learning courses based on an instructional design and storyboard. Examples: Authorware, Captivate, Storyline, Articulate, Lectora, etc.

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Balanced Scorecard Approach

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Used to improve overall organizational performance, this tool measures effectiveness from four (4) perspectives: the customer, innovation and learning, internal business and financial.

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Behavioral Career Counseling

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A method of career decision-making that uses psychology in its approach. This type of counseling is scientifically accurate.

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Behaviorism

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A learning theory that operates on a principle of "stimulus-response." It states that all behavior is caused by external stimuli. All behavior can be explained without the need to consider internal mental states or consciousness. Based on the work of psychologist B.F. Skinner, and others. Think of Pavlov's dog.

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Best Practices

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A best practice is a technique or methodology that, through experience and research, has been proven to reliably lead to a desired result.

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Blended Learning

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The use of a variety of media within the curriculum of one learning event. It typically includes the ""blending"" of self-directed learning with classroom training. Example: Present the a self-directed e-learning course as a pre-requisite to an instructor-led, in-classroom workshop.

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Bloom, Benjamin / Taxonomy of Learning

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The idea that there are 3 outcomes to learning that are based on 3 different areas: the cognitive (knowledge) domain, the psychomotor (skills) domain, and the affective (attitude) domain. Often referred to as KSAs (Knowledge, Skills, Attitudes). In Bloom's original model, he identified different levels of learning from the lowest (knowledge and understanding) to the highest (synthesis and evaluation).

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Brainstorming

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A technique used to produce an idea or way of solving a problem by holding a spontaneous group discussion

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Business Analysis

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A discipline of identifying business needs and/or organizational outcomes and determining solutions to address the underlying problems

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Business Awareness

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To have business savvy or business acumen. The awareness of how an organization might impact its industry; an attentiveness to potential critical changes; as well as a focus on access and interaction with upper management.

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Business Intelligence (BI) Tools

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The tools and systems that are used by organizations to make data-driven decisions and create strategic plans.

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Business Process

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The way that individuals, equipment, machines, approaches and environment come together to increase the value of a service or a product. Everything surrounding the business (materials, people, etc) is part of the business process.

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Business Process Analysis

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An organized process for recording business rules and functions to discover previously-unknown inefficiencies that undermine the strengths of an organization. By knowing about, and solving , existing weaknesses, productivity could be increased.

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CAL (Characteristics of Adults as Learners)

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A conceptual plan made popular by Patricia Cross. CAL highlights the differences between children and adult learners. This allowed for the development of new teaching approaches for adults. CAL includes some of the ideas of andragogy (puts adults in the context of developmental stages).

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Career Advising

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When individuals seek professional recommendations and advice to make positive career choices.

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Career Advisors

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Professionals who give career advice to individuals. They may also be referred to as Organizational Career Coaches.

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Career Development

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A scheduled interaction that occurs between an organization and an individual. It provides individual employees with an opportunity to grow within an organization.

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Career Profile

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A declaration of a person's work history, strengths, and capabilities.

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Case Study

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A learning method that includes a real or made-up situation that is used as an opportunity for individual and/or group analysis and problem solving.

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Cause-and-Effect Analysis

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Exposes the idea that root cause of problems are often not "local"; that gaps in human and/or organizational performance in an organization can come from somewhere other than where the issue is taking place.

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CBT (Computer-Based Training)

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Training that includes the use of computers for training and the management of the training process. CBT is an umbrella term that also includes: CMI (computer managed instruction) and CAI (computer assisted instruction).

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Chaos Theory

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More commonly known as the ""Butterfly Effect"" takes into account how small changes in one place can cause large changes elsewhere.

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Complexity Theory

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A complex system is one in which numerous independent elements continuously interact and spontaneously organize and reorganize themselves into more and more elaborate structures over time.

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Complexity and Chaos Theory

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Scientific theories applied to business management where organizations are looked at as dynamic, complex adapting systems evolving to natural states of chaos and order.

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Chunk

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A section of content that usually includes learning materials organized with each other to help increase learning retention. Trainers should break the sections down into smaller "bites" that allow the learner to apply and understand the material more easily.

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Client (Computer)

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In general, all of computer systems on the Internet can be categorized as two types: servers and clients. Client computers are ones that humans who are accessing and "consuming" content interact with. Example: A laptop or desktop computer.

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Closed-Ended

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Direct questions that test for comprehension or agreement. They limit information, and are therefore preferable to open-ended questions when attempting to control or moderate a conversation.

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CMS (Content Management System)

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A software system that organizes and promotes participation in document and content creation. Often, a CMS is an online application that manages content and Web sites. Usually, it is necessary to have special software to create and edit CMS articles.

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Coaching

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A developmental strategy that enables people to meet their goals for improved performance, growth or career enhancement through voluntary, self-directed work with a coach.

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Codec

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Technology used for video and/or video teleconferencing. A codec, or decoder, is a device into which video signal is fed. The signal is converted into digital information by the decoder. The digital information is sent through phone lines to a remote site, where it is converted by another codec into a signal that can be displayed on a television.

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Cognitions

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The mental action or process of acquiring knowledge and understanding through thought, experience, and the senses - i.e. via attitudes, emotions, beliefs, or values.

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Cognitive Dissonance Theory

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Cognitive dissonance is an uncomfortable feeling caused by holding conflicting ideas simultaneously. This conflict often is a driving force that spurs the human mind to invent new thoughts, or to modify existing beliefs so as to minimize or remove the dissonance and discomfort.

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Cognitivism

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An approach to learning that asserts learning happens when individuals are exposed to data presented logically. Information can be imparted logically through lecture, conversation with Subject Matter Experts, readings, films, and diagrams. It's the ""tell"" approach to learning.

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Cog's Ladder

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Refers to predictable stages groups progress through as they develop, including: polite stage, purpose, bid for power, performance progress, and synergy.

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Collaborative Learning

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An approach to training / instruction where the responsibility of both effort and understanding are shared by the participants and the trainer. The trainer and learners collaborate to decide how the instructional period should move forward.

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Collaborative Learning Software

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Software that allows learners to become familiar with new information and assumptions. The technologies used in collaborative learning include: email, bulletin board systems (BBS), chatrooms, online presentation tools, and computer networks. The tools available in Collaborative Learning Software expand e-learning through information sharing and increased communication among users.

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Community of Practice

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An assembly of individuals with similar interests in a subject. These people are open to the idea of sharing their experiences within their profession.

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Competency-Based Learning

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A learner-centered approach that focuses on individualized learning plans. Occupational analysis, competency validation, awareness of criteria for adequate or great performance, and planning for individual instruction for each competency are features of competency-based learning.

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Complex Systems

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The idea that in order to identify patterns within a system, the whole structure must be examined. Basically, the details of a system only expose their meanings when they are part of the whole.

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Concurrent Validity

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The degree to which a tool agrees with the outcomes of other instruments used at roughly the same time to measure the same attributes.

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Confidence Interval

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Statistical terminology. The range where something is expected to be. Confidence intervals are one way to represent how ""good"" an estimate is; often denoted by the endpoints. Confidence intervals are an important reminder of the limitations of the estimates.

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Confounding Variable

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A variable that causes a result within an experiment. A confounding variable confuses the experiment and is an independent variable that the reviewer didn't acknowledge or control.

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Confirmative Evaluation

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An evaluation that dispenses intermediate and long-term data to establish that the desired outcomes are being accomplished. Ongoing results are compared to the results that are expected.

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Continuous Variable

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A variable whose measuremetns can be divided into very tiny units. Examples would be distance and time.

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Control Group

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A set of individuals in an experimental setting that is equal in every way to the experimental group. The only difference is that the control group does not receive the experimental treatment.

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COR (Chain of Response)

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Along with CAL, COR is a train of thought about adult participation in learning made popular by Patricia Cross. It asserts that the motivation a person has to participate comes from their perception of positive and negative forces. Additionally, if a person has low self-esteem they will be disinclined to participate. In learning, there is a relationship between participation and foreseen learning results. Before achievement and self-actualization are attained (both are high-order needs), safety and security must be achieved This is because low-order needs must have been fulfilled before the learner can concentrate on high-order needs. To motivate a learner, the promise of reward is also important.

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Correlation

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A relationship that exists between two or more variables that is defined by the fact that when one variable changes, the other is likely to change in a comparable way. When the correlation is positive, the variables change in the same direction. When the correlation is negative, the variables will change in opposing directions. Correlation is NOT, however, causation!

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Cost-Benefit Analysis

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A Return On Investment (ROI) analysis that proves or disproves whether an intervention paid for itself and/or if it generated financial gains in comparison to its cost. (See BCR)

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Counseling

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A process that allows individuals to reflect on their actions, as well as discover and grasp behavior patterns that are more productive than the current state.

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Covariates

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A number of dependent variables that exist in a study that has multiple independent variables.

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Criterion Reference

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An objective evaluation that centers on appraising, examining, and communicating what learners accomplished based on both performance standards and program objectives.

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Criterion Validity

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The degree to which an assessment can anticipate or concur with outside parameters. It is determined by looking at the relationship between the instrument and the criterion measure.

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Data Collection

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The accumulation of data (including statistics, facts, and other information) that is used for assessment and analysis. Questionnaires and interviews are examples of data collection methods.

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Data Mart

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A data warehouse that supplies awareness into operational information, like trends. This awareness allows management within organizations to make strategic choices.

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DBMS (Database Management System)

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A single software program, or a collection of programs, that allows users to gain access to data, as well as manage it.

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Delivery

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Approaches to transferring / imparting information to participants. Approaches include instructor-led training, books, and web content.

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Dependent Variable

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Often referred to as the treatment variable. The outcome of this variable is dependant upon the covariates and independent variables.

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Desire

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Refers to the motivation of a learner that allows them to carry out a task when they have the ability to. Training cannot improve desire.

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Development

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Learning or other exercises that help individuals anticipate the roles and requirements involved in a job, and increase their knowledge-base. Development can also refer to material or course development.

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Developmental Feedback

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Feedback that looks toward future efforts and encourages increased performance in a way that can help someone prepare for the next level of effort.

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Dichotomous Variable

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A variable that is categorized into one of two possible categories. Artifical dichotomous variables can be created for designation reasons.

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DiSC Personality Profile

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A four dimensional model founded on the ideas of William Molton Marston. The model includes: assessment, inventory, and survey portions.

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Discovery Learning

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Educating learners through their purposeful participation in an activity.

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Discrete Variable

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Variables with whole number units of measurements.

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Disenchantment

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One stage in a change continuum. The response of a person who realizes that when something is gone, it is gone in a permanent way. A worker may become upset about the loss, and managers may notice the change in behavior in the work produced by the employee. Anger, support-seeking, and negativity also mark the disenchantment of employees in the workplace.

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Disengagement

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One stage in a change continuum. When change occurs, one may react to the change by becoming seemingly uninterested in an activity.

