Dashe & Thomson
APRIL 17, 2011
I have included Kirkpatrick’s Four Levels of Evaluation in every proposal I have ever written, and I wanted to hear from Kirkpatrick himself regarding his take on the current state of evaluation and whether his four levels are still viable. Well, based on where Kirkpatrick and his son James are today, I was completely wrong.
Infopro Learning
JULY 20, 2020
For modern businesses, the key to successful leadership development is achieving an appropriate balance between knowledge-exchange, action and reflection. Organizations now rely on leadership models that encourage leaders to engage more with employees and achieve higher levels of motivation for the common purpose of business success.
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Dashe & Thomson
APRIL 5, 2011
Organizational change management, as usual, is right near the top of the list: A major contributor to the importance of change management stems from the impact on workers’ job roles, and the degree to which those changes can affect their careers.
Learning Rebels
APRIL 20, 2015
To “Kirkpatrick” or not to “Kirkpatrick”, that is the question. Many a person has debated the Kirkpatrick evaluation taxonomy. To name a few: Dan Pontefract: Dear Kirkpatrick’s: You Still Don’t Get It (a personal favorite). Jane Bozarth: Alternatives to Kirkpatrick .
Dashe & Thomson
MARCH 15, 2011
And as time has gone by, I have started to wonder about the validity of Kirkpatrick in today’s world. The title was “Expanding ROI in Training Programs Using Scriven, Kirkpatrick, and Brinkerhoff,” which sounds pretty academic. What I liked was that McGoldrick didn’t critique the Kirkpatrick model. But it wasn’t.
Clark Quinn
JUNE 13, 2014
I previously wrote about Sutton & Rao’s Scaling up Excellence , and have now finished a quick read of Connors & Smith’s Change the Culture, Change the Game. Sutton & Rao’s was very descriptive of the changes they observed and the emergent lessons. For me, the synergy was nice to see. strategy'
Dashe & Thomson
FEBRUARY 20, 2011
If the Pareto Principle holds, then these extraordinary few must be identified and leveraged to ensure a change in behavior occurs, enterprise-wide. Connectors and Salespeople are equally important, but if the Mavens behave as they’re supposed to, a Connector will hear of the change soon and pass it on to a Salesperson.
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