Guy Wallace's 16 Staff Development Clients - including 14 US Fortune 500 Firms -beginning in 1983...
Amoco, AT&T, Bandag, Dow Chemical, Discover Card, EDS, Eli Lilly, General Motors, Hewlett-Packard, MCC Powers, NASCO, NCR, Norfolk Naval Shipyard, Siemens Building Technologies, SunTrust Banks and Wachovia.
Overview: 43 Development Efforts - Alphabetically By Client...
Amoco
- PACT Workshop Delivery: Performance Modeling & Knowledge/Skill Analysis. Guy facilitated this workshop for eight Amoco ISDers. 1997
- PACT Process Workshop: Curriculum Architecture Design. The first pilot test of the five-day CAD Design Workshop, which built upon the learners’ knowledge and experiences with the Performance Modeling & Knowledge/Skill Analysis Workshop. 1996
- PACT Process Workshop: Performance Modeling & Knowledge/Skill Analysis #2. The second delivery of the five-day Performance Modeling & Knowledge/Skill Analysis Workshop. 1996
- PACT Process Workshop: Performance Modeling & Knowledge/Skill Analysis #1. The first pilot-test delivery of the five-day Performance Modeling & Knowledge/Skill Analysis Workshop, which develops the learners’ knowledge and skills regarding facilitating the group process for Performance Modeling and then systematically deriving the knowledge and skill enablers. 1996
- PACT Process Workshop: Curriculum Architecture Design. 1996
- PACT Process Workshop: Performance Modeling & Knowledge/Skill Analysis. This project continued the development of PACT Process practitioners at Amoco. 1996
- White Paper Development: Training Needs Assessment at Amoco. In this project, Guy wrote a short white paper describing the methods, uses, and management issues/opportunities for the systematic needs assessment process at Amoco Production Company, based largely on the PACT Process for Performance Modeling and Knowledge/Skill Analysis. 1995
- One-Day Project Planning and Proposal Development Workshop. Guy developed a one-day workshop for using our interview guides and then structuring and developing a situationally appropriate Project Plan and Proposal to deal with conducting analysis, design, development, and pilot-testing the materials for all of the training implications. 1994
- Two-Day Workshop: Curriculum Architecture Design. Presentation of the then-current CAD workshop, covering both Performance Modeling and Knowledge/Skill Analysis, plus the CAD design methodology. The workshop was not nearly long enough for covering the skill development needs of the learners. 1994
AT&T
- PACT Process Briefing for the Training Staff. Guy conducted a half-day briefing on the PACT Processes for T&D after the conduct of a CAD project for AT&T by a fellow consultant. 1997
Bandag
- 2 members of the Bandag T&D Staff attended PACT Process Training workshops delivered to Amoco staff on Analysis. 1996
- 2 members of the Bandag T&D Staff attended PACT Process Training workshops delivered to Amoco staff on Curriculum Architecture Design. 1996
Dow Chemical
- PACT Process Briefing for the Training Staff. Guy conducted a 2-day workshop on the PACT Processes for CAD. 1987
Discover Card
- Performance-based Curriculum Architecture Design Training. A one-day presentation of the then-current CAD workshop/materials, covering both Performance Modeling and Knowledge/Skill Analysis plus the CAD design methodology. Learners were to be oriented to the methodology. 1993
EDS
- Analysis via a Team Process Workshop Development and Delivery. Presentation of a two-day workshop in Detroit teaching the use of our T&D analysis methodology focused on use of “competencies.” Also attending were members of the local AAA T&D organization. 1991
Eli Lilly and Company
- Miscellaneous Consulting on T&D Operations and ISD Methodology. 2000
- Curriculum Management Workshop. A two-day workshop based on Guy’s T&D Systems View (T&D Clock-Face) Model and upcoming book. 1999
- Curriculum Management Workshop. Guy worked on the design, development, and delivery of a two-day workshop on using PACT Process principles for curriculum management within a large corporation. 1996
- Presentation to HRD Staff: Curriculum Architecture Design. A three-hour presentation of the current CAD (ISPI version) to members of the corporate human resources organizations. 1995
General Motors
- General Consulting for the PACT Process Technology Transfer (PPTT) efforts as General Motors University internalized a common process for instructional systems design/development (ISD). 2000
- General Consulting for the PACT Process Technology Transfer (PPTT) efforts as General Motors University internalized a common process for instructional systems design/development (ISD). 1999
- PACT Process Workshop: Analysis (MC/MI Analysis). Guy co-facilitated this four-day workshop for the staff and strategic suppliers of General Motors University as part of a technology transfer efforts of the PACT Processes for T&D (known inside General Motors University as Modular Curriculum/Modular Instruction). 1998
- PACT Process Workshop: CAD Design (MC Design). Guy co-facilitated this four-day workshop for the staff and strategic suppliers of General Motors University. 1998