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Disidentification

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One stage in a change continuum. The idea that an individual feels as though they have lost their identity, and - because of this - is now vulnerable.

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Disoriented

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One stage in a change continuum. The feeling of confusion and surprise when a person is lost or is unsure of how they fit into a situation. New employees may spend more time thinking about what to do, rather than completing the task.

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Distance Learning

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An approach to learning that involves the separation of instructor and participants by space and/or time. Synchronoous or asynchronous delivery methods can be used in this type of learning.

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DMAIC (Define, Measure, Analyze, Improve, and Control) Methodology

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A five-tiered approach that reduces glitches, improves proccess, and creates increased customer satisfaction.

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Double-Loop Learning

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Also called "reframing." It looks at the basic changes of patterns of thought and behaviors.

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ECM (Enterprise Content Management)

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Software that allows organizations to capture, manage, store, distribute, search, customize, and view digital content.

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Edgar Schein's Career Anchors Theory

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A theory resulting from an academic study (MIT) that hoped to determine how management careers developed, and the ways in which employees got along with their employers. The study identified eight (8) themes of which people often display career choice preferences for one: Technical/Functional, General Managerial, Autonomy/Independence, Security/Stability, Entrepreneurial Creativity, Service/Dedication to a Cause, Pure Challenge, Lifestyle

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EEOC (Equal Employment Opportunity Commission)

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This American commission creates rules that dictate hiring, promoting, and firing workers in the United States. Training practices are also regulated by these rules.

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Effect Size

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A method for assessing the discrepancy between one group and another. Effect size uses standard deviation to highlight the difference.

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E-Learning

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An umbrella term used for methods to deliver electronic-based training. "Flavors" of E-learning include web-based learning, digital collaboration, and virtual classrooms. The content of the E-learning may be delivered over the Internet, wide area networks, video and audio tape, etc.

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EPSS (Electronic Performance Support System)

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An application that guides participants through, or provides instruction for, completing a task in a desired application. EPSS does this by being directly linked to the application being used. At its foundation, EPSS is an application that provides information or resources to individuals in order to help them reach performance goals. These systems deliver information on the job, just in time, and with minimum staff support.

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Emotional Intelligence (EQ)

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An additional area of intelligence developed by Daniel Goleman in the 1990s, which he based on Gardner's theory of multiple intelligences. Emotional intelligence refers to the ability of a person to understand and recognize the emotional reactions in themself and others.

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Enabling Objectives

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Provides assistance to terminal objectives by breaking objectives into smaller groupings, ultimately making the information more manageable. These objectives, sometimes called supporting objectives, are the foundational structure which outline the knowledge and skills required to meet the terminal objectives.

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Environmental Analysis

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Allows professionals to determine the internal strengths and weaknesses of an organization, as well as the threats and potential opportunities outside of the organization. This analysis encourages the creation of a plan for HRD agendas.

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Environmental Factors

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Factors that impact performance, including: room temperature, equipment, available seating, lack of materials or resources, and inappropriate conditions for learning.

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Equity Theory

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A theory that centers on the perceptions workers have about the equality of work outputs when compared to their efforts.

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Evaluation

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A systematic approach to attaining data concerning the impacts and helpfulness of training courses. The discovered results help to make changes to the course to make it more effective, as well as decide whether or not the learning goals were reached. There are give of evaluation (the first four were created by Donald Kirkpatrick and the final level was created by Jack Phillips). Level 1 = Reaction. Level 2 = Learning. Level 3 - Behavior. Level 4 = Results - and - Level 5 = Return On Investment (ROI).

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Evaluative Feedback

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Looks at the past in order to evalaute performance. Example: formal performance-appraisal.

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Expatriate Adjustment Training

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Usually a three-day long program that occurs prior to an individual going on work assignment to a foreign location. Programs that include language training may take additional time.

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Expectancy Theory

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A theory that asserts people will work for rewards that they desire and believe they can achieve.

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Experience-Centered

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A theory of instruction based on the experience of the learner during training and the discovery of new ideas. The theory is cognitivism-based.

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Experiential Learning

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Developed by David Kolb, it's the process of making meaning by direct experience. The theory states that retention increases when a learner first participates n a training activity (experiences it), subsequently reviews it, acknowledges the applicable skills gained, and transfers these skills to the workplace.

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Experiential Learning Activities (ELAs)

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Approaches to learning that focus on knowledge and thought. They also use preparatory process to move a learner through 5 phases: experiencing, publishing, processing, generalizing, and applying.

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Experimental Design

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The process of organizing an experiment properly to ensure that the right type of data, and enough of it, is available to answer questions of interest as clearly and efficiently as possible.

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Experimental Group

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Individuals in an experiment who are given the "treatment."

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Explicit

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Information or knowledge that is written down and can be distributed and shared with other people.

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Extraneous Variables

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Undesirable variables that influence the relationship between variables an evaluator is examining.

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Extant Data

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Comprises existing records, reports, and data that may be available inside or outside the organization. Examples include job descriptions, competency models, benchmarking reports, annual reports, financial statements, strategic plans, mission statements, staffing statistics, climate surveys, 360-degree feedback, performance appraisals, grievances, turnover rates, absenteeism, suggestion box feedback, accident statistics, and so forth.

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Extranet

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Similar to the Intranet, but it is a private / exclusive network that does not have a firewall. This allows outside groups to access the network with passwords and usernames.

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Facilitation

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Literal translation is " to make easier," facilitation differs from training in that facilitation is more learner - rather than instructor - focused. The facilitator serves as a guide rather than as an expert or authority.

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Fairness

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A lack of bias, equitable treatment in the testing process, equality of outcomes of testing, and an equal opportunity to learn.

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Feedback

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Advice or information given from one person to another about how useful or successful an event, process, or action is. Feedback is given to participants after training regarding their progress, which helps with retention and behavior.

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Flat File Database

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A database that has all of the information present in a single table.

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Flat Management Model

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A type of organization structure where power / authority of an organization moves from the top level to the levels below. At each step on the ladder, the managing individual has power and authority over his/her area. Each employee is responsible to one immediate superior.

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Forcefield Analysis

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Developed by Kurt Lewin, this theory analyses the forces that help (driving) and those that hinder (restraining) change initiatives and desired organizational outcomes. Think of an automobile: Driving forces are the ""gas""; Restraining forces are the brakes. You have to address both to move the vehicle forward. Push the gas (drive forward) and release the brake (clear barriers - restraining forces).

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Formative Evaluation

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Evaluation conducted "as we go." Example: A pilot is an example of Formative Evaluation in Designing Learning. Asking questions and checking for understanding is Formative Evaluation for Delivering Training.

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4-D Cycle

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Used in Appreciative Inquiry. It has 4 parts: discovery, dream, design, and destiny.

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Frequency Distributions

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A mathematical function showing the number of instances in which a variable takes each of its possible values. Example: Trish had the following scores on the pCPLP mock exam: 62, 62, 73, 73, 73, 82, 94 That's 2 occurrences of 62; 3 occurrences of 73; 1 occurrence of 82; and 1 occurrence of 94. The count of each represents each score's frequency.

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Functional Context

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Training that corresponds to real work situations. The idea behind this is that learning is only helpful when participants can use the information acquired to complete tasks in the context of their jobs. The work conditions must be simulated in training in order to properly impart skills to be used on the job.

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Gagne, Robert / Conditions of Learning

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French pioneer in the field of instructional design. Gagne is best known for popularizing the theory of nine instructional events that help ensure learning occurs: 1. Gain the learners' attention. 2. Share the objectives of the session. 3. Ask learners to recall prior learning. 4. Deliver content. 5. Use methods to enhance understanding (for example, case studies or graphs). 6. Provide an opportunity to practice. 7. Provide feedback. 8. Assess performance. 9. Provide job aids or references to ensure transfer to the job.

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Gantt Chart

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Use to manage projects, a Gantt Chart is a type of bar chart used to illustrate a project schedule by mapping project tasks against a calendar.

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Gap Analysis

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Occurs during the performance analysis phase in Improving Human Performance. Gap analysis explains the following: driving ; restraining forces, current vs. desired states, ; approaches to change.

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Gardner, Howard

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Creator of the Multiple Intelligences Theory, which asserts that people learn and think in different ways. To account for different learning styles, Gardner created eight individual intelligences, including: verbal-linguistic intelligence, logical-mathematical intelligence, visual-spatial intelligence, bodily-kinesthetic intelligence, musical-rhythmic intelligence, interpersonal intelligence, intrapersonal intelligence, ; naturalistic intelligence.

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Gilbert's Behavior Engineering Model

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A model used in Improving Human Performance which provides six components that help or hurt workplace performance. These components include information, resources, incentives, knowledge, capacity, and motivation.

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Ginzberg's Theories

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Pushed the idea that starting at the age of 18 individuals move from career exploration toward a series of events including educational specialization toward a specific career path and a final commitment to a career.

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Goal

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The direction in which human effort is aimed. Usually an end-state.

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Goal Setting Theory

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The idea that individuals are more inclined to participate or reach a goal when they set it for themselves.

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Groupthink

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Instances where groups of people make poor choices. Groupthink is defined by individuals changing their opinions to fit more properly into what they think the group as a whole believes. (Mobs are an example of groupthink.)

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Hard Data

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Quantitative measures that are measurable and impartial. Examples: percentages, proportions, time, and frequency.

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Harless's Front-End Analysis Model

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Used in Improving Human Performance to discover the cause of performance problems. The idea behind this is that performance solutions should be driven based on identification of the underlying root causes.

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Hawthorne Studies

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A famous study conducted in Chicago that determined employees are more productive when working in groups than in isolation, and that wage incentives do not determine product output. These famous studies, conducted in the 1920s and 1930s, also revealed that employee productivity and morale increased due to the attention they were receiving, not from the environmental factors being studied. In other words, productivity improved (regardless of lighting and other environmental factors) simply when people knew they were being watched.

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Herrmann Brain Dominance Instrument (HBDI)

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Ned Hermann created this type of personality testing. It categorizes people based on their preferences for thinking into four different brain functions: left brain cerebral, left brain limbic, right brain limbic, and right brain cerebral. HBDI is often referred to as "whole brain" thinking or learning.

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Hierarchical Management Model

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Industrial Age model. Henry Ford implemented this model that breaks large tasks into smaller, more manageable ones that can be executed by individuals with little eduction. Under this model, decision making became the responsibility of the managers and supervisors, rather than the person carrying out individual tasks.

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High-Performance Organizations

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Organizations that establish and sustain vast economic, operational, and market performance.

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Holland's Occupational Congruency Model

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Hopes to pair people with the best career choices. This happens through interviews pertaining to 6 work environments: realistic, investigative, artistic, social, enterprising, and conventional . Realistic environments correspond to physical strength, motor coordination, and problem solving. Investigative environments are good for intellectual activities. Social environments include interaction with others. Enterprising environments make use of verbal and social skills. Finally, conventional environments lend themselves to rules and regulations.

