ABSTRACT
This chapter considers mapping the development path. It explains the difference between training and learning development. When effective, learning development should incorporate motivation and empowerment on the part of the learner and two-way involvement between learner and manager to agree individual priorities. Most people have seen and worked with detailed objectives. These are behavioural objectives because they point to an end activity or action – a change in behaviour which the learner will demonstrate an ability to achieve. Basically, there are three levels of objective: Psychomotor: Practical, operational objectives, such as building something; Cognitive: Knowledge objectives, such as the details of a procedure and Affective: Attitudinal objectives, such as acceptance of a new system. The chapter considers modularization in greater detail as the progress along the development path – it is certainly a key step which is a first sure indicator of a move from traditional training department thinking, towards assuming the role of a development support function.
