INTRODUCTION - aphrdi.ap.gov.inAPHRDI/2018/5_May/D… · mobile phones . course methodology skill...
Transcript of INTRODUCTION - aphrdi.ap.gov.inAPHRDI/2018/5_May/D… · mobile phones . course methodology skill...
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INTRODUCTION
• NAME
• ORGANISATION
• EXPERIENCE
• TRAINING BACKGROUND
• EXPECTATIONS FROM COURSE
FOR -SELF
-ORGANISATION
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TRAINERS EXPECTATIONS
•TIMING
•BE OPEN
•ASK QUESTIONS
•DON’T BE DEFENSIVE
•AGREE TO DISAGREE
•READY TO UNLEARN
• MOBILE PHONES
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COURSE METHODOLOGY
• SKILL BASED
• MICRO PRACTICE SESSIONS
• GROUP/ INDIVIDUAL WORK
• PARTICIPATIVE
• HANDOUTS
• GIVING & RECEIVING FEEDBACK
• CHECKLISTS, FEEDBACK FORM -
DELIVERY
• FILMS
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COURSE OVERVIEW
•COACHING
•LECTURE
•GROUP DISCUSSION
•GROUP EXERCISE
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THIS WILL BE SUPPLEMENTED BY
THE ESSENTIALS OF TRAINING------
•SAT
•DUTIES OF DIRECT TRAINER
•WAYS OF LEARNING
•TASK
•APPROACHES TO TRAINING
•FEEDBACK
•“LU”
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COURSE GUIDE
DISTRIBUTION PLEASE!!!!
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WHY TRAIN ?
• More rapid development
• Increased output
• Improved quality of products and services
• Less waste - time, money, materials, people
• Better utilisation of resources
• Fewer accidents
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WHEN TRAINING ?
ORGANISATION
POLICY
PEOPLE
TECHNOLOGY TRAINING
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DEFINITION OF `LEARNING'
`Get knowledge or skill, ability to - by
study, experience or being taught'
`Commit to memory'
`Become aware of information, or … from observation'
`Receive instruction …, become informed'
Oxford English Dictionary
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DEFINITION OF `TRAINING'
• `A planned process
• to modify attitude, knowledge or skill
• through learning experience
• to achieve effective performance
• in an activity or range of activities ….
• to satisfy … needs of organization'
Glossary of Training Terms
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DIFFERENCE BETWEEN
LEARNING & TRAINING
CLASS TO DISCUSS
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DIFFERENCE BETWEEN
TRAINING & EDUCATION
Education:
-Life long process
-Leads to general outcomes
-It is for overall development
Training:
-Leads to Specific outcomes
-it is for specific period
-It is for job performance
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BEHAVIOUR Knowledge knowing what and how to do it
- facts, procedures
- standards
- working environment
Skills having the ability to do it
- physical
- interpersonal, social
- intellectual
Attitude being prepared to do it
- to people, quality, safety
- willingness to change
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BEHAVIOUR BEHAVIOUR
TRAINING
BEHAVIOURAL CHANGE
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Systematic Approach to Training
Identify Training
Needs
Plan and Design
Training
Assess
Results
Implement
Training
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Identify Training
Needs
PERFORMANCE
Implement
Training
Plan & Design
Training Assess
Results
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SAT - STEPS
I - IDENTIFY
N - NEED
D - DESIGN
I - IMPLEMENT
A - ASSESS
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OZZOBULLA!!!