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HRD (Human Resource Development)

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Leonard Nadler used HRD to define the organized learning experiences of education, development, and training offered by organizations. These offerings come within a specific timeframe and allow employee performance to increase, or personal growth to occur. HRD is also referred to as training and development, or simply training.

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Human Capital

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A term used to describe the collective knowledge, skills, competencies, and value of the people in an organization.

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Human Performance Improvement (HPI)

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A systematic approach based on open systems theory used to discover performance problems, explore root causes, choose and design interventions (solutions), manage workplace learning, quantify results, and continue to improve the performance that occurs within an organization - all to produce positive business results / organizational outcomes.

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Human Performance Models

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Models that recognize knowledge, environment, opportunity, skills, and desire as important factors that impact human performance.

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Human Performance Technology (HPT)

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A systems view of human performance that is used to analyze both a performance gap and a performance system. It is necessary to select and design cost-effective and efficient learning programs that are strategically aligned to support organization goals and values. It is sometimes interchanged with HPI.

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Human Resource Audit

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A part of succession planning. Human Resource Audit helps identify successors and addressess employee mobility to other jobs / roles.

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Icebreakers

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Activities occurring at the start of a learning / training program. Icebreakers acquaint participants with each other ; help them become comfortable with starting the program.

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ICF (International Coach Federation)

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A non-profit organization created by business and coaching professionals across the globe.

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IDPs (Individual Development Plans)

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Plans for improvement in a current job or job advancement. These plans may or may not be tied to a performance appraisal system; however, a good plan usually is integrated with a performance appraisal.

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Inferential Statistics

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Statistical terminology. Permit analysts to make assumptions about data from a sample and apply them to a greater population.

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Information Architecture

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An account or blueprint for how data should be used or classified.

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Information Sharing

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Information sharing happens in organizations that embrace information circulation. These organizations also encourage collaboration, mentoring, mingling to help education and inform employees.

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Independent Variable

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A variable that impacts a dependent variable. For example a person's seniority (independent variable) may influence a person's work performance (dependent variable).

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Instructional Designer

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An individual who applies a structured, methodical approach - founded on instructional theory - to design learning programs, materials, and content.

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Instructional System

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A blend of inputs and outputs that are used to create a training course. Example of inputs: resources. Example of outputs: curriculum.

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Instruction

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Data that is taught. When there is a gap in learning (a learning need), instruction is the solution. Instruction can be delivered in the classroom, through e-learning, or on-the-job training, and can include information on safety, corporate ideals, etc.

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Intranet

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A network of computers that's accessible only to authorized users. Intranets use the same software and technology that works on the Internet, but it usually limited only to those within the specific organization.

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Interrelationship Digraphs

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A type of Affinity Diagram. Interrelationship Digraphs map out cause-and-effect relationships between groups of ideas.

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Interval Variables

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Allows measured items to be ordered by rank, as well as quanitifed and compared to other items based on the differences between them.

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Intervention

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A solution, or set of solutions to a problem. The solution may be a blend of techniques and tools that will help close performance gaps. Example: Training, Rewards / Recognition, Process Changes, etc are all examples of interventions. Each are used to address specific root causes. (See Gilbert's Behavior Engineering Model)

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Interview Protocol

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A sheet with previously chosen questions written / printed on it. The interviewer asks the interviewee these questions and has room to make notes on the sheet about the responses.

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IPO (Input/Process/Output)

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Refers to systems used to transform data and information. Examples include technological innovations such as voice and handwriting recognition systems and computer touch pads. As interventions, these systems help individuals improve their performance by enabling and empowering them through the use of devices that facilitate and adapt work processes to individual needs and preferences.

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ISD (Instructional Systems Development)

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Refers to the analysis, design, development, implementation, and evaluation of instructional experience. This system is founded on the idea that learners will get the most out of training when the have a clear understanding of what they must know, and how they will be evaluated, when training is concluded. ISD uses hands-on practice or performance-based instruction to teach desired skills.

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Instructional Strategies

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Instructional strategies determine the approach a trainer or facilitator may take to achieve learning objectives. Instructional strategies are typically identified by the instructional designer.

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ISPI's (International Society for Performance Improvement's) HPT Model

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This HPT model begins with operational analysis (to discover the organization's: vision, mission, values, goals, and strategies). Afterwards, performance & cause analyses are completed. Intervention selection & design, and finally, evaluation follow.

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Job Aids

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Audio or visual assistance provided to a performer about when certain steps should be carried out to perform a task. Job aids decrease the amount of necessary recall and potential error. Low frequency, complex tasks with high probability of error are excellent candidates for job aids. Example: Felix Baumgartner's use of a checklist during his 2012 space jump is an excellent example of a job aid.

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Job Analysis

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Recognizes the responsibilities and tasks that constitute a single job role or function. These tasks are performed on daily, weekly, monthly, or yearly intervals.

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Job Descriptions

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Highlights the duties required for a particular job. It does not, however, explain the tasks that one must complete in order to fulfill the described duties.

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Job Functions

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Major responsibilities of programs or departments that have specific outputs and outcomes for internal and external clients.

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Just-in-Time Training

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Provides learning at the moment it is needed and can be used immediately on the job.

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Kepner-Tregoe

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A decision-making process that is both straightforward and practical. Decisions are made by dividing criteria into ""wants"" (measures that are important but can't be quantified into yes or no responses) and ""musts"" (definable into either / or groupings).

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Kirkpatrick, Donald

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Now retired, Dr. Don Kirkpatrick is considered the father of training evaluation, which he first postulated in the 1950s. He created the four levels of evaluation: reaction, learning, behavior, and results. (See also Evaluation.) Dr. Kirkpatrick's son - Jim Kirkpatrick and Jim's wife Wendy - now continue and extend his work. See www.kirkpatrickpartners.com

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Knowledge

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Consider the hierarchy of information management (from basic to complex): data, information, knowledge, wisdom (also known as the DIKW pyramid). Knowledge is putting information into application or action.

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Knowledge Audits

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Used to clarify the type of information employees need and highlight any barriers to sharing organizational knowledge.

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Knowledge Base

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The securing and collection of information in a central electronic medium. Examples: HRIS, ERP, LMS

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Knowledge Exchanges

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Allows different people, or groups of people, inside an organization to share information and documents. With this information, lists of links can be created in webpages that allow individuals to talk about subjects that are interesting to participants.

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Knowledge Management (KM)

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The systematic management of organizational knowledge and intellectual capital. Also organizes the processes involved in the creation, gathering, organization, dissemination, and use of intellectual capital so that it can help change the organization and the people within the it.

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Knowledge Mapping

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A way to connect a variety of things, including: expertise, information, and uses of individuals. The connectivity of this information allows for sharing between people within the organization.

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Knowledge Repository

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A category of technology that offers products for creating, storing, and managing a corporate knowledge.

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Knowledge Spiral

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Displays the interaction between tacit and explicit knowledge.

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Knowledge Survey

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A data collection method that inquires about the skills employees have and what they need in order to successfully do their jobs.

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Knowles, Malcolm

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Published "The Adult Learning: A Neglected Species" in the 1970s, discussing assumptions about how adults learn. This work resulted in Knowles being thought of as the father of adult learning theory.

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Kolb's Learning Style Inventory

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A catalogue of four different styles of learning and how people relate to them. The learning modes are: concrete experience, reflective observation, abstract conceptualization, ; active examination. Learners, according to Kolb, asserts that learners are either convergers, divergers, assimilators, or accomodators.

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Krumboltz ; Hamel DECIDES Model

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A decision-making process that is rational, and is sometimes known as the DECIDES model. The seven-step model includes: Defining the problem, establishing and action plan, clarifying values, identifying alternatives, discovering probable outcomes, eliminating alternatives systematically, ; starting the action. http://www.deakin.edu.au/current-students/services/careers/plan/decides-model.php

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KSA (Knowledge Skills, Attitudes / Abilities)

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Can refer to two possible abbreviation expansions: the learning domains of Knowledge, skills, and attitudes, as defined by 1950s Bloom's Taxonomy. The second definition states that KSAs are known as knowledge, skills, and ability. This definition is usually used by private and federal hiring agencies. It allows these groups to determine qualities employees need for a specific job.

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Ladder of Inference Model

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Represents different ways individuals make sense of and deal with everyday events. Individuals select and process certain aspects of events and introduce elements from this processing into their thinking, feeling, and interactions. Example: Think of a Yugo. Now think of a Mercedes. Both are automobiles but each evokes different levels of inference.

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LCMS (Learning Content Management System)

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"A system that connects key potions of the learning models, like learning materials or whole courses. Content, either combined by the LCMS or combined previously from other learning content or tools, is packaged for e-publication, print or CD-ROMs.

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Leadership Assessments

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Identify developmental needs of current and future leaders at all levels in the organization.

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Leadership Development

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Centers on training courses that help prepare workers to lead an organization by providing them with the skills required to do so. Learning programs include: mentoring, self-studying, training, stretch assignments, coaching, job rotation programs, and others.

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Learning

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Earning knowledge, skills, or understanding through instruction, experience, or study.

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Learning Information System

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A tool that benefits the training manager on several levels: program administration and design and delivery of training.

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Learning Objects

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Self-contained chunks of instructional material used in LCMSs. They typically include three components: a performance goal, the necessary learning content to reach that goal, and some form of evaluation to measure whether or not the goal was achieved.

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LMS (Learning Management System)

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Software that automates training administration allowing those using the program to register, manage a course catalogue, keeps track of information, and reports information to higher-ups. Learning courses may be provided by multiple publishers, since LMS can handle this.

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Learning Style

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Refers to the way in which an individual approaches learning through their behavior, feelings, and processing of information. Examples of Learning Styles include the VAK model, Kolb's Learning Style Inventory, and Herrmann's Brain Dominance Instrument (HBDI).

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Likert Scale

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A continuous (linear) scale used in data collection. The Likert Scale classifies attitudes and statements. Example: "On a scale from 1 to 5 (1 Strongly Disagree, 5 Strongly Agree) please rate..."

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Mager, Robert

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Developed behavioral learning objectives with three elements: what the worker must do (performance), the conditions under which the work must be done, and the standard or criterion that is considered acceptable performance.

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Mager and Pipe's Human Performance Model

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A performance model that determines the importance of an issue and what will happen if the organization either solves or ignores the problem. If the issue is discovered to be substantial, the next step in the model involves deciding if the cause of the problem is a skill deficiency.

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Maslow's Hierarchy of Needs

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"An idea introduced in 1954 in Maslow's work ""Motivation and Personality."" The hierarchy of needs includes: psychological needs, safety / security needs, social / belongingness needs, esteem needs, and self-actualization. Maslow believed that individuals have complicated needs that not only change over time, but that they work to fulfill. "

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Matrix Model

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A management model that combines project and line structure with a manager at the pinnacle of a hierarchy. Matrixes aim to integrate a variety of areas of expertise.

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MDBs (Multidimensional Databases)

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Usually accomplished by relational databases. Multidimensional databases plan to optimize analytical processing.

