Describes the use of the "Why 10?" game at the beginning and end of a course on instructional development to test its feasibility as a means of evaluating the course. The game showed promise as a valid tool for assessing changes in students' attitudes. (JEG)

Identifies six stages for the development of a comprehensive instructional system (planning, design, development, implementation, management transfer, client operation) and describes briefly the general purpose of each stage as it relates to the total development efforts. Maintaining a strong user orientation and involvement at each stage is…

Advocates a new set of feedback principles: (1) providing feedback immediately is frequently less effective than later; (2) it is usually a poor idea to couple feedback with praise; and (3) holding people accountable for achieving objectives that they have set often decreases their performance quality. (VT)

Briefly discusses the phases and components of the IPISD (Interservice Procedures for Instructional Systems Development), reviews three critical points (initial analysis, determining training objectives, criterion referenced test development), and provides recommendations to assist the performance technologist in playing the difficult roles of…

Provides a descriptive 10-step format to be used for conveying some basic concepts of instructional technology to clients, and for focusing the consultant-client interaction, both during initial project definition and throughout project implementation. (Author/MER)

Transnational Instructional Development has resulted in international training courses for 100 professional communicators and educators from 26 countries, a series of 12 self-instructional modules, and the establishment of an active network of agencies in eight countries working together on the development of models and materials for professional…

Offers a performance appraisal process for client and consultant to shape the way they work together. The process includes recruitment and marketing/proposal development, selection and acceptance procedures, setting objectives and determining performance standards, and incorporation of a continuous performance review. Checklists for managing…

Summarizes a study of several types of consulting groups in the Bell System and describes characteristics which are associated with high-impact consulting. A strategy which is designed for internal consulting organizations to maximize the likelihood of both initial success and long-term survival of the group is proposed. (Author/MER)