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OZZOBULLA EXERCISE
- 2 Alternative Sheets (B & C)
- Self Learning – 10 Minutes
- Training – 5 Minutes
- Be Trained – 5 Minutes
- Test – 5 Minutes
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39 23 47 18 36 24 45 30 7 11
W
O
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" I like to learn, but hate to be taught"
Winston Churchill
" I never teach my pupils. I only attempt to
provide the conditions in which they can
learn"
Albert Einstein
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A Trainer Centered Approach
TASK TRAINEE
TRAINER
A Trainee Centered Approach
TASK TRAINER TRAINEE
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DIRECT TRAINER SKILLS
Duties include :
Planning training sessions
Coaching individual trainees
Giving feedback
Preparing and using visual aids
Giving lectures
Leading discussions
Using group exercises
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LUNCH BREAK
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FOUR WAYS OF LEARNING
There are at least four ways in producing
relatively permanent alternations in how
we do things:
• Being Told
• Imitation
• Trial and Error
• Thinking
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Four Ways of Learning
Imitation
Being Told Thinking
Trial and Error
(REFLECTOR)
(PRAGMATIST) (THEORIST)
(ACTIVIST)
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JOB AND TASK
New Task
Job or Duty
Problem
Task Target Task
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• PRODUCTIVE TASK
•REPRODUCTIVE TASK
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PRODUCTIVE
TASK
Reproductive where there is one, clearly
Tasks defined procedure or method
Productive where there are alternative
Tasks ways of doing the task, or
where creativity is
encouraged
REPRODUCTIVE
TASK
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Thinking Being Told
Learning event for
a productive task
Imitation
Trial and Error
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Imitation
Thinking
Learning event for
a reproductive task
Being Told
Trial and Error
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LEARNING UNIT
BEFORE AFTER
LEARNING EVENT
ENTRY
BEHAVIOUR OBJECTIVE
Assessment
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The Learning Unit
Objective
Entry
Behaviour
Performance
Assessment
Learning
Event
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FOUR STAGES OF A LEARNING UNIT
OBJECTIVE
States what a learner will be able to do at
the end of the unit. ENTRY BEHAVIOUR
Takes account of a learner's knowledge,
skills, attitude, experience, learning style etc. LEARNING EVENT
Creates a suitable opportunity for the learner to
achieve the objective
ASSESSMENT
Determines whether the objective has been
achieved
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EXERCISE
WRITING TRAINING
OBJECTIVES
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Trainer
Trainee
COACHING
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1:1 RELATIONSHIP
TWO WAY COMMUNICATION
IMMEDIATE FEEDBACK
PRIMARILY SKILLS WITH BIT
OF KNOWLEDGE TRANSFER
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Advantages
• one-to-one relationship
• both `skill' and `knowledge'
• very adaptive
• good feedback
• real situation
Disadvantages
• expensive
• depends on trainer
• small number of trainees
• working environment
COACHING
Trainer
Trainee
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STEPS IN COACHING
E - EXPLAIN
D - DEMONSTRATE
I - IMITATE
P - PRACTICE
A - ASSESS
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PREPARATION FOR COACHING A SKILL
Consider - learner behaviour
- facilities available
- time constraints
- possible learning outcomes
- analysis of the task Decide - objectives - stages - performance assessment
Plan - demonstration
- involvement of learner
- guided practice
- performance
- assessment
- timing
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THE LEARNING UNIT AND COACHING
Objective What do you expect your learner to be able to DO at the end of the coaching session?
Learner Willingness to learn? Current expertise of learner? Learning Equipment and materials available Event Timing Demonstration Practice Demanding from learner Encourage performance Assessment Observe learner performance Q & A during session.
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STRAIGHT LINE EXERCISE
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POSITIVE
OPINION
POSITIVE
FACTS
NEGATIVE
OPINION
NEGATIVE
FACTS
OPINIONS & FACTS IN FEEDBACK
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FEEDBACK : SALIENT FEATURES
PURPOSE : TO HELP THE RECEIVER
(LEARNER) TO IMPROVE
EFFECTIVE FEEDBACK MUST BE
SUPPORTIVE
CONSTRUCTIVE
UNDERSTANDABLE
WELL-TIMED
REQUIRES TRUST
NOT UNCOMFORTABLE & THREATENING
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GIVING FEEDBACK
• OBSERVATION NOT INTERPRETATION
• DESCRIPTION NOT EVALUATION
• SPECIFIC NOT GENERAL
• SHARE IDEAS THAN GIVE ADVICE
• ASK QUESTIONS THAN MAKE STATEMENTS
• BEHAVIOUR THAN PERSONALITY
• PROVIDE AS SOON AS POSSIBLE
• OF VALUE AND USE TO RECEIVER
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RECEIVING FEEDBACK
• be positive to the feedback - value the help given
• listen - don't react
• try to see it from the giver's point of view
• clarify and check your understanding
• compare with feedback from others
• ask for detail not given
• explore options
• decide action you will take
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HUMAN
•H: HEAR
•U: UNDERSTAND
•M: MOTIVATE
•A: ACCEPT
•N: NEGOTIATE
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DISTRIBUTE HANDOUTS!!!!
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TASK FOR DAY 2
• READ HANDOUT ON COACHING
• GO THROUGH CHECKLIST &
OBSERVATION SHEET
• PREPARE FOR COACHING SESSION
• WE MEET AT 0900 AM
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LECTURE
Trainer
Trainees
Advantages
• knowledge input
• useful for special occasions
• can cater for a large number
• relatively cheap Disadvantages
• poor trainee participation
• poor retention
• lack of feedback
• limited to knowledge
• relies on good presentation
• trainer centred
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"BEFORE THEY GET UP THEY DO NOT
KNOW WHAT THEY ARE GOING TO SAY;
WHEN THEY ARE SPEAKING, THEY DO
NOT KNOW WHAT THEY ARE SAYING;
AND WHEN THEY SIT DOWN THEY DO
NOT KNOW WHAT THEY HAVE SAID."
