Can one learn to lead on the flying trapeze? That's the question prompted by the exotic variations on the theme of experiential learning. By taking employees or executives (or both) out of their work element and putting them through an experience together, training professionals try to create learning that is more meaningful than PowerPoint…

The authors discuss how to train middle managers who do not exhibit any knowledge deficiencies, but who still need some form of development to put a sharp edge on their performance. They suggest that trainers use (1) self-reflective learning, (2) action learning, or (3) double-loop learning. (CH)

Gallup interviews with 1012 workers found that those on the receiving end of employer-sponsored training value it. Training makes a difference on the job and in they way they view their employer. Younger workers give training higher marks than do older workers. (JOW)

Studies indicate that when opinions and attitudes are changed through training programs, the change is likely to disappear unless it is supported by an environmental change as well. (Author/LH)

Management and trainees often view training programs as threats to their security. Sometimes they are openly defensive, more often, silently resistive. Ways in which managers feel threatened when their employees are selected for training and reasons trainees may resist training are discussed. Methods for coping with resistance are described.…

Many problems arise when Americans work overseas. Transcultural training works to alleviate many of these problems related to working overseas by: changing basic attitudes, teaching skills, and building a positive mental set toward the transfer-environment. (DS)

A systematic approach to the motivation of employees involves two-way communication, involvement, commitment, training, participation, and job enrichment. Demotivation is a pitfall which may occur when motivation is lacking. (BP)