PIteam

this book provides the authoritative source of information about business simulation design--computer based

The workplace learning space tends to split into two camps. The first camp believes that learning hasn't changed fundamentally, only the tools and technologies used to enable learning. The second camp believes that learning has completely changed and that we must embrace a new fast-paced, social, mobile, and learning 2.0 world

What is a good rule-of-thumb for the maximum number of metrics on an individual scorecard?  It is clear from the many balanced scorecard presentations that I've seen that organizations quickly recognize that they have too many to manage.  They often start with more than a 100 metrics and over a few years winnow the list down to 10 to 20 survivors.  But is that the "right number" to avoid metrics overload?  I'm unaware of any definitive studies on this specific question.  My instincts tell me that that's still too high and that five to seven is the correct answer.  Let me try to support those instincts.

I've just spent the last few days overhauling the Learning  Tools Directory.  Over the last year there has been quite a lot of change one way or another in terms of tools.

January was a month of varied topics. From Games to Instruction Design, to eLearning and Microlearning, it squeezed out every bit of knowledge from our best bloggers.

This isn't a methodology for every training intervention. I am not suggesting you abandon your authoring tools or LMS's. To the contrary, I am suggesting you expand your toolkit to include Twitter as a delivery platform

Chief executives need to be passionate and aggressive about pursuing excellence, says Wal-Mart CEO Mike Duke, but they also need integrity and trust if they're to do their jobs properly. "If a leader doesn't have the trust of associates, of customers, of shareholders, then all the other things, the ability to speak eloquently and to sing and dance and entertain, [don't] mean a thing".

From Barbara Shaffer