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Discusses the various approaches to creativity taken by various corporations and whether there is a difference between creativity and problem solving. Distinguishes between adaptive creativity--whereby employees find better ways to do their work--and innovative creativity--the ability to produce really big or strange ideas. (JOW)

Provides money-saving ideas for effective training methods. Suggests the importance of a needs assessment, minimizing the amount of time employees spend in training, keeping employees out of the classroom by giving them job aids, using self-study courses, and making on-the-job training more useful. (JOW)

Describes the development of corporate intranets (internal computer networks) and their potential use in training. Discusses computer-based training and how intranets are presently used more as tools than as training delivery systems. Includes a list of Internet-based resources. (JOW)

Self-paced interactive training can be the most effective way to train. The point of multimedia training is to create a dynamic educational construct where people learn because they are totally engaged. (JOW)

On-the-job training (OJT) is enjoying a surge of interest because of ISO 9000, the certification standards of the European Community. Negotiating a balance between training staff and frontline supervisors who are often made responsible for OJT is one way to improve it. (JOW)

Knowing how to use authoring software does not guarantee effective multimedia instruction. Developers should focus on good product definition, design, and content and on skill building. (SK)

Defines the four most widely recognized learning styles and discusses the need to adapt one's training style to fit the trainees. Also stresses the importance of understanding one's own learning preferences and those of coworkers. (JOW)

Customizing off-the-shelf training materials to fit learner needs may include revisions such as making student exercises, case studies, and role plays more relevant and incorporating critical incidents and action learning principles. Customizers should be aware of copyright and intellectual property issues. (JOW)

Discusses the problems that have arisen in the workplace because of the fear of sexual harassment charges. Describes the gender communication training needed to build a climate of understanding and allow teamwork to flourish. (JOW)

An atmosphere of antagonism exists between Baby Boomer bosses and Generation X employees. Much of the friction is due either to the way that the two groups were raised or to the economic future they face. To make the best of an uncertain economic future, it is essential that the groups try to understand each other. (JOW)

Technological illiteracy is affecting productivity in the workplace; some people fear that technological problems will be their fault and unsolvable. Software and manuals that people can easily understand are needed, and training must be carefully designed. (JOW)

Looks at the pros and cons of training consortia. Suggests that they can be a cost-effective training strategy, especially for small companies. Describes three categories of consortia: private for-profit, private nonprofit, and public sector. (JOW)

Looks at the growth of the Internet and its potential uses for trainers. Describes listservs and newsgroups that would be beneficial, the World Wide Web, and lists of resources that are helpful. Discusses the culture of the 'Net and training uses. (JOW)

Training directors can sustain their role in turbulent times by being knowledgeable about business, understanding the role of instructional technology, and developing a sixth sense about change. Their role can evolve into that of performance directors. (SK)

Peer training in the workplace can be effective if it is structured; if trainers are carefully chosen, trained, and rewarded; and if transfer of training is supported. Peer training has the advantages of credibility, speed, and cost savings. (SK)

Winshare is a gain-sharing system created to save a company. The program is based on the assumption that line workers know best how to do and improve their jobs. Employees are encouraged to suggest how to improve processes, reduce waste, or make their jobs easier. Employee teams are given the power and budget to implement changes. (JOW)

Delivering training to international audiences at a distance poses challenges. Four factors to consider when adapting training for international delivery are power distance, uncertainty avoidance, individualism, and masculinity. (JOW)

Discusses the problem faced by trainers who are "on stage" for eight hours a day. Offers tips to relieve the stress caused by continuous training, including maintaining personal space, taking a lunch break, keeping physically energized, and avoiding burnout when teaching the same thing over and over. (JOW)

Looks at the views of several chief executive officers (CEOs) regarding training. Suggests that CEOs who personally conduct training programs send a powerful message throughout the organization. (JOW)

Looks at the practice of using employees from other departments as short-term trainers. Advantages include getting fresh ideas and perspectives, having real-life experiences, providing credibility for the training department, and providing links with other departments. The problems are people who do not want or know how to train, lack of knowledge of nontrainers, and inability of other employees to adapt to training. (JOW)