Sir Winston Churchill
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WORD PROCESSING
WP
Programmes Windows Filing Electronic
Systems
Paper
Storage Uses
Mailing
Standard
Letters
Library
Bank
Incentives Work
Changes
Roles Fatigue
Training
Needs
Software
Equipment
Support
People
Scriptwriters
Keyboard
Skills
Training
Needs Standards Edit
Facilities
Modification Error
Correction
Hardware Computer
Printer Performance
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OBJECTIVE
At the end of this learning unit learners will be
able to ...
know identify
understand describe
appreciate state
working knowledge explain
be aware of repair
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COULD
SHOULD
OBJECTIVE
MUST
Deciding Content
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ATTENTION SPAN Period of maximum
effectiveness - 20/30
minutes A B
Time available for lecture
Leve
l o
f re
ca
ll
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STRUCTURING THE CONTENT
• Where a trainee is
prepared for instruction
• where instruction is
carried out and a
trainee learns
• where instruction is
consolidated and
objective achieved.
BEGINNING
MIDDLE
END
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INTRODUCTION
Interest - arouse the trainee's interest in learning
Need - explain the need for learning
Title - state the title, subject, purpose or aim
Range - state how far, how deep, what aids
Objective - observable, achievable, testable.
INTRO
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MAJOR POINT MAJOR POINT MAJOR POINT
DETAILS DETAILS DETAILS
DETAILS DETAILS DETAILS
SUMMARY
STRUCTURING INFORMATION
INTRODUCTION
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C - CONTENT
O - ORDER
V - VISUAL
E - EYE CONTACT
R - REINFORCE
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CONSOLIDATE LEARNING
S - SUMMARY
L - LINK
A - ASK QUESTIONS
T - TEST UNDERSTANDING
E - EXTEND LEARNING
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POWER OF THE SENSES
Smell 3 %
Taste 3 %
Touch 6 %
Hearing 13 %
Sight 75 %
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WE REMEMBER :
10 % of what we read
20 % of what we hear
30 % of what we see
50 % of what we see and hear
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PURPOSE OF VISUAL AIDS
• To help learning
• To clarify and simplify
• To help maintain interest
• To help emphasize key points
AVOID
• Talking to them
• Reading them word by word
• Waving pointer
• Putting too many words on visual
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THE
POLITICIAN'S
PRAYER
Lord, make my words at all times sweet
and smooth and palatable : for the day
may come when I shall have to eat them.
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LECTURE : STAGES IN PREPARATION
I. OBJECTIVES (DRAFT) II. SELECT (PRIORITISE CONTENTS) III. STRUCTURE (SEQUENCE CONTENTS) IV. OBJECTIVES (FINALISE, REVISE, IF
NECESSARY) V. PREPARE VISUAL AIDS VI. PREPARE SESSION PLAN / LECTURE
NOTES
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Objective What do you want your learners to be
able to DO at the end of your lecture? Learners Used to lectures? Interest in topic? Range of experience? Your relationship with learners? Learning Structuring the topic Event Visual aids Timings Assessment Tests Question and answer Opinion
The Learning Unit and Lecture
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We can think a lot faster than we can
talk.
The average person can speak at about
200 words per minute.
Tests show we can think at 600 words
per minute.
POWER OF THINKING
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DISCUSSION
Trainer
Trainees
Advantages
• trainee centred
• high trainee activity
• opportunity to exchange ideas,
information and opinions
• good for problem solving
Disadvantages
• depends on entry behaviour
• time consuming
• requires good control
• not suited to new learning
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PURPOSE OF GROUP EXERCISES
• leadership
• communication
• negotiation
• decision making
• problem solving
• team building
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TWO FACTORS INFLUENCING A DISCUSSION
Quality of
Questions
Group
Behaviou
r
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INSTRUCTOR
1
0
1
1
0
1
2
0
1
0
6
0
2
1
4
0
5
1
1
0
3
1
0
3
2
3
0
3
0
3
0
1
0
0
upper figure = number of right answers
lower figure = number of wrong answers
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QUESTIONS
HIGH ORDER
Stimulate thinking
Build on existing knowledge
Apply ideas to new situations
LOW ORDER Recall of information
Right or wrong answers
Known or existing situations
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KEY QUESTIONS
• High order
• Prepared in advance
• Open
• Stimulate contributions
• Non-threatening
• Relevant to learning needs
• Related to entry behaviour
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"The Sunday edition of a big newspaper
printed in one million copies consumes
a hundred acres of forest"
`No Limits to Learning'
A Report to the Club of Rome
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KEY
QUESTION
INTRODUCTION
KEY
QUESTION
DISCUSSION
DISCUSSION
SUMMARY
KEY
QUESTION
KEY
QUESTION
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• seeking information
• giving information
• supporting
• building
• proposing
• disagreeing
• cutting across
• stating difficulty
• summarizing
DISCUSSION BEHAVIOURS
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Layout for Leading a Discussion
Leader
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Leader
Layout For Leading a Discussion
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Applying Learning Unit to Leading a Discussion
Objective What do you expect people to be able to
do as a result of attending your discussion ?
