Presents some ideas for using simulation games to improve human performance, serve as motivators for instruction, provide opportunities for evaluating learning, and test research models. The potential for instructional technologists to diversify approaches to learning and meet learning needs is also discussed. Fifteen references are listed. (MER)

Describes a model which recognizes active and passive roles of teachers and learners as a means of identifying five basic methods of teaching. (CHC)

Identifies different types of statements that make up the structure of a lecture, including concepts, definitions, formulas, theories, models, and predictive statements. The selection of statements and their relationship to pedagogical processes is described, and the importance of knowledge of the abilities of the intended audience is discussed.…

Considers three powerful techniques--heuristics, context trees, and search via backward chaining--that a knowledge engineer might employ to develop an expert system to automate performance engineering, i.e., the branch of instructional technology that focuses on the problems of business and industry. (MBR)

Describes five teaching techniques that are multi-sensory and/or facilitate a particular cerebric hemisphere processing: (1) design of holistic materials; (2) structure of language to circumvent resistance; (3) use of videotapes to increase visual perception; (4) use of slides to increase visual acuity; and (5) use of audiotapes to increase…

Discusses results of a survey of trainers in midwest business and industry to identify the different data collection methods they used to determine job and task training needs as well as organizational and individual training needs within their organizations. (MBR)

Presents 10 time management strategies to help administrators save time. The strategies discussed include lists, deadlines, work delegation, skill development, teamwork, flexibility, avoiding interruptions and procrastination, converting waiting or traveling time into productive time, and use of forms. (MBR)

The first of two articles designed to provide guidelines for the instructional development phase of instructional systems development focuses on general instructional methods supporting all instructional tasks. Teaching methods that support selective attention, processing in working memory, and connecting in long-term memory are described and…

Examines two key considerations related to the question of whether computer-based training is justified--training objectives, and costs of developing computer-based programs. Questions on training content, skills to be performed by trainees, specific training objectives, development and revision costs, salaries, and cost estimates are presented to…

This article presents guidelines designed to assist instructional developers in improving their performance in workload estimates for prospective training development projects. Also provided is a description of an instructional systems development model for estimating, which includes front end analysis, design, implementation, and evaluation. (LRW)

Describes four-step approach to educational demonstration: tell learners they will have to perform; what they should notice; describe each step before doing it; and require memorization of steps. Examples illustrate use of this process to demonstrate a general mental strategy, and industrial design, supervisory, fine motor, and specific…

Discusses problem areas in instruction, course development, and training administration, suggesting that a dominant factor in training effectiveness is an awareness of the limitations of the human mind to absorb material within a limited time period. Why the rule of seven can increase effectiveness of all training is explained. (MBR)

Discusses the military's use of job aids to address the following problems: how to put more training into instructional programs without increasing course length; how to save training development time and money without sacrificing student achievement; how to reduce training products; and how to increase short- and long-term performance. (MBR)

Provides an overview of purpose, procedures, and products for the manager of management training and development and for managers who wish to take responsibility for improving the cost-effectiveness of upgrading their own skills. Twelve references are listed. (Author/CHC)

The goals of a series of simulation games devised for a graduate level course in leadership models and strategies were to aid students in understanding the process of change, conflict resolution, bargaining and negotiating skills, motivation and self-awareness techniques, and decision-making strategies. Four references are provided. (MER)