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Mean Score

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Statistical terminology. It's another word for "average." http://www.statsmakemecry.com/

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Measures of Central Tendency

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"ncludes: mean, median and mode. The mode is the number that occurs the most frequently in a group. The median is the number where half of the scores are below the median, and the other half are above it. And the mean is the number that is the average of a group. http://www.statsmakemecry.com/

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Median

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When a data set is arranged in numerical order (magnitude), the median is the number that has half of the numbers occurring above it and the other half of the numbers are below it. Median is the value in the middle. http://www.statsmakemecry.com/

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Mentoring

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When a more experienced person imparts wisdom and expertise on to a less experienced individual within an organization. This career development practice occurs over a certain amount of time, and falls in to one of three commonly-used types: virtual mentoring, group mentoring, and one-on-one mentoring.

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Model

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An example or representation of an object, process, idea, or phenomenon that helps describe it.

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Modules

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(Sometimes called lessons) are the smallest unit of learning and provide content and practice on the basis of predefined learning objectives. Learning modules contain objectives, knowledge content to enable the learner to complete the task, task content, practice activities to help reach the objective or objectives, and an assessment mechanism to determine whether the objectives were reached.

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Motivation Theory

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Central to coaching, motivation theory believes that when you provide the proper environment for employees to work in, the individuals will not only feel a connection to the environment, they will also be motivated towards personal growth.

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Multiple Intelligence Theory

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Gardner's "Frames of Mind" discussed the idea that people's preferences on how to consume and process information is mirrored by ""intelligences."" Individuals are usually oriented towards 3 or 4 intelligences, and uncomfortable with the other available intelligences. (See Multiple Intelligences)

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Multi-Rater Feedback

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Gathering feedback from multiple sources - i.e. managers, peers, customers, etc. Example: 360 feedback

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Multisensory Learning

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An instructional approach that combines auditory, visual, and tactile elements into a learning task. Engages the learner and increases retention by utilizing multiple input methods. Audio and video can often convey feelings and subtle contexts of learning more effectively than other tools.

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Mergers and Acquisition Management

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Involves changes in organizational structure through mergers, acquisitions, and downsizings.

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Myers-Briggs Type Indicator (MBTI)

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This test recognizes 16 different personality types used in team creation and career development. The personalities are founded on: introversion and extraversion, sensing or intuiting, feeling or thinking, and judging or perceiving. Examples: ENFP or INTJ

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Needs-Based Approach

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Refers to activities that are implemented in response to a specific performance gap.

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Neurolinguistic Programming (NLP)

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An approach to behavior and communication change management that identifies patterns of thought and feelings through observation and exploration of instinctive physical behaviors.

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Nominal Data

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Statistical terminology. Variables or numbers that categorize a system. An example would be numbers on a basketball player's uniform. http://www.statsmakemecry.com/

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Normal Distribution

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Statistical terminology. When data points / observations congregate around a particular value in a system, instead of spreading out evenly across a given range http://www.statsmakemecry.com/

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Objective

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An intention that leads to a goal when it is combined with other purposes / objectives. There are a variety of learning objectives, including learning objectives, affective objectives, and behavioral objectives. Learning objectives are measurable behaviors displayed by a participants that prove a training course was successfully executed. Affective objectives are a type of learning objective that demonstrate a learner have attained certain values or feelings. Behavioral objectives are actions participants should be able to complete after a training exercise has taken place.

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Objective-Centered

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A behaviorism-based theory of instruction that concentrates on observable and measurable outcomes

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Observation

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Refers to the witnessing or viewing of an occurrence by individuals. Those individuals then comment on their thoughts, reflections, or data to others. Observation is used for data collection.

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Occupational Congruency Model

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Connects employees to their ideal career choice through interviews discussing a variety of work environments. These work environments are either realistic, investigative, artistic, social, enterprising, or conventional. (See also: Holland's Occupational Congruency Model).

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OD (Organization Development)

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A method that helps an organization reach its business goals by becoming more effective through planned interventions. These interventions create structures, systems, and processes that help increase effectiveness within the organization.

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Opportunity-Centered

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A theory of instruction that connects appropriate instructional experiences with someone's needs. This theory is developmentalism-based and focuses on opportunity when creating instruction. This approach is really useful in allowing workers adjust to changes in their professional lives.

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Opening Exercises ("Openers")

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Prevent blunt beginnings to training courses by introducing participants to the subject that will be taught. ""Openers"" help make participants comfortable with the program, as well as with the other people in the group.

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Open-Ended Questions

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Used to open diaglogue and stimulate discussion. Open-ended questions have no one specific correct answer and encourage individuals to draw on their own experiences and apply them to the current situation or discussion.

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Open Space Technology

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A technology that allows for productive and energized meetings. A mixed group of participants are able to bring up any thoughts and problems within the context of the meeting and they will be discussed.

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Open System

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People inside of a group will learn from each other. In a broader sense, it is the acknowledgement that in some systems, things will impact each other.

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Open Systems Theory

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Individuals inside organizations will teach one another. Open Systems are sometimes referred to as Living, or General, Systems.

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Opportunity Factors

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Factors that describe whether or not an employee is allowed, or capable, of doing the job they are assigned to do. If the worker is regularly assigned tasks that don't reinforce the goals of an organization, they may not have time to complete the tasks that do help achieve organizational goals.

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Ordinal Data

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Statistical terminology. Data (usually variables or numbers) that can be ranked from highest to lowest level of importance. http://www.statsmakemecry.com/

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Ordinal Variables

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Statistical terminology. Variables that rank data based on which items have more or less of the quality represented by the variable.

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Organizational Analysis

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Identifies the values an organization finds important, and is the first step in creating a strategic plan.

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Organizational Culture

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Values that are unspoken that dictate the behavior of individuals working within an organization. These values include practices and attitudes that are hard to alter.

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Outlier

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Statistical terminology. In regards to a data set, it is a point that has a value that is very different from the other values. http://www.statsmakemecry.com/

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Outsourcing Training

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When an organization has learning needs that are met by products or resources that are outside of the organiation.

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Pedagogy

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Opposite of andragogy. Pedagogy is an informal philosophy of teaching that focuses on what the instructor does rather than what the participants learn. Usually references the teaching of children.

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Perceptual Modality

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A theory that defines the perceptual modality of a learner, and the mode of learning preferred by someone attending a learning event. Learners have preferences that fall into one of the following categories: print, visual, aural, interactive, tactile, kinesthetic, olfactory. Theory was developed by W.B. James and M.W. Galbraith.

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Performance

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Describes the execution and accomplishment of some activity; it is not an adjective that describes the action itself. Performance is linked to organizational outcomes or accomplishments.

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Performance Analysis

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An analysis comparing the difference between an organization's desired performance to how it is actually performing.

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Performance Gap Analysis

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Identifies and describes past, present, and potential future human performance gaps.

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Personality Inventory Instrument

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Provides a more accurate picture of a person's personality type and indicates personality preferences.

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Personality Test

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Like a personality inventory instrument, but less accurate and formal.

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PERT (Program Evaluation Review Technique) Chart

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An approach to creating diagrams that allows project managers to approximately calculate the time durations of a variety of tasks. The PERT chart achieves these estimations by determining the best, worst, and most likely time durations for each task.

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Phillips, Jack

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A well-known evaluation expert who has developed a fifth level of evaluation, ROI, in training programs. (See also Evaluation, Level5: ROI).

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Plug-in

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A mini-software application that allows users to play audio or video that is presented through the Web. All audio or video content delivered over the Internet will requir this type of software.

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Population Analysis

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Used to analyze the demographics and characteristics of stakeholders; determine who will participate in a performance solution; and identify any education or experience factors, physical needs, and cultural influences that need to be considered and addressed.

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Process Map

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A visual tool used to systematically describe actions and behaviors in a sequential flow.

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Program Evaluation

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Assesses the impact of a training program on learning.

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Project Life Cycle

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All of the actions and events that occur from the start to finish on a designated project.

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Project Management

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Is the planning, organizing, directing, and controlling of resources for a finite period of time to complete a specific project goal and objectives.

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Project Scope

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Outlines what will and will not be completed on a project. Management of a project's scope lists the necessary processes to complete all work required (no more, no less).

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Provocative Proposition

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Challenges common assumptions and proposes actual possibilities that are representative of desired potentials for an organization. The proposition connects the best current states with speculation about what could be.

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Proxemics

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The spatial relations of individuals' locations in a space. In the United States, Edward Hall claimed that there are four different measurements for this idea: intimate (18 inches between people), personal (18 inches to 4 feet between people), social (four to twelve feet between people), and public (more than twelve feet between people). Anthropologists believe that people feel threatened when an individual is too close to them, and can dislike someone else when an individual appears standoffish.

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Psychodynamic Theory

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A theory that, through identification of individual motivations and conflicts, aids in the prediction of behavior, choices, and career successes.

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Qualitative Analysis

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Descriptive analysis of the opinions, attributes, and behaviors of participants within a group.

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Qualitative Data

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Descriptive data. Example: Woman (descriptive, qualitative attribute of a person).

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Random Assignment

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The process of assigning the sample that's drawn to different groups or treatments in the study.

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Random Sampling

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The idea that each individual from a whole population has an equal opportunity for selection into a sample. Example: every fifth person from a list of names of every employee in an organization. (Helps to remove bias.) http://www.statsmakemecry.com/

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Random Selection

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Draws a sample of individuals from a group from which an entire population can be studied. http://www.statsmakemecry.com/

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Randomization

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A method that helps diffuse the covariates across the experimental and control groups. Researchers in organizations often have multiple dependent variables to deal with but typically want to compare one dependent variable with one independent variable (for example, performance in a training program—an independent variable—with job performance—a dependent variable).

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RDBMS (Relational Database Management System)

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A system that stores information, which is linked by a unique identifiers in tables. Example: Social security database which links people to their information record by their unique social security number.

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Regression Line

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The best-fitting straight line through all value pairs of correlation coefficients.

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Reliability

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Refers to the ability to achieve consistent results from a measurement over time.

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Replacement Planning

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Guarantees that key leadership positions are continually filled, and encourages the stability of an organization's personnel.

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Resource Analysis

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Sometimes called a Constraints Analysis, this approach looks at the human resources that will be required for interventions, and whether or not the skills needed for these interventions are available within the organization, or if they will need to come from outside sources. Additionally, a resource analysis will help discover which systems, equipment, and physical resources will be required to support the execution of the proposed intervention.

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Results

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The ambitions an organization has and works towards.

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Results-Based Approach

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Driven by a business need and a performance need and must also be justified by the results of the cause analysis.

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RID (Rapid Instructional Design)

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A collection of plans for creating instructional packages in a short amount of time. Typically done by leveraging existing resources and materials.

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Roe's Theory of Occupation

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Breaks occupations down into eight groups of service and six decision levels and is the basis for a number of tests to help determine best career choice based on interests.

