Building Expertise: Cognitive Methods for Training and Performance Improvement Review

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Building Expertise: Cognitive Methods for Training and Performance Improvement ReviewWant to know why certain instructional methods work or when they should be used? Want knowledge to improve your credibility as a learning expert with others? Based heavily on cognitive research, this book from well-known expert Ruth Colvin Clark provides the rationale for sound instructional methods.
The concepts and guidelines in Building Expertise are mature, widely-accepted, and most will be familiar to readers in the training field. The book's first three chapters explain in simple terms how the brain is thought to work during learning. Each later chapter focuses on a cognitive learning process and summarizes the methods that research has shown support it. With chapter titles like "Leveraging Prior Knowledge," the organization of the book reinforces Ruth Clark's thesis. Her thesis is simple, but profound: it is instructional methods, not media, that influence learning. Some methods work better than others because of the way our brains function. Some methods work better for beginners than for advanced learners. The gems in this book are the occasional information on techniques that sometimes hurt learning and when to avoid them. While there are examples and pictures of training that follow the guidelines, this is not a how-to book. This book explains why and when to do something, not how to do it. For that reason, Building Expertise may be of interest to learning consultants and training managers, as well as to practitioners who want to deepen their knowledge of instructional design.Building Expertise: Cognitive Methods for Training and Performance Improvement Overview

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Managing the Unexpected: Resilient Performance in an Age of Uncertainty Review

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Managing the Unexpected: Resilient Performance in an Age of Uncertainty ReviewThis second edition - an update of the 2001 book that introduced us to the 'mindful' organization - is a timely and well-done re-write that furthers the authors' contention that mindfulness is at the core of a learning organization. By substituting a failed preemptive burn incident, (the 2000 Cerro Grande wildland fire that caused $1 billion of damage to Los Alamos), for the 1st edition's Union Pacific/Southern Pacific merger debacle as the central example of their 5 principles of mindfulness, the reader is able to feel the flames of the unexpected leap beyond the control lines of the HRO (High Reliability Organizations) environment. This wind-fed fire metaphor gives life to the uncontrollable nature of today's business environment and every business's need for a mindful response to the unexpected. Managing only for the expected will not provide containment when the winds of change blow into your marketplace. From the authors' perspective, the appropriate response is the creation of an infrastructure to provide the 5 principles of mindfulness.
1.Preoccupation with failure - treating any failure (often small ones) as a symptom that something is wrong with the system, a mindful organization is continually updating its understanding.
2.Reluctance to simplify interpretations - ensuring a more complete and nuanced picture, simplifying less and seeing more.
3.Sensitivity to operations - paying attention to relationships at the front line, where the work gets done.
4.Commitment to resilience - maintaining a deep knowledge of the technology, the system, one's coworkers, and one's self as avenues for improvising and keeping the system functioning.
5.Deference to expertise - cultivating diversity to do more with complexities, mindful organizations push decisions down to the people with the most expertise, not the most rank or even seniority. This deference moves issues around/across the system, migrating problems to someone with the knowledge and capabilities to address them.
I found the book interesting and instructive the first time around, and I was even more impressed with this 2nd edition. Professor's Weick and Sutcliffe make good use of examples to demonstrate their conclusions and to bring the principles to life. The book is thought provoking and instructive; providing yet another perspective on how to manage performance in the face of today's rapidly flattening landscape.
Dennis DeWilde, author of
"The Performance Connection"
Managing the Unexpected: Resilient Performance in an Age of Uncertainty Overview

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