Make training more REAL than ever before You've got groups, facilitated by managers or team members, conducting project planning and problem solving. You've gotrelatively few formal trainers and instructors. In this modern, team-based environment, how can you ensure that groups develop theskills and knowledge they require? You want training solutions that are problem-oriented, goal-based, and work-related? You need The Action Learning Guidebook. Withaction learning, no one ever loses sight of the job. Theresponsibility for learning falls upon the shoulders of thelearners, who feel more invested--and interested--in thedevelopment process than ever before.Your groups and teams will usethis powerful resource to: * Create their own learning experiences * Plan projects and implement solutions * Discover new problem-solving techniques . . . and muchmore "Two reasons to buy this book, read it from cover to cover, andapply the concepts immediately: (1) Rothwell is one of the bestauthors in the performance-improvement business; and (2) actionlearning is one of the most powerful performance-improvementstrategies."--Sivasailam "Thiagi" Thiagarajan, president, Workshopsby Thiagi; editor, Thiagi GameLetter "The Action Learning Guidebook is clearly written and the contentis excellent. The chapter on partnering with clients to determinereal training needs is a gem "--Dale M. Brethower, professor ofpsychology, Western Michigan University; president, InternationalSociety for Performance Improvement (ISPI) Rothwell, a legAnd in instructional design, gives your employeesthe tips and techniques they need to conduct reality-based actionlearning sessions. Teach groups to teach themselves
"This book", writes W.Rothwell in his Introduction, "is a primer that serves a three-fold purpose. The first purpose is to show how Action Learning can be used as a real-time strategy for problem finding or problem solving. It can be valuable tool by which to tackle business problems and meet business needs. The second purpose is to show how Action Learning can be applied to training design. It is intended to stimulate the thinking of instructional designers about a new way to analyze needs, design and develop training, deliver training, and evaluate results. The third purpose is to show how Action Learning can be maximized to build intellectual capital and enhance human talent. In this sense, the book shows how team or group work can be become a means for developing people in its own right."In this context, W.Rothwell :* defines Action Learning, lists barriers that may prevent its application, and introduces a model of the Action Learning process.* reviews occasions when applying Action Learning is and is not appropriate.* focuses on who decides when Action Learning is appropriate, how decision makers recognize situations suitable for the use of Action Learning, and when a problem or improvement opportunity should be handed over to an Action Learning team.* focuses on issues associated with recruiting, selecting, and orienting members of an Action Learning team.* examines the team facilitator's role.* focuses on the application of Action Learning as a means for identifying and solving problems or addressing other organizational issues. * describes the application of Action Learning to training design.* explains advantages and disadvantages of using an Action Learning team to design training.* focuses on evaluating Action Learning efforts and on debriefing Action Learning teams and individuals who participated on those teams.I highly recommend this invaluable study to all line managers, trainers and HR professionals.(Reviewed by FreeImage HR Consulting / a division of T.B. FreeImage HR Group, Istanbul, Turkey) *
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