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ROI (Return-on-Investment)

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For a given investment, it is the ratio of benefit / profit gained compared to the cost of the investment. It provides a level of accountability for training programs. Return on Investment is always expressed as a percentage (%).

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Role Play

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A situation in which individuals act out behaviors, attitudes, or roles that are different from the ones that they practice regularly. This helps to develop new skills and allows the individual to demonstrate what they have learned. In many cases, feedback from those observing are given to the participants.

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Root Cause Analysis

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Identifies contributing factors and the reasons why a performance gap exists within an organization.

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Rummler-Brache's Nine Performance Variables Model

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Creates a three dimensional approach and by labeling and describing the three distinct parts of an organization's performance system: the organization level, the process level, and the job or performer level.

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Scope Creep

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Refers to the work or deliverables that are added to a project but were neither part of the project requirements nor added through a formal requirement change.

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Scripting

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Code that includes rules that a comptuer will follow to complete a specific activity.

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Server

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The machine where e-learning instruction is hosted. Generally refers to programs that use a variety of delivery media, ranging from print products to web-based systems. It can also refer to less formal types of learning, such as team learning, knowledge management systems, and self-development programs."

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SDL (Self-Directed Learning)

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Individualized, or self-paced learning.

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Self-Directed Work Teams

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Combine the best aspects of the independent craft worker with mass production. They integrate the craft worker's intimate knowledge of a task with all the advantages of standardization. Such teams provide an organizational structure that puts the employees in control of achieving their goals.

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Selection Bias

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Occurs when statistical analysis is distorted by the pre or post selecting of samples. Example: Choosing all of your friends and only your friends to participate in a survey. http://www.statsmakemecry.com/

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Sender-Receiver Model

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Argues that when two individuals communicate with each other, the communication goes through each person's filters - often with less than ideal results.

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Significant

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Statistical terminology. In statistics, the idea that something is "probably true" rather than being caused by chance. http://www.statsmakemecry.com/

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Silver and Hanson Learning Style Inventory

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An inventory developed by Harvey Silver and J. Robert Hanson in 1995. They adapted this indicator, which is similar to Myers-Briggs, which makes a spectrum of four separate learning styles: Intuitive-feeling (NF), Sensing-feeling (SF), Intuitive-Thinking (NT), and Sensing-thinking (ST).

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Simulation

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A simplified version of actual situations that individuals can engage in so they can work on decision making and examine the aftermath of those choices.

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Single-Loop Learning

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An approach to learning where individuals learn skills that are needed for incremental changes. Learners also use the new skills.

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Six Sigma Methodology

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A strategy that improves processes. Additionally, it is a measure of quality that aims for perfection. This methodology eliminates deficiencies through process. The goal is to have data be within six standard deviations between the mean the nearest specification limit. The Six Sigma Methodology aims to implement a measurement-based strategy that centers on reducing variation and improving processes by applying the methodology to projects.

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Skewness

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Statistical terminology. Asymmetry in the way sample data values are distributed. http://www.statsmakemecry.com/

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Skills

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Use of motor skills, coordination, or bodily movement to complete a task.

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SME (Subject Matter Expert)

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An individual with thorough knowledge about, and skills related to, a certain subject.

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Smile Sheet (Happy Sheet)

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Used in Kirkpatrick's Level 1 evaluations by an instructor measure ; evaluate learner reaction to training (Known as Happy Sheets in Hong Kong and elsewhere.).

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Snowball Sample

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This sample starts with an interview of one person who explains where resources are located and which individuals have knowledge. The interviewer then speaks with the employees who have the knowledge, and so on and so forth.

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Soft Data

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Qualitative measures that are more subjective than quantitative data. Soft data cannot be objectified (attitudes, assumptions, and feelings are examples), but is still valuable. We need both quantitative and qualitative data: Numbers without description have no meaning; description without numbers have no structure.

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Split-half Reliability

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Statistical terminology. A type of test reliability in which one test is split into two shorter ones.

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Standard Deviation

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Statistical terminology. A commonly used measure or indicator of the amount of variability of scores from the mean. The standard deviation is often used in formulas for advanced or inferential statistics. http://www.statsmakemecry.com/

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Strategic Planning

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A method that allows an organization to recognize its future goals and issues. Additionally, a consensus around business strategies are clarified and acquired, and the strategy can be communicated throughout the entire organization. Departmental and personal goals can be aligned with the broader scope of the organization's strategy.

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Stratified Random Sampling

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Statistical terminology. Involves breaking a population down into basic components, followed by selecting a random number of these parts, thus creating a more representative sample than just using a random sample. Example: Taking a random sampling of participants from the Kuala Lumpur, Hong Kong, and Dubai offices. http://www.statsmakemecry.com/

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Structured Mentoring

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Time limited and focused on the protégé's acquisition of a particular skill set and on specific behavioral objectives.

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Subjective-centered

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An education-based approach to instruction that is subject-centered. It is concerned with the learner acquiring information, and targets what will be taught, rather than interrelated ideas.

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Succession Planning

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Recognizes key positions, candidates, and workers to solve the challenges faced by an organization during changes occurring over long and short periods of time.

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Super Developmental Framework

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A theory by D.E. Super that focuses on career development. The framework asserts that careers move through five distinct stages from childhood to adulthood: Growth, Exploration, Establishment, Maintenance, Disengagement People have different career wants, needs ; desires at each stage.

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Surveys

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Data collection method used to collect information from employees about themselves, their experiences, and their jobs.

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Summative Evaluation

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Begins to summarize results based on immediate reaction of intervention implementation. Summative Evaluation happens ""at the end."" Examples: Level 1 Evaluation Forms (Smile Sheets / Happy Sheets) are examples of Summative Evaluation. They are administered at the end of a training event.

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SWOT (Strengths, Weaknesses, Opportunities, and Threats)

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An analysis tool that is applied during strategic planning efforts to create environmental factors both in, and outside of, an organization.

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Synchronous Training

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A situation where the teacher and the participants engage in a learning activity at the same time. Synchronous training refers to electronic or web-based training in many instances.

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System Development Life Cycle (SDLC)

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An organizational method that develops and maintains systems. System Development Life Cycles assist in building a system project plan and enumerates the actions and subprocesses that are necessary to create a system.

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System Tests

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Tests that are performed on real data, due to a computer system upgrade or implementation. If the results of the testing do not match those in the specifications, the root causes of the errors are defined and rectified.

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Systems Thinking

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A conceptual framework that encompasses the whole, making patterns (and ways to change them) more understandable. A holistic point-of-view of the interconnectedness and interrelationships throughout complex systems, like organizations.

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Tacit (Knowledge)

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Personal knowledge stored inside someones' head. It is the knowledge of how to complete tasks based on personal experience.

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Tags

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Text within a HTML code that is set apart because it is either in bold, italic, or large font. Additionally, tags decide if the text should link to a different location (job aids, a Web site, etc).

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Task Analysis

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Looks at a single assignment within a job and highlights and catalogues the individual steps of performance included in that task.

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Terminal Objectives

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The final behavioral consequences of a training event. The person designing the event must state the objective clearly. Additionally, the need to explain the desired exit competencies for the program or course that it was written for.

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Theory X (McGregor)

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Assumes that people do not enjoy working, and would rather participate in other activities. This is a traditional view of the workforce's attitude. Often results in managers assuming they have to threaten, coerce, or cajole people into doing their work. It is congruent to industrial leadership models

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Theory Y (McGregor)

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The idea that people will tend to work towards goals when they are committed to them. Commitment is present especially when there are rewards associated with those achievements. When this is the case, individuals will accept and seek out responsibility. It aligns to post-industrial leadership models.

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360-Degree Feedback Evaluation

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A type of multi-rater feedback. A questionnaire that inquires as to how well a supervisor performs in any number of behavioral areas. The feedback comes from all around the supervisor - above them from their supervisors, those who report to them, as well as people internal and external to the organization

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Traditional Mentoring

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Mentoring that can be short- or long-term. It centers on career development and performance from a long-term view, and sometimes over a set amount of time.

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Trainer

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A person who helps individuals improve performance by teaching, instructing, or facilitating learning in an organization.

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Training Objective

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A statement of what the instructor hopes to accomplish during the training session.

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Training Manager

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Primarily responsible for identifying organizational training needs, developing a strategy, budget, and schedule to meet target audience needs, and securing resources (whether internal or external) to fill those needs.

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Training Needs Assessment

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The process of collecting and synthesizing data to identify how training can help an organization reach its goals.

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Training Transfer Evaluation

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Evaluates whether a learner is able to take knowledge learned in training and apply it when they are back on the job.

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Trait-And-Factor Counseling

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The traditional approach to career decision making. Much of this approach came from Donald G. Paterson and later from E.G. Williamson. Career counselors use trait and factor theory to assist an individual in selecting a vocation. A number of different trait and factor theories exist, but all share one basic premise: the use of personal traits to match an individual with an occupation.

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Transfer of Learning

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Describes the process of learning delivery, retention, and implementation back on the job. Often requires the support of the manager.

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Treatment (Experimental) Variable

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Refers to the variable that is manipulated in an experiment. The experimental group receives this variable / treatment, while the control group will not receive the treatment variable.

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Triple-Loop Learning

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Refers to a type of learning in which people make fundamental shifts about how they view themselves and willingly alter their beliefs and values about themselves and about the world (a transformational act).

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Tuckman Model

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A model that is used to describe the five stages of team development: forming, storming, norming, performing, and adjourning.

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Unit Tests

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Tests that occur in realistic working circumstances where errors can be realized and corrected, prior to technology implementation.

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VAK Model

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The idea that individuals learn and retain information in unique ways. The three main learning styles are: visual, audio, and kinesthetic. Kinesthetic learners need a hands-on approach to learning to retain information, while visual learners retain more data when it is presented through pictures, diagrams, or other visuals. Audio learners need to hear and speak the information in order for it to sink it. (Another style, sometimes included: Read / Write. People who need the tactile feedback -i.e. pen on paper - to process information and have it really sink in.)

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Validity

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Refers to whether or not the practioner measure what he / she intended to measure.

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Variance

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Statistical terminology. Measures the dispersion of a distribution. It is calculated the following way: the average squared deviation of each number from the mean of a data set.

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Virtual Classroom

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Learners interact with instructors in an online learning space.

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Vision

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The view of an organization as the members would like it to be. This view is seen through the corporate image and values, as well as the products and services it offers, the level of employee satisfaction, and the market it is part of.

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VR (Virtual Reality)

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Computer-based technology that provides participants with a realistic and interactive experience in three dimensions. Virtual Reality improves learning by letting participants use their skills in a simulation of real environments that they will encounter in the workplace.

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Wants-Based Approach

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The approach to work that is based on the idea that "what the client wants, the client gets."

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WBS (Work Breakdown Structure)

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The main tool used to document and plan project deliverables.

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WBT (Web-Based Training)

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Occurs when educational content is delivered by a web browser either on the Internet, an Extranet, or a private Intranet.

