My colleague, Elinor Greenberg describes learners who are theory-rich, but experience-poor. While she uses this phrase primarily to describe young college students, it is equally appropriate when assigned to those learners who have just emerged from an intensive, off-site program. They have acquired many theories but have few experiences that will anchor these theories and provide them with meaning. Even when the learner is a mature and seasoned administrator, the new concepts are not always easy to link directly to experiences on the job. This is especially the case if the administrator is in the midst of a major job shift.
The message is clear. Other modes of development should be considered when designing a comprehensive program of training and education. Intensive/off-site programs are uniquely suited to personal reflection, interpersonal dialogue and simulated encounters with emotionally charged issues, such as taking steps as a flight attendant to prepare for an emergency landing or confront terrorism. This mode of development, however, is not particularly well suited to the learning of material that is conceptually quite complex or to the learning of a new set of subtle and situation-specific skills, such as managerial supervision or confrontation with irate customers. The other three modes, to which I now turn, are often more appropriate.
Mode Two: Intensive/On-Site Programs
This mode of development is the most widely used of the four we are considering. It is particularly common with regard to entry-level orientation and training programs. The new employee is brought into a training room during her first day of employment. Along with one or two other new employees, she is given a folder or notebook with information about the organization, as well as a copy of the organization’s personnel policies. She may watch a brief video recording of the organization’s president welcoming her to the company. The president also typically conveys something about the basic mission and vision of the organization or about company expectations regarding employee performance: “100 percent all the time;” “The customer always comes first!” “We are never satisfied with anything less than highest quality service!” This initial session is usually followed with a tour of the facilities and informational meetings with representatives from many different departments. The orientation session typically concludes with more focused orientation to the department in which the employee will work. This often includes some training in the use of specific tools and/or detailed instruction in the use of job-related procedures.
