Training and development
Chapter 1 of Rothwell et al (2016) describes six assumptions the authors make about the instructional design profession. Please utilize the material you have review in this chapter to respond to the following prompts: (300 words)
At an organization you know or have worked in, how accurately do the assumptions identified in the reading describe what the Training function actually did?
Which of the competencies listed in the ATD and instructional design competency models did they have, and which needed to be strengthened?
Which roles have or do you expect to play in the Training field?
https://madesantana.files.wordpress.com/2012/05/copy-2-of-instructional-design-process.pdf
http://jhollenbeck.com/courses/eci617/pdf/lectures/02_InstructionalDesign.pdf
Part 2
Please read the description below of a training course you have been asked to redesign. Draw on any three of the learning theories described by Merriam, et al. and McGrath to describe how you would redesign the course.
Training Course Description:
You weren’t very impressed by the “Culture of Excellence” course. As the new Director of the company’s Training Team, you were reviewing a number of courses that had received low ratings. “Culture of Excellence” had been offered for about ten months, and had originally been a day-long course for Managers that made the case for shifting the culture towards “excellence” in all things. Over the months, resistance to being off the job (and a poor reception of the course by most people) had led to its being compressed to three and a half hours. It began with a “state of the company” address by the CEO, on video, that was followed by a talk by the CFO (or a designate) that was heavy on figures and left people in the session you saw feeling more bored than anything else. There wasn’t much interaction or discussion.
Break-out activities were brief and infrequent, and were used by most people for extended bathroom breaks. Most sessions were presented by visiting managers, who read through their talking points and asked breathlessly for questions at the end of their lectures. You never felt very clear about what the people in the class were being asked to do other than feel that the company would do better if it had a new, excellent culture, whatever that would look like. Just glancing around the class you could tell that few people were any more clear than you. Which was odd, since you knew there was a lot of pent-up frustration about the company’s direction and need for change. But the “Culture of Excellence” class wasn’t going to help much, at least not in its current form. (500 words)