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Web Portals

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Web sites on the Internet that give their visitors personalized capabilities.

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Weisbord's Six-Box Model

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A total systems approach that looks at how organizations and socio-technical environments impact one another concurrently. Tasks are seen from 6 different angles: purpose, structure, relationships, rewards, helpful mechanisms, and leadership. The processes, and the angles, are seen in the context of environmental demands.

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WLP (Workplace Learning and Performance)

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Professions including: training, learning, development, workplace education, and performance improvement. WLP is also known as "training" or "training and development."

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Workforce Plan

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Recognizes knowledge and skill gaps, as well as those required, to meet workforce needs in the future. It also gives supervisors a blueprint for making staffing decisions founded on budgets, desired competencies, strategic plans, and the mission of an organization.

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Workforce Planning

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Activities that make sure an organization is capable of meeting its objectives inside a dynamic business environment. Then ensures the correct number and kind of employees are available in the appropriate places and times.

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WYSIWYG (pronounced "wizzy-wig")

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"What you see is what you get." These are applications that supply a work space where graphics and text is placed on a screen (instead of displaying code). Example: Switching from HTML view to a rich text view to preview a blog post.

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Causation

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Statistical terminology. A cause and effect relationship in which one variable controls the changes in another variable.

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Negative Correlation

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Statistical terminology. The relationship between two variables in which one variable increases as the other variable decreases.

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Positive Correlation

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Statistical terminology. A correlation where as one variable increases, the other also increases, or as one decreases so does the other. Both variables move in the same direction.

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Constructivism

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View of cognitive development that emphasizes the active role of learners in building their own understanding of reality by applying new information / experiences against their existing frameworks.

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Nominal Group Technique

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A decision-making technique in which group members write down ideas and solutions, read their suggestions to the whole group, and discuss and then rank the alternatives. Technique is helpful for preventing dominant participants from dominating the group discussion.

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Pygmalion Effect

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The observer-expectancy effect, where an experimenter's unconsciously biased expectations can essentially affect reality and create self-fulfilling prophecies - in those observed - as a result. In learning environments, this means that if the trainer doesn't expect much of the participants, then it's possible that participant performance will suffer. They will perform to the trainer's expectations (positive or negative).

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Flipcharts - what is the maximum lines per page?

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Use a maximum of six (6) lines per flipchart page. Use only eight (8) to ten (10) words point, and use key words or phrases instead of full sentences.

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Flipcharts - how many marker colors?

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Use three (3) or four (4) different marker colors to make the flipchart eye-catching and easy to read.

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When should trainers use flipcharts?

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Trainers should use flipcharts: 1. when the presentation is informal 2. when the number of participants and the room size are appropriate for flipchart use (max 20 participants in a small training room) 3. when there's little time or no budget 4. to create visuals on-the-fly during a presentation 5. to generate part of the presentation information on the visual aid itself during the presentation 6. to keep multiple visuals to the group throughout the session

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Smith ; Ragan ISD Model

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ISD Model with 3 stages: • Analysis • Strategy development • Evaluation - Assumes need to change as designing - Test items are written during analysis

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Dick ; Carey ISD Model

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ISD Model - like ADDIE with LOTS of analysis • Task analysis • Instructional analysis • Learner analysis • Context analysis

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Seels ; Glasgow ISD Model

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ISD Model with Project Management emphasis 3 main project phases: • Analysis • Design (and development) • Implementation ; Evaluation

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Active Listening

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Empathic listening in which the listener echoes, restates, and clarifies. Most commonly used in Coaching.

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Benefit Cost Ratio (BCR)

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Benefit-Cost Ratio (BCR) analysis allows decision makers to determine the financial return on a training/education program by comparing benefits and costs. BCR is calculated by taking the program benefits and dividing those benefits by the program cost. The result of the calculation is expressed as a ratio. For example, if the BCR calculation yields a ratio such as 4.5:1, this means for every $1 dollar of cost invested in training, there will be $4.5 dollars in benefits from the training program.

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Circle

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A type of seating arrangement where everyone - including the facilitator - are equal. Often used to foster intimate relationships between participants.

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Broken Circle

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A type of seating arrangement that allows for a standing trainer with a flipchart in an otherwise informal, intimate setting.

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Circle and Table

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All the best of a circle - an informal, intimate seating arrangement - with practical benefits of providing a flat surface (the table) for books, beverages, taking notes, etc. The table with the circle also helps people feel less vulnerable to the group, and therefore can enhance their participation with the group.

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Classroom

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Positions facilitator as the authority in the front of the room. Limits participant to participant conversation to "neighboring" participants only. Good for one way communication - primarily facilitator / lecturer to the group.

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Square Table

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A square table seating arrangement follows more of a formal meeting format than using a circle. Often used when different "sides" are represented. Cross-table discussion is encouraged across the table.

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Rectangle Table

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Control of the meeting comes from the table endpoints. "Sides facing off" are established in this seating configuration.

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Theater

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Not a good seating arrangement for supporting interaction or group discussion; primarily used to maximize the number of people attending the event.

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U-shaped

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U-shaped seating arrangement helps to foster equality among the participants, supports groups discussion, and provides easy access for participants to be attentive to a facilitator with a flipchart and/or projector at the front of the room.

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Action Learning

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Action learning is a method where people learn from working on real problems under the supervision of a coach. This format provides participants an opportunity to study their own actions and experiences to improve their personal performance.

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Assessment Programs

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Used for Succession Planning, assessment programs provide one method for collecting viable, dependable employee skill information. There are 4 types: professional development plans, 360-degree assessments, competency assessments, and simulations. An example of a 360-assessment ("multi-rater") is shown here.

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Business Acumen

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Ability to acquire and administer human, financial, material, and information resources in such a way as to instill public trust, accomplish the organization's mission, and facilitate the use of new technology to enhance decision making.

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Collaborative Learning Tools

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Software, technology platforms, or services that enable people at different locations to communicate and work with each other in a secure, self-contained learning environment.

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Competency

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A personal characteristic that contributes to successful job performance and the achievement of organizational goal.

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Competency Assessment

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Used in Succession Planning to measure an individual's competencies. There are a number of ways to assess competencies; they vary in degrees of precision, complexity, and time ; effort to administer.

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Executive Coaching

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An active, one-on-one, collaborative professional development process between a coach and an executive.

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Digital audit trail

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A path created by social media software that documents online user "trails" that can be followed by others.

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Development Plans

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Used for Succession Planning, Development Plans are used to help accelerate ("fast track") the development of high-potential candidates to fill key positions within an organization.

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Immersive Learning

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A form of learning in which learners are physically placed in a context to 'immerse' them in a learning experience. Simulations often use this learning method.

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Informal Learning

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Employee-controlled, informal learning often takes place - without a formal instructor - in a variety of places, such as at home, work, and through daily interactions.

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Job rotation programs

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A process designed to give an employee exposure to the entire operation through a planned schedule of different job assignments. Involves moving to other, same-level jobs within the organization with the goal of providing candidates cross-functional learning experiences.

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Micro-blog

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Similar to a blog, but the content is delivered in short bursts of information. Twitter is an example of a micro-blog.

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Micro-sharing tools

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Social software that enables people to update other through short bursts of text, links, and multimedia. Messages sent this way cannot typically cannot exceed 140 characters. Example: Twitter (micro-blogging tool)

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Millennial generation

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People born between 1977-1997. Also known as Generation Y and Echo Boomers.

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On-the-job training (OJT)

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May be used to upgrade skills or technical knowledge and may involve progress discussions, question-and-answer sessions, or working through an actual problem with the individual to provide direction and guidance. Can include "job shadowing."

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Replacement Hiring

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The reactive, urgent need to replace a key position.

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Social Bookmarking

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Allows users to share, organize, and search for bookmarks of web resources. Users save links to Web pages that they want to remember and / or share. Examples: Digg ; Reddit

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Video

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One-way delivery of live or recorded full-motion pictures.

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Virtual Worlds

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Online representations of reality that you step through as you would in the physical world.They enable a sense of being together, working together, interacting in real time, seeing one another, and sharing space. Can be used as online, immersive environments.

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Wikis

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Web sites that allow users to edit the content of the site at any time. Only require a web browser to edit. The software fosters a more interactive approach to learning, where all users can contribute to the process. Example: Wikipedia Fun Fact: Where does the term "wiki" come from? It's Hawaiian and means "quick, quick"!

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Canfield Learning Styles Inventory (CLSI)

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Describes learning styles along 4 dimensions, including: conditions for learning, area of interest, mode of learning, and conditions for performance.

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Closing activities ("Closers")

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Help to reinforce things learned from throughout the day during a training program or other learning event.

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Collectiveness

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Shared beliefs within a culture.

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Infrequent task

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A task performed infrequently; typically on a monthly basis, or less often. Job aids are ideal performance support tools for these types of tasks. Example: Attorneys entering their monthly billable time.

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Online Help

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A computer application that provides online, often context-sensitive assistance.

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Plug-and-Play

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Refers to the ability of a computer operating system to recognize and install - with little or no intervention by the user - new peripheral devices. Example: Connecting a printer to a computer is often "plug-and-play."

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Podcast

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A series of digital-media files distributed over the Internet using syndication feeds for playback on portal media players and computers. The term "podcast," like "broadcast," can refer either to the series of content itself or to the method by which it is syndicated; the latter is also called podcasting. The term derives from a fusion of the words "iPod" and "broadcast." Podcasts are not only for Apple devices. The Apple iPod was simply the first brand name of the portal media player for which the first podcasting scripts were developed.

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Copyright

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Protects the tangible form of a "fixed idea." but not the idea itself. Copyright holder has exclusive rights to: reproduce the copyrighted work, prepare derivative works, distribute copies to public by sale or by rental, control the performance of work publicly, & control the display of copyrighted work in public.

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Work Collaboration Tools

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They offer a single destination where people bring their ideas together, vet them with their peers, and publish them in a way that can be revised and revisited, representing multiple viewpoints. Enable a shift in individual thinking about the energy and intelligence that can be produced together. Example: Wikis

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Web 2.0

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The use of Internet technology and Web design to enhance information sharing, and most notably, collaboration among users. These concepts have led to the development and evolution of online communities and hosted services such as social networking sites, wikis, and blogs.

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Training

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An outside-in approach to providing quantifiable content.

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Teleconferencing

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The instantaneous exchange of audio, video, and text between two or more people or groups at two or more locations.

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Synchronous Communication Tools

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Applications used for live webcasts where a group is actively participating and communicating in real-time. Methods include audio and video, using chat panels, white boards, and polling questions. Example: WebEx, GoToMeeting

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Self-Development

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Also known as "self-study." Employs a variety of media by which to learn.

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Peer Rating Tools

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Many Web sites, social networks, and other types of social media enable users to search for and gather input from others based on these tools. Examples: Amazon.com ratings & Yelp

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Mobile Learning

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This category includes "mobile apps" or "downloadables." They provide user interfaces for basic telephony and messaging services, as well as for advanced services such as games and videos, downloading and reading blogs.