Learners What is their likely reaction to the topic? Can you expect equal participation? What is your position relative to theirs? Learning How much time is available? Event Can the topic be covered properly? Plan learning questions Control Record contributions Summarise Assessment Assessment of self and others
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GROUP EXERCISE
Trainer
? ? ? ?
Advantages
• trainee centred learning
• exercises to meet aim
• enables skills to be practiced
• enjoyable experience
• basis for further learning Disadvantages
• availability of exercises
• require careful planning
• outcome difficult to predict
• depends on trainee attitudes
• needs good facilitator skills Trainees
Trainees
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PURPOSE OF DISCUSSION
• Share views
• Collect and generate ideas
• Obtain reactions or agreement
• Motivation
• Team building
• Attitude change
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THE LEARNING CYCLE
REFLECTION PLANNING
IDEAS
EXPERIENCE
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LEARNING FROM GROUP EXERCISES
DISCUSSING APPLYING
GENERALISING
EXPERIENCING
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PLANNING SEQUENCE - Example 1
ELECTRONIC STRUCTURE OF THE ATOM
COMBINATION OF ATOMS
IONS IN SOLUTION AND THEIR REACTION
APPLICATION TO THE SPECIFIC CASE OF RUSTING
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PLANNING SEQUENCE - Example 2
STEEL RUSTS
WHY? WHAT CONDITIONS ARE NECESSARY?
GIVEN SUCH CONDITIONS, WHAT REACTIONS COULD BE GOING ON?
And you can continue to work back as far as you consider necessary
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Information
Forgotten SHORT TERM MEMORY
LONG TERM MEMORY
Information
Remembered
INFORMATION RECALL
INFORMATION
INPUT
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Organizational
Analysis
Job Analysis
Task Analysis
TRAINING NEEDS
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D - DELIVER INTRODUCTION
DISCUSSION LEADING
I - INITIATE, INVITE
S - STRUCTURE
C - CONTROL DIRECTION
U - USE QUESTIONS
S - SUMMARISE
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GIVING FEEDBACK • PROVIDE HELP FOR CHANGE
• DIRECT BUT POLITE
• PRESENT EVIDENCE
• FACTS;NOT OPINION
• ON BEHAVIOUR;NOT PERSONALITY
• POINT TO SPECIFIC BEHAVIOUR
• OBSERVATION;NOT EVIDENCE
• NO VALUE JUDGEMENT
• PROVIDE AS SOON AS POSSIBLE
• REINFORCE WITH REASONS AND
CLARIFICATIONS(IF NEEDED)
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FINAL SUMMARY – DISCUSSION R - REVIEW THE POINTS COVERED
A - ACKNOWLEDGE SPECIFIC
CONTRIBUTIONS
D - DEVELOP CONCLUSIONS
REACHED
A - ACTION TO BE TAKEN – WHEN AND
BY WHOM
R - REINFORCE UNDERSTANDING
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ROLE OF A DISCUSSION LEADER
• IMPARTIAL
• SUPPORTIVE
• ENCOURAGING
• MANAGE TIME
• NOT CENTRE OF ATTENTION
• A MEMBER OF THE GROUP
• PREPARED TO LEARN
• STIMULATE THE GROUP TO CONTRIBUTE
• POWER TO CONTROL AND DIRECT
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PREPARING TO LEAD A DISCUSSION
• SET OBJECTIVE
• ANALYSE THE TOPIC
• CONSIDER THE GROUP
• KEY QUESTION / SUB QUESTION
• PREPARE AN INTRODUCTION
• ENSURE AVAILABILITY OF RESOURCES
LIKE FLIP CHART, MAP, ETC.
• ORGANISE PHYSICAL ARRANGEMENT
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PREPARATION FOR A GROUP
EXERCISE CONSIDER
- number of learners
- their likely behaviour
- learning environment
- facilities available
- time constraints
- possible learning outcomes
DECIDE
- type of exercise
- objectives
- validation measures