- PACT Process Workshop: MCD Design (MI Design). Guy co-facilitated this five-day workshop multiple times for the staff and strategic suppliers of General Motors University. 1998
- PACT Process Workshop: PACT Process Project Planning & Management (MC/MI Project Planning & Management). Guy co-facilitated this four-day workshop one time for the staff and strategic suppliers of General Motors University. 1998
- General Consulting for the PACT Process Technology Transfer (PPTT) efforts as General Motors University internalized a common process for instructional systems design/development (ISD). 1998
- PACT Process Workshop: Performance Modeling & Knowledge/Skill Analysis 1997
- PACT Process Workshop: Modular Curriculum Design (MC a.k.a. CAD). 1997
- PACT Process Workshop: Modular Instruction Design (MI a.k.a. MCD). These workshops were delivered as part of the PACT Processes for T&D technology transfer to General Motors’ training strategic partners.1997
- Continued consulting: Adaptation and Implementation of the PACT Processes for T&D. This effort is intended to formally transfer the PACT Processes for T&D (lean-ISD) into General Motors NAO OED’s strategic partners to support their outsourcing strategy.1997
- Adaptation and Implementation of the PACT Processes for MCD. This was the beginning of our first large-scale PACT Process Technology Transfer project, where all of the methodologies were finally codified and documented for delivery, practitioner certification, and ongoing coaching/support. In this project, the PACT Processes for T&D were adopted and adapted to General Motors’ needs. Briefings, workshops, toolkits, go-bys, and many other support materials were created to support the implementation effort to transfer the technology and methodologies to General Motors’ strategic partners to support their training development outsourcing strategy. 1996
- Presentation to Staff: Curriculum Architecture Design. A two-and-a-half-day presentation to the OED staff of General Motors, expanding on the current CAD (ISPI version) and other of our presentation/workshop materials. 1995
Hewlett-Packard
- Consulting: Application of the PACT Processes Methodologies in Process Redesign and Human Performance Improvement Consulting Projects In this project, Guy provided telephone consultation to two performance technologists in the process of transforming their T&D organization into a human performance technology (HPT) service organization (including instructional technology) over a three-month time frame for the initial project. 1997
- Four-Day Workshop: Curriculum Architecture Design. Presentation of the then-current CAD workshop, covering both Performance Modeling and Knowledge/Skill Analysis plus the CAD design methodology. Learners were to be assigned responsibilities for the training implications of a major change initiative, a consolidation, and a BPR project. 1995
MCC Powers and now Siemens Building Technologies
- Training Project Management Coaching. Miscellaneous coaching provided to the ISD staff in the use/application of our team-based ISD methodologies. 1983
- Certification in Development of Performance Tests. 1999
NASCO
- PACT Process Workshop: PACT Performance Analyst – 5-Day. 2005
NCR
- PACT Process Briefing for the Training Staff. Guy conducted a full-day workshop on the PACT Processes for CAD. 1990
Norfolk Naval Shipyard
- PACT Process Briefing for the Training Staff and Management, a half-day workshop on the PACT Processes for CAD. 2003
SunTrust Banks
- Presentations to Staff on Curriculum Architecture Design and Enterprise Content Architecture. 2010
Wachovia – General Bank Group
- 3-Day Staff Development Workshop on Curriculum Architecture Design. 2008
- 3-Day Staff Development Workshop on Modular Curriculum Development. 2008
- 3-day Staff Development Workshop on Project Planning and Management for CAD and MCD Efforts. 2008
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Hi Guy,
As to whether a PBL or constructivist approach in Army Basic Training would be efficient or deadly… that depends. If an Instructional Designer randomly picked learning methods and PBL popped up for learning how to shoot M16s on the firing range, then yes, that would probably be deadly. However, if the Designer choose PBL for first-aid, then that might be a wise choice. Why? In Pascarella and Terenzini book, “How College Affects Students, (2005)” they go into some detail about teaching biology and psychology courses that use PBL and constructivist methodologies. In both cases they had significantly higher scores.
However, they note the effects take longer to show up (in the first half of the semester there were no significant differences, while in the second half problem solving was raised 16 percentile points and content knowledge was raised 15 percentile points).
But according to Kirschner, Sweller, and Clark this is impossible because of Millers Magic Number (7, but may be as low as 4 [plus or minus 1]). Yet, people remember 7 digit phone numbers with 3 digit area codes tacked on, in addition to 2 digit extension numbers tacked on. Holy cow – 12 digits – how do they do this! By grouping them of course. This is why such courses have to be carefully scaffolded as some of the rebuttal papers note.