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Learning Environment

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Physical or virtual setting in which learning takes place.

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Asynchronous Communication Tools

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Tools that support message boards and threaded discussions. Users can post questions, but there may be a delay in receiving responses from others.

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Argumentation

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A pattern of writing or speaking which is characterized by reason and logic, and asserts a position, belief or conclusion.

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Background Information

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Included in an evaluation report, the background information provides sufficient content to readers so they can understand the purpose of the evaulation, the design, the data collection methods used, and the interpretation of the results.

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Meta-Evaluation

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An evaluation of an evaluation in which an outside person reviews an evaluation for its quality (to minimize bias).

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Rights of Human Subject

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Rights include: anonymity of raters; neutral person collects the feedback; purpose of the evaluation is explained to the participants.

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Tyler's Goal Attainment Model

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Ralph W Tyler (1950) proposed a goal attainment model. Tyler describes education as a process in which three different foci should be distinguished: 1. education objectives 2. learning experiences 3. examination of achievements. According to Tyler, evaluation means an examination of whether desired educational objectives have been attained or not.

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Scriven's Output Models

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Michael Scriven - Goal Free Evaluation (1973) - meaning, training programs often have intended and unintended outcomes. Both must be measured. Scriven also identified two types of evaluation: formative (as you go) and summative (at the end).

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Blog

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Short for "Web log," blogs are online journals used to communicate opinion, information, event announcements, etc. How to Use Blogs in Learning: Learners can write embedded blog posts to share their own best practices, techniques, or insights with other participants in the course. Further Study: Read and Mind Map the ASTD 1SocialLearning.PDF

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Games

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Help players develop and exercise skills closely matching the planning, learning, and technical skills increasingly needed in the workplace. Playing often requires strategic thinking, interpretive analysis, problem solving, formulating plans, team building, cooperating, and adapting to rapid change.

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Immersive

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A sense of surrounding ourselves in something, a space in which we are present.

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Learning Technologies

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A wide set of applications and processes that aid learning and collaboration, including online communities, asynchronous web-based courseware, virtual classrooms, and social media tools such as microsharing and crowdsourcing applications.

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Microsharing Tools

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Social software that enables people to update other through short bursts of text, links, and multimedia. Messages sent this way cannot typically cannot exceed 140 characters. EX: Twitter.

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Mobile / Location-Based Technologies

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This category includes "mobile apps" or "downloadables." They provide user interfaces for basic telephony and messaging services, as well as for advanced services such as games and videos, downloading and reading blogs.

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Personalization of Learning Experience

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Social learning personalizes learning by: allowing users to gather information and learn when they need it & allowing users to generate content that meets a specific need or audience.

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Shared Media

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A way to foster interaction and sociability, as well as, a way to cultivate community where people can see and learn from one another and get contributions from everyone. EX: Audio & Video

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Shared Workspaces

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A commonly used work-related tool that enables participants in dispersed locations to interact and access the same information / content (typically simultaneously) in order to collaborate about ideas. May include capabilities for document management, application sharing, presentation development and delivery, white boarding, chat, and more.

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Social Learning

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Involves learning with, and from, others. It can happen in-person or virtually and centers on information sharing, collaboration, and co-creation - not instruction - implies that the notion of training needs to expand. Does not replace training, but may overlap a little, and complement a lot. Uses software to build online communities of people who share interests and activities; services are primarily web-based and provide multiple ways for users to interact, such as chat, messaging, email, video, file sharing, blogging, discussion groups, and so forth.

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Social Media

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A set of Internet-based technologies designed to be used by three or more people. Enable social learning by: exchanging information, facilitating communication, personalizing the learning experience, supporting informal learning and creating immersive learning environments.

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Social Networking Tools

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A broad term that encompasses wikis, blogs, LinkedIn & Facebook. They are ideal for facilitating interactions between people who cannot easily meet in person due to geographic distance, or people who have difficulty identifying needed skills, resources, or other information. They can promote decentralized decision-making and collaboration.

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Virtual Immersive Environments

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A category of emerging technologies that encompasses Virtual Worlds, gaming, and simulations that have a social component and closely mirror working with someone in the same physical space.

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Leadership Development Coaching

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Coaching the focuses on improving the performance or increasing skills of a leader or leadership team to bring the organization to a higher level of effectiveness.

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Leading People Competencies

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The ability to design and implement strategies that maximize employee potential and foster ethical standards in meeting the organization's vision, mission, and goals.

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Organization

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People working together to achieve some common purpose, objective, or goal.

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Leader Development

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Deliberate efforts to help individuals perform at enhanced levels with the purpose of realizing greater effectiveness in their current positions.

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Manager Development

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Deliberate efforts to help individuals perform at enhanced levels with the purpose of realizing greater efficiency in their current positions.

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Leadership Development Methods

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Options that WLP professionals can leverage as part of succession planning programs to adequately prepare managers and leaders for the future. Categories include: assessment, training and education, mentoring, job rotation, coaching, action learning, and on-the-job training.

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Self-Study

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A training or education program that employs a variety of media from which an employee learns, including CD-ROM, audio, print, and video.

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Five Basic Goals of Leadership

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1) To create a positive and effective atmosphere for communication 2) To develop and communicate a collective sense of vision 3) To inspire transforming / transformational change 4) To provide a sense of direction for the organization 5) To provide a conduit between the organization and the marketplace

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Bureaucratic Management Structure

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Also known as Hierarchical Management Structure. It is used to create a strong, centralized organization with functional areas reporting to the CEO of the organization.

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Silos or Stove Pipe Organizational Structure

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Also known as Hierarchical or Bureaucratic Management Structure. It is used to create a strong, centralized organization with functional areas reporting to the CEO of the organization.

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Functional Managers in Hierarchical Management Structures

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These individuals can hire a wide variety of specialists and provide them with easily definable paths for career progression.They maintain and control their own budgets and lines of authority and responsibility are clearly defined.

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Hierarchical Organizational Structure Advantages

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-Simple and easy-to-comprehend structure. -Well-defined management authority and job responsibility -Easier budgeting and cost control -Better technical control because specialists can be grouped to share knowledge and responsibility -Good control over personnel since each employee has one clear boss -Vertical and well-established communication channels -Quick decision making within the functional area

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Hierarchical Organizational Structure Disadvantages

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-Little cross-organization communication from the worker bees to the upper management -Increasingly high-wage -Low-skill frontline workforce with little change of advancement -Ideas oriented with little regard for other functional areas or projects within the organization -Infrequent coordination among departments as department members are interested solely in their own internal operations.

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Horizontal Management Models

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Also known as Flat Management Models. Refers to a structure with few or no levels of intervening management between staff and managers. This structure is generally only possible in smaller organizations or individual units within larger organizations.

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Flat Management Model Advantages

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-Employee involvement is promoted through a decentralized decision-making process -The level of responsibility of baseline employees is elevated and layers of middle management are eliminated -Comments and feedback reach all personnel involved in decisions more quickly

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Flat Management Model Disadvantage

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Organizational structure generally depends upon a more personal relationship between workers and managers, so the structure can be more time consuming to build than a traditional bureaucratic or hierarchical model.

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Multi-Directional Structures

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Also known as Matrix Management Models, they combine line and hierarchical structures with a general manager at the top of the hierarchy. The purpose is to integrate diverse areas of expertise.

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Matrix Management Model Advantages

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-Company can respond swiftly to client and project needs -There is no risk in losing the project in the bustle of company business because one general manager oversees all efforts -Decision makers can take thorough advantage of the wide range of skills and specializations by applying these assets as needed from project to project -Limited resources can be leveraged across multiple projects

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Matrix Management Model Disadvantages

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-Project and department managers can become involved in power struggles over getting project support and providing that assistance. -This structure is more complex and, therefore, more expensive to develop and operate than others. -A matrix involves a great deal of group decision making, which, if not managed carefully, can result in lengthy meetings and discussions. -Power struggles often arise between individual contributors and their alliances to a direct manager and the project.

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Driving Force of Development of Industrial Models

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Factories needed a way to organize workers with experience in a limited scope of tasks. Senior managers or factory owners led and commanded people to do their jobs in a certain way, and thus the industrial model emerged.

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Learning in Industrial Models

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The leader in an industrial model does all the learning. They have the supreme picture of the organization and it is the leader's job to convince others of the worth of that vision.

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The Dilemma of Servant Leadership

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Categorizing servant leadership is difficult because of the use of the terms of "leadership" and "leader." For industrial leadership, the leader is a frontal figure who stands from the rest as different and leads the rest of the people. In post-industrial models, leadership and leader are 2 distinct ideas. The notion of servant leader is post-industrial in its perspective, yet Servant Leadership remains industrial in its interpretation.

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Management in Today's Workforce

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Management tweaks or creates incremental change to the new policies to derive optimum return from a given set of inputs. It is transactional (i.e: manager tells subordinates what to do, and the subordinates do what they are told because they have been promised a reward).

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Leadership in Today's Workforce

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Concentrates on big, transformative, or substantive change.

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Managers in Today's Workforce

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Managers are in a position of authority vested in them by the company, and their subordinates work for them

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Leadership Styles

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They are not independent from leadership theories. Instead, they are leadership theories in practice. Leadership Styles are the manner and approach of providing direction, implementing plans, and motivating people.

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Directive Leadership

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Specific advice is given to the group and group rules and structure are established. EX: Clarifying expectations, specifying on assigning certain work tasks to be followed.

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Supportive Leadership

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Good relations are promoted with the group and sensitivity to subordinates' needs to be shown.

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Participative Leadership

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Decision making is based on consultation with the group and information is shared with the group.

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Achievement-Oriented Leadership

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Challenging goals are set and high performance is encouraged while confidence is shown in the groups' ability.

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Forces of Change on an Organization

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-Speed of change -Information overload of knowledge workers -Complexity of issues and tasks -Global competition and globalization -Organizational restructuring -Increased turnover -Lack of training -Decreased loyalty to employers -Increased demand for employee job satisfaction -Difficulties transferring knowledge to emerging leaders -Senior leadership hired externally -Increased diversity in the workforce

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Learning Organization Philosophy (Senge)

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An organization where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together.

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Factors that Undermine a Learning Culture

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-Competition for scarce resources -Conflicting and competing goals among departments and groups -Lack of support.

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Factors that Contribute to a Learning Culture

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-Team building -Reaching across departmental boundaries -Conflict resolution -Leaders model organizational values and integrity -Promotion of learning culture through informal means

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4 Key Tenets WLP Professionals Should Consider When Facilitating a Learning Culture

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1) Work to be a learning leader 2) Act as a partner and learning expert at the executive level 3) Serve leaders at all levels of the organization 4) Develop leadership programs that transform the organization

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Learning Organizations

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Organizations characterized by the broader culture of open knowledge exchange.

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Technology Leadership Function

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Part of many organizations that works in conjunction with the CEO and senior leadership team to establish a technology roadmap for the next 12 months.

