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Designing Reality into Management Learning Events III Low Reality Strategies

Designing Reality into Management Learning Events III Low Reality Strategies This paper is the final part of a trilogy focusing upon the reality dimensions in management learning event designs. In the first paper a number of models were developed which lend greater understanding to the design of reality into learning events and the implications for participants' subsequent learning. The second paper considered the application of these models to designs specifically aimed at producing high reality learning events. In all, six broad types of strategy were identified, each of which prescribed tactics leading to a perceived high reality for the learner. The focus upon high reality was in line with the authors' thinking that there needs to be a much stronger base in reality than that which is perceived in many management learning events currently mounted as part of management development activities in this country. Nevertheless, as discussed in the first paper, there are situations where low reality learning activities are appropriate. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Personnel Review Emerald Publishing

Designing Reality into Management Learning Events III Low Reality Strategies

Stuart, Roger; Binsted, Don
Personnel Review , Volume 9 (1): 7 – Jan 1, 1980
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References (2)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0048-3486
DOI
10.1108/eb055399
Publisher site
See Article on Publisher Site

Abstract

This paper is the final part of a trilogy focusing upon the reality dimensions in management learning event designs. In the first paper a number of models were developed which lend greater understanding to the design of reality into learning events and the implications for participants' subsequent learning. The second paper considered the application of these models to designs specifically aimed at producing high reality learning events. In all, six broad types of strategy were identified, each of which prescribed tactics leading to a perceived high reality for the learner. The focus upon high reality was in line with the authors' thinking that there needs to be a much stronger base in reality than that which is perceived in many management learning events currently mounted as part of management development activities in this country. Nevertheless, as discussed in the first paper, there are situations where low reality learning activities are appropriate.

Journal

Personnel Review – Emerald Publishing

Published: Jan 1, 1980

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