Learning and Performance White Papers

"Today, the need to understand effective leadership is greater than ever before: we are living in a smaller, more global environment that is changing at a rapid, often overwhelming, and seemingly unmanageable pace. Accepting the status quo is not an option. High-performance teams require leaders who not only understand and can readily adapt to this changing world, but who foster and inspire continuous learning and improvement among each and every member of the team. Put simply, leading an effective organization means leading a learning organization" (p. 1). This NIC White Paper explains how you can make your agency into a learning organization by utilizing the work of Peter Senge and following the example of the Blue Angels. Sections cover; what a learning organization is; what a learning organization looks like; how it all applies to corrections; the importance of line leaders and managers; the function of executive leaders; the influence of internal networkers; and the future of corrections-leadership is learning.

"The purpose of this paper is to provide learning performance professionals, curriculum designers, trainers, and others involved in the training profession an overview of the importance of analysis and evaluation when providing training to correctional professionals. The ADDIE model of instructional system design (Analyze, Design, Develop, Implement, Evaluate) is the foundation of this paper and will be covered briefly. Emphasis is placed on analysis and evaluation, as they are the bookends of the ADDIE model. No training is complete without proper analysis and evaluation" (p. 1). Sections cover: introduction and overview of the ADDIE model; how ADDIE applies to corrections; benefits and importance of analysis; needs analysis; whether there is a training problem with veteran staff; determining needs for new employees; ADDIE steps-design, develop, and implement; evaluation introduction; Kirkpatrick's Four Levels of Evaluation; common evaluation methods; evaluating Kirkpatrick Levels 1 and 2; evaluating Levels 3 and 4; immediate, intermediate, and ultimate impact; next steps and call to action.