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Technology Roadmap

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The recommended information technology (IT) productions schedule for the length of a year for an organization.

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Steps for Determining Appropriate Technologies for Achieving the Desired Learning Outcomes of a Program:

answer

1) Identify learning objectives and desired outcomes. 2) Identify needs of an audience and geographical location(s). 3) Determine which activities and interactivity are needed. 4) Review design considerations. 5) Construct a rationale for the technology choices.

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Examples of Constraints That Impact Technologies Used in Learning

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-Time to create and deploy the solution -The budget -Geographical time zones -The amount of time that management will allow employees to be out of the field to attend training

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Common Instructional Strategies Used as Part of a Learning Program

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-Lecture -Role Play -Group Discussion -Self-Discovery -Self-Paced or Self-Programmed Instruction -Case Studies -Competitive Games -Cooperative Games -Movies or Videos -Individual or Group Projects -Simulations

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Considerations for Selecting Appropriate Technology as Part of the Solution to Engage Learning

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-Type of Learning -Audience -Demographics -Learning Styles -Number of Learners -Budget -Physical Site and Resources Available -Facilitators' Skills and Training Styles

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Rationale for Selecting Business Technologies for a Learning Solution

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-Benefits to Learners -Alignment with Organizational Strategy and Goals -Cost Effectiveness

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Technical Requirements when Designing, Developing, and Implementing Technology-Based Solutions within an Organization

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-Use technology that has proven to be suitable to the task. -Provide consistent links to related subjects for learning content and ensure that these links are maintained. -Tailor the technology requirements as closely as possible to the learning environment of the company. -Provide an open environment to the internet for collaboration and discussion. -Ask for feedback from the learners. -Implement easy-to-use website tailored to what the learners want. -Facilitate the ability to find the right information exactly when it's needed for in the organization.

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Examples of Asynchronous Training or Learning

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-Self-paced courses taken VIA the Internet or CD-Rom -Q;A mentoring -Online discussion groups -Email

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Other Names for Synchronous Training or Learning

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-Virtual Classroom -Live Online Learning -E-Meetings -Webinars

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"A Blend"

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An instructional design strategy for delivering on promises of learning and performance that involves a planned combination of approaches.

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SCORM

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The industry standard generated by the US Department of Defense's Advanced Distrubted Learning (ADL) organization. It fosters creation of reusable learning content as "instructional objects" within a common technical framework for computer- and web-based learning. The framework is described by providing a harmonized set guidelines, specifications, and standards.

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Section 508

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Part of the Americans with Disabilities Act that requires that when federal agencies develop, procure, maintain, or use electronic information technology, federal employees with disabilities must have comparable access to, and use of, information and data as federal employees who have no disabilities, unless an undue burden would be imposed on the agency. Section 508 also requires that individuals with disabilities who are members of the public seeking information or services from a federal agency have comparable access to, and use of, information and data as the public without disabilities, unless an undue burden would be imposed on the agency.

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Categories of Technologies for Developing Training and Creating Blended Learning Solutions

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-Live face-to-face (formal) -Live face-to-face (informal) -Virtual collaboration (synchronous) -Virtual collaboration (asynchronous) -Self-paced learning -Performance support

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Development Tools

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Software applications that enable WLP professionals to create learning content, without requiring previous programming skills, that can be delivered and tracked online.

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Types of Development Tools

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-Authoring Tools -Rapid-Development Tools -Simulation -Instructional Games -Assessment Tools

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Authoring Tool Advantages

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-They are inexpensive and reliable. -They enable worldwide distribution.

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Authoring Tool Disadvantages

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-Materials require frequent maintenance to ensure that they're kept up to date. -They may have steep learning curves.

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Collaborative Learning (Formal View)

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WLP professionals build collaborative experiences into formal courseware in the from of group work, case studies, and other active learning approaches.

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Collaborative Learning (Informal View)

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Collaborative experiences that happen in the context of the workplace, driven by the individual's or group's immediate need to connect to others to answer a question, assess a situation, solve a problem, or develop a solution.

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Collaboration Tools

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Systems designed to capture and share expert knowledge through: -Frequently Asked Questions -Discussion Groups -Knowledge Bases -Direct contact with experts VIA chat or instant messaging capabilities

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Examples of Collaboration Tools

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-Communities of Practice -Social Networking -Wikis -Blogs

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Communities of Practice (CoPs)

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Trusting groups of professionals united by a common concern or purpose, dedicating to support each other in increasing their knowledge, creating new insights, and enhancing performance in a particular domain. CoPs have become associated with knowledge management, and are now an accepted part of organizational development.

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Bloggers

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Authors of blogs.

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Considerations Related to Technology-Based Solutions

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-Authoring Tool learning curve -Cost -Integration with other systems -Assuming that learners can use technology-based learning solutions -Compatibility with LMS or portal technology -Workstation configurations.

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Two Categories of E-Learning

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Synchronous ; Asynchronous

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E-Learning Advantages

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-Gives learner control -Outstanding for teaching rote skills because slower learners receive more remediation -Excellent for teaching prerequisite materials -Allows ease of updating content in one place on the Web as opposed to hundreds of CDs -Offers flexibility in scheduling -Delivered quickly -Requires no travel

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E-Learning Disadvantages

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-Requires a computer -Requires a moderate to high degree of computer literacy -May have steep start-up costs if no technical infrastructure is in place or the infrastructure is outdated -May be resisted by employees -Decreases human contact

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Two Basic Techniques when Using Audio or Video Content

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Downloadable ; Streaming

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Downloadable Audio and Video Files

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Files that are sent to a user's computer in their entirety before they can be played.

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Streaming Audio and Video Files

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Audio or video content that can be played as it is downloaded, with only a short delay at the beginning.

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Audio and Video Presentation Advantages

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-Enables multisensory learning, which engages the learner and increases retention -Allows WLP professionals to leverage a large library of existing audio or video training content

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Audio and Video Presentation Disadvantages

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-Equipment and logistical considerations (required hardware, bandwidth restrictions) -Requires money and time to develop

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Distribution Methods for Learning Technologies

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-Web-Based -Networked-Based -Disc-Based -Simulations and Virtual Reality -Mobile Learning -TV-Based -EPSSs -Job Aids

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Web-Based Training Advantages

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-Available from many online libraries -Enables content owners to readily update material -Low distribution costs -Enables learners to access multiple courses on a single piece of web software

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Network-Based Training Advantages

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-Available to learners through a wide variety of content -Can be distributed quickly to numerous locations -Eliminates concerns about scheduling constraints -Allows self-paced training -Low distribution costs and evaluation built into the instruction -Enables use of existing videos and visuals

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Network-Based Training Disadvantages

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-Requires a computer -May have high development costs and lengthy development timelines -Requires moderate computer literacy -May not be appropriate for learners with slow self-directedness -May be constrained by amount of audio, video, interactvity that is included in the content due to bandwidth or other IT restrictions

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Disc-Based Training Advantages

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-Allows for larger courses and content without LMS or bandwidth restrictions -Eliminates concerns about scheduling constraints -Allows self-paced training -Evaluation is built into instruction -Enables use of existing videos and visuals

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Disc-Based Training Disadvantages

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-Not as easily distributed as network- or web-based distribution methods -Higher distribution costs compared to web- and network-based distribution methods -Requires a computer -May have high development costs -May require lengthy development timelines -May not be appropriate for learners with low self-directedness

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Simulation Genres

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1) Branching Stories 2) Interactive Spreadsheets 3) Virtual Lab 4) Minigames

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Branching Story

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An educational simulation genre in which learners make a series of multiple choice decisions to progress through an affect an event.

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Interactive Spreasheet

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An educational simulation in which learners typically try to affect three or four critical metrics indirectly over time by allocating finite resources along competing categories over a series of turns or intervals.

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Virtual Lab

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Learners are given realistic, online versions of objects or applications, and given challenges to solve.

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Minigames

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Easy to access, most often Adobe Flash-based simulations that represent between 5 and 20 minutes of learner engagement. Perfect for skills or activities that need repetition and practice.

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Other Names for Minigames

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-Casual games -Microgames

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Simulation-Based Training Advantages

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-Engages learners in the learning experience and increases their motivation to learn. -Provides a wide variety of realistic conditions and feedback from practicing and rehearsing skills in a safe, risk-free environment. -Promotes conceptual and procedural learning tasks. -Reduces errors in performing skills, particularly for complex tasks. -Increases retention.

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Simulation-Based Training Disadvantages

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-Requires an initial investment in hardware and software that may be cost prohibitive. -Requires a detailed understanding of cause and effect. -Requires a number of resources for developing and delivering learning applications. -May need specialized equipment depending on requirements for the type of interaction.

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Video Teleconferencing

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One of the most common methods of training a distance. Learners can see and hear the instructor and the instructor can see and hear the learners.

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Two way, two way

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Another term for Video Teleconferencing that comes from the two-way transmission of both audio and video signals.

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Typical Video Teleconferencing Equipment

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-Cameras -Remote control -Codex -Television monitors

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Cameras

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Video teleconferencing equipment that is on-site capturing what the instructors and learners are doing.

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Remote Control

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Video teleconferencing equipment that allows an instructor or learner to choose which camera is displayed and control the camera's angle and zoom.

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Television Monitors

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Video teleconferencing equipment that allows participants to see both what cameras at their own site (outgoing video) are seeing, and what cameras at the remote site (incoming video) are seeing.

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TV-Based Training Advantages

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-Allows instructors to see learners (and vice versa). -Offers the flexibility of multiple "instructor" sites. -Enables learners to interact with each other visually.

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TV-Based Training Disadvantages

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-High transmission costs -High costs for establishing sites. -Presents difficulties in managing visual interaction with several sites.

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Mobile Learning Technologies

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-MP3 players -Pocket PCs -Mobile phones -Personal Data Assistants (PDAs)

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Mobile Learning Advantages

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-Inexpensive to create. -Do not require high-end skills to create content. -Easy to use and low cost.

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Mobile Learning Disadvantages

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-Limited or no use of graphics. -Contain potential trap of quickly creating content without though to instructional design.

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EPSS Advantages

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-Allows for self-paced training. -Have low distribution costs -Can be used to address a performance problem caused by a knowledge or skill deficiency.

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EPSS Disadvantages

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-Requires a computer. -May not be appropriate training intervention for psychomotor tasks. -May need extensive employee and organizational commitment to keep procedures and other information to date in the system.

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Cheat Sheet

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Another name for a Job Aid. A storage place for information on how to perform a specific task.

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Job Aids Advantages

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-Excellent for tasks performed with low frequency, highly complex tasks, tasks with high consequence of error, and tasks likely to change in the future. -Can be used as "checklists" when a series of tasks or checkpoints must be completed in a certain order ever time.

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Job Aids Disadvantages

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-Cannot be used for tasks that have strict time restrictions. -Aren't practical for use in some environments.

CPLP Learning Technologies Terms – Flashcards

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