Group/Individual Level

Knowledge and awareness - Education and training

Frequently, one of the main road-blocks to successful implementation is a lack of understanding and appreciation of the new technology or innovation at all levels in the organisation. Almost everyone who comes in contact with innovation and technological change needs to gain some new skills, new perspectives, new attitudes, and so on. Without new skills, people will be anxious and unable to fully take advantage of new technology. Without changes in attitudes and beliefs (i.e., personal change), people will not be able to make the necessary adjustments that make organisational change and the implementation of innovation and technical change happen.

In this section, therefore, we will consider several issues related to training for innovation and technical change:

• course content and presentations
• types or modes of training
• sources of training

References / additional information sources

Horton, W.K. (2000). designing web-based training. New York: Wiley.

Lapidus, T. (2000). High impact training. San Fransisco: Jossey-Bass

Burns, S. (1996). Artistry in training. Sydney: Woodslane.

Kirby, A. (1992). Games for trainers (volumes 1, 2 & 3). U.K.: Gower.

Hobbs, T (1992). Running workshops/Experiential training: practical guidelines. London: Tavistock/Routledge.

Scannell, E. E. & Newstrom, J. W. (1991). Still more games trainers play: experiential learning exercises. New York: McGraw-Hill.

Gentry, J. W. (1990). Guide to business gaming and experiential learning. Association for Business Simulation and Experiential Learning New York: Nichols Pub.

Kolb, David A. (1984). Experiential learning: experience as the source of learning and development. Englewood Cliffs, N.J; Prentice-Hall.