Thus, these types of courses normally take longer to not only build, but also to deliver. Thus they have to be used wisely. Jeroen J. G. Van Merrienboer wrote an excellent book, “Training Complex Cognitive Skills: A Four-Component Instructional Design Model for Technical Training (1997), in which he discusses four approaches for presenting information and examples:
- a deductive approach works by presenting the general information, followed by examples
- an inductive approach works in the opposite direction by first presenting the examples to the learners, and then giving them the general information
- expository learning, which is presenting examples and information
- inquisitory learning, in which the learners find examples or general information
By combining the approaches, you can build learning processes based on different strategies; the inquisitor approach is used to build constructivist type learning processes in order to help the learners reach deeper levels of understanding. I explain some of this on a blog post, http://bdld.blogspot.com/2009/03/detailing-seriation.html.
Note that Quinones and Ehrenstein also note the superior transfer effects of these types of constructivist approaches for tasks that are more complex or novel in their book, “Training for a Rapidly Changing Workforce” (1997, p102).
The main problem I see with Kirschner, Sweller, and Clark’s paper is that they used an extremely broad framework to base their research on. Rather than tackling a small piece of the constructivist approach and giving us both the pros and cons (the research shows there are pros), they seem to tackle the whole field in one short paper in order to bash it.
For example, Alliger and Janak, 1989 tried using too broad of a framework in their paper, “Kirkpatrick’s levels of training criteria: Thirty years later,” in which they tried to prove that Kirkpatrick’s four levels of evaluation was ineffective. That is, they used studies in which a wide variety of corporate learning programs, such as spirit-building, inculcation of company history or philosophy, and individual growth programs were evaluated using the Kirkpatrick method. These types of programs are more developmental or educational than they are training, so of course the four levels of evaluation proved ineffective. But Kirkpatrick was always specific in that his method was for “training” programs rather than all “learning” programs.
Richard Clark wrote an excellent book, “Learning from Media, (2001)” in which he takes a very small argument that concerns elearning – media effect on learning, and presents both the pros and cons in over 350 pages. Yet in this case the three authors basically tackle a whole field in 21 pages and use extremely narrow arguments, such as Miller’s Magic Number in order to bring down an entire field. Sorry, it just doesn’t work for me.
Hi Don! Sorry I am late in catching up. I also need to read your recent Blog Posting – I think brought on by this exchange.
In your example about college Biology, etc – I would guess that the students had prior knowledge from High School biology. And that by the end of the semester they had built some prior knowledge upon which to scaffold.
My post and thinking is that people “new” to a topic and task w/o any real knowledge about the topic shouldn’t be given an Informal Learning approach – as that is extremely inefficient. And if something – in an Enterprise Learning Context – versus an Educational or Personal learning Context – that was worth teaching in the first place – shouldn’t default to Informal Learning.
My own experiences in Boot Camp (USN 1972) came to mind. I’m pretty sure that left to our own to figure it out, even with all the manuals and books placed in front of us – we would not have learned enough of anything to be more than just dangerous clogs in the big machinery of the USN – and we all were going to warships – and the war hadn’t ended quite yet.
Now I am off to read your Blog Post.
Guy
See this web page – at the bottom for a trail of paper on this issue:
http://www.cogtech.usc.edu/recent_publications.php
Hi Guy,
I agree that there is too much generalizing about informal learning, but there are a couple of flaws with the Kirschner, Sweller, and Clark paper (such as correct application of these methods doesn’t mean that the teacher provides no guidance). These is a good post about this at http://contraterrene.com/blog/?p=130.
Be sure to check out the paper the post links to–
“Hmelo-Silver, Duncan, and Chinn’s Scaffolding and Achievement in Problem-Based and Inquiry Learning: A Response to Kirschner, Sweller, and Clark (2006)”
They were saying minimal guidance – not just “no guidance.” And it all depends on the prior knowledge – and of course the motivation of the learner. I’m no auto mechanic – and trying to learn to troubleshoot my own car’s erratic behavior w/o guidance would be less effective with me starting from scratch and trying to figure out where to start, go 2nd, 3rd, etc. Be much easier if some teacher guided me. But if I was a mechanic on tractors – and started in on my car – I’d probably be OK – but still less efficient that if guided.
Think of learning your Army skills w/o guidance of the DI. Learning on the job would not be efficient – and deadly.
I can figure out new video camera operations w/o guidance (fairly well) and better than my brother – the robotics engineer. But I could not figure out programming the new robots that he deals with anywhere nearly as easily as he does. I would need more guidance. Much more. And probably that engineering degree he got 25 years back.
So the following makes sense to me:
Evidence for the superiority of guided instruction is explained in the context of our
knowledge of human cognitive architecture, expert-novice differences, and cognitive
load. While unguided or minimally-guided instructional approaches are very popular and
intuitively appealing, the point is made that these approaches ignore both the structures
that constitute human cognitive architecture and evidence from empirical studies over the
past half century that consistently indicate that minimally-guided instruction is less
effective and less efficient than instructional approaches that place a strong emphasis on
guidance of the student learning process.
And here is their response: Why Minimally Guided Teaching Techniques Do Not Work: A Reply to Commentaries:
http://www.cogtech.usc.edu/publications/sweller_kirschner_clark_reply_ep07.pdf
Interesting. Thanks Don!