High Impact Learning Strategies For Leveraging Performance And Business Results From Training Investments,9780738205380

High Impact Learning Strategies For Leveraging Performance And Business Results From Training Investments

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ISBN13: 9780738205380
ISBN10: 0738205389
Format: Paperback
Pub. Date: 2001-12-20
Publisher(s): Basic Books
List Price: $38.01

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Summary

Every organization seeks to provide its employees with learning and development opportunities that are both targeted to their individual needs and produce measurable and worthwhile business results. In High Impact Learning, Brinkerhoff and Apking outline a comprehensive, proven, and practical approach for bridging the gap between employee and organizational goals and launching training initiatives of visible and lasting impact.

Author Biography

Robert O. Brinkerhoff is Professor of Counseling Psychology at Western Michigan University. An internationally known speaker, he has written several books on organizational training and measurement. He lives in Kalamazoo, Michigan.Anne M. Apking is consulting director at Triad Performance Technologies, Inc. She has consulted and written extensively on training and development. She lives in Farmington Hills, Michigan. Robert O. Brinkerhoff is Professor of Counseling Psychology at Western Michigan University. An internationally known speaker, he has written several books on organizational training and measurement. He lives in Kalamazoo, Michigan.Anne M. Apking is consulting director at Triad Performance Technologies, Inc. She has consulted and written extensively on training and development. She lives in Farmington Hills, Michigan.

Table of Contents

List of Figures
xiii
List of Tables
xiv
Foreword xv
Preface xix
Section 1
The Challenge of Training Impact
1(17)
Chapter Overview
1(1)
The Myth of Training as ``Delivery of Events,''
2(1)
The Logic of Training Impact
3(5)
Beyond the Transfer of Training
8(3)
Leveraged Transfer
11(2)
Understanding Training Impact
13(4)
Chapter Summary
17(1)
Does the E-World Change Everything?
18(23)
Chapter Overview
18(1)
What is ``E-Learning''?
18(2)
Blended Solutions
20(2)
A Three-Part Structure
22(1)
Applications and Advantages
23(7)
Issues and Obstacles
30(5)
It's All About Design
35(5)
Chapter Summary
40(1)
The High-Impact Learning Model
41(18)
Chapter Overview
41(1)
Two Learning Stories
41(5)
Comparing the Experiences
46(1)
The Key HIL Principles
46(7)
The HIL Process
53(2)
Assumptions of the HIL Process
55(1)
Integrating High-Impact Learning Process Elements
55(3)
Chapter Summary
58(1)
Section 2
Mapping Linkage to Business Goals
59(22)
Chapter Overview
59(1)
What is an ``Impact Map''?
60(2)
Fundamental Impact Map Structure
62(3)
Impact Map Variations
65(8)
Constructing Impact Maps
73(5)
Strategic Purposes for Impact Mapping
78(2)
Chapter Summary
80(1)
Creating Learner Intentionality
81(18)
Chapter Overview
81(1)
Learner Intentionality: An Example
82(1)
A Basis in Learning Research
83(2)
Individualized Learning via ``Mass Customization,''
85(2)
Individuals Achieve Training Impact
87(1)
Advantages of Intentionality
88(4)
Creating Intentionality: Methods and Tools
92(6)
Chapter Summary
98(1)
Providing Effective Learning Interactions
99(20)
Chapter Overview
99(1)
Respecting Adult Learners
100(2)
Matching Learning Methods with Desired Outcomes
102(7)
Four Key Dimensions of Powerful Learning Interactions
109(7)
Blended Solutions: Revisited
116(1)
Chapter Summary
117(2)
Performance Supporting
119(21)
Chapter Overview
119(1)
What is Performance?
120(2)
A Framework for Analyzing Performance
122(7)
Integrating Performance Support into a Blended Solution
129(10)
Chapter Summary
139(1)
Section 3
Crafting High-Impact Learning Initiatives
140(24)
Chapter Overview
140(1)
Traditional Instructional Systems Design
141(1)
Problems with the ADDIE/ISD Approach
141(4)
The HIL Design Approach
145(4)
A Deeper Look at Phase One: Analyze
149(7)
A Deeper Look at Phase Two: Design
156(4)
A Deeper Look at Phase Three: Create and Try Out
160(3)
Chapter Summary
163(1)
Using Evaluation to Build Organizational Performance and Learning Capability
164(24)
Chapter Overview
164(1)
Evaluation and Organizational Learning Capability
165(2)
Implicit Evaluation Strategy
167(1)
The Risks of an Implicit Evaluation Strategy
168(4)
Redefining an Evaluation Strategy for Performance Improvement
172(4)
Success Case Evaluation
176(11)
Chapter Summary
187(1)
High-Impact Employee Development Planning
188(21)
Chapter Overview
188(1)
Why HIL and Employee Development Planning Must Be Aligned
189(4)
Weaknesses of Typical EDP Systems
193(4)
Key Purposes for Development Planning
197(2)
Balancing Individual and Organizational Needs
199(1)
Integrating EDP with Other HR Systems
200(2)
The HIL Development Planning Approach
202(6)
Chapter Summary
208(1)
Making the Transition to High-Impact Learning
209(24)
HIL and Change
209(6)
Strategies for Making the HIL Transition
215(11)
Beyond HIL: Influencing Organizational Effectiveness
226(6)
Chapter Summary
232(1)
Index 233

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