1. Elaine Biech 伊莱恩·碧柯

The leaders of tomorrow are going to have to have very different skills. They are going to have to be very focused on the mission-critical roles, but they also need to think about creating value through an ecosystem…The leader is going to have to pay attention to the organization both globally as well as locally.

2. Roger Kaufman 罗杰·考夫曼

The word, need, got co-opeted by Abraham Maslow when he talked about his Hierarchy of Needs. He and I had an interesting conversation. I said, “Abe, you don’t have a hierarchy of needs…You have a hierarchy of motivators.

3. Bob Pike 鲍勃·派克

We could probably take a lecture-based program and reduce the time it takes to deliver it by 30% by putting participation in it. A lot of times, people make the argument: “well, I can’t let people participate because I have too much to cover.”…Is the goal covering everything, or is the goal to building competency so that they are doing things differently when they go back on the job.

4. Dr. Jim Kirkpatrick 吉姆·柯克帕特里克

Level 3 is hard work…and also, it brings up unfavorable data sometimes, and sometimes senior leaders are saying, “You’re making me look bad.”…We believe that evaluation has to be about the truth, uncovering what’s working and what isn’t for the sole purpose of making improvements, but not to make people look bad.

5. Dr. Roger Addison 罗杰·爱迪生

Most of the [HPT-related] models have similarities, and guess what? The similarities are RSVP [Focus on Results, Take a Systems viewpoint, Add Value, and Establish Partnerships]…All models are useful, and all models are wrong. They all have context…they all have their flaws.

6. Guy Wallace 盖伊·华莱士

When the Society, ISPI, promotes HPT, they need to present it as something that is more holistic – more of the systems view, and more of all the variables, not just knowledge and skills. And not just the “human,” because the human has to work the environment. You can dig a canal using a shovel or a bulldozer. What tools do we have for the people so that they can do a better job – a higher quality job at a lower cost? We need to have the broadest view. Otherwise, we are going to help our client invest money in the wrong things.

7. Dr. Carl Binder 卡尔·班得

If we want to go into a culture, understand the values in that culture, and then look at jobs, processes, or teams and look at their performance in detail…, we can actually tweak the expectations for parts of any person’s job or process to drive those values in the organization. I think that the integration of cultural values…is becoming more and more important, and I think we are having to take that into account.

8. Dr. Richard Clark ·克拉克

If you train people wrong, you could make them less knowledgeable after training about that topic than they were before they started. I showed evidence from 70 different studies where bad training actually produce people who knew less. Their post-test was lower, significantly, than their pre-test in the training…This, to me, is an argument for being very careful when we train because we think we can’t do any damage, but in fact, we can. Because we don’t carefully measure what people are able to do before and after, we don’t know when it happens.

9. Bill Wiggenhorn 比尔·韦根豪恩

The corporate university has to be seen as an asset of the company, just like your R&D labs are an asset, that you would deploy with your strategy forward. The university is also your link, as a company, to this formal universities in your country, which are part of your supply chain of talent. It gives you a way to communicate and test things with the engineering schools and business schools…It also gives you a way to impact the curriculum of some of these institutions so that they are more aligned to what business needs rather than academic research.

10. Dr. Ruth Clark 露丝·克拉克

From the environment, we get words, sounds, visuals coming into our memory. Then the working memory processes it, hopefully to be stored in long-term memory. It’s very important that we can retrieve that at a later point. Sometimes, we’re going to bypass memory – like YouTube. I don’t really care to learn everything about a repair, but I could just watch that thing, and I can go do it. Tomorrow, I probably couldn’t do it again. [The video] is just a performance support at the time. But that’s also a form of learning. It’s more temporary. Maybe you don’t keep it in your long-term memory.

11. Elliott Masie 艾略奥特·Ÿ梅西

Learning needs to be sensitive to and respond to and be aware of the other issues that are in the lives of our employees…Right in the middle of the pandemic, we had some very horrible murders of black people and protests that have started all around the country on racial injustice. In the learning field, you can’t ignore that…It’s part of the reality.

12.Dr. Robert Brinkerhoff 罗伯特·布林克尔霍夫

The difference in impact was not due to the training itself. It was due to what happened before the training and what happened after the training. For example, if a company was making sure that managers were engaged with the training participants, they began getting much better results than in companies where there was no manager engagement.

13. Dr. Robert Branson 罗伯特·布兰森

The idea of change management – I can say it in a nutshell: If you are going to change an organization, you better $(@&%* well get all the people who are going to be affected in the room at the same time or else you are going to face resistance.

14. Dr. John Keller 约翰·凯勒

The goal is to make the student want to learn as opposed to the traditional behavioral psychology approach, which is just to provide external rewards, external stimuli, external environment to promote learning. But, the ARCS Model focuses more on what are the internal dimensions, internal dynamics that lead to a desired level of motivation.

15. Dr. Harold Stolovitch 哈罗德·斯托洛维奇

Technology is really the application of scientific knowledge to resolve or to achieve practical ends. If you want to achieve practical ends using science, then you have a technology. The key elements is that there is an outcome – an outcome that is valued…Often, we get confused because the outcome of many technological advances turn out to be things – objects…We, as technologists, need to rely on science to lead the way for us – to be the basis.

16. Dr. Michael Allen 迈克尔·艾伦

When the Society, ISPI, promotes HPT, they need to present it as something that is more holistic – more of the systems view, and more of all the variables, not just knowledge and skills. And not just the “human,” because the human has to work the environment. You can dig a canal using a shovel or a bulldozer. What tools do we have for the people so that they can do a better job – a higher quality job at a lower cost? We need to have the broadest view. Otherwise, we are going to help our client invest money in the wrong things.

17. Dr. Nancy Burns 南希·伯恩斯

We have to remain flexible. As we seen the affect on the world and the pandemic…, we have to be able to continually be able to reinvent ourselves because we don’t know what is going to happen next…We really have to focus on business…to look at what organizations need to be successful and to create the proper return on investment is extremely important.

18. Dr. Robert Reiser 罗伯特·瑞泽

I’m a little concerned that people will get so caught up with the media that they forget about the nature of the instruction that needs to be presented by that medium. I think I see, unfortunately…, that the programs in America that teach instructional design – that teach instructional technology, there is much more emphasis on the medium and much less emphasis on carefully designing the instruction that’s to be delivered by that medium.

19. Dr. William Rothwell 威廉姆·罗斯维尔

When we call the field “training,” we imply what the trainer should do, what the learner should do, and the role of the training department in the company. So, words matter because they frame our beliefs our perceptions, our expectations…There was a big difference between the first competency study in 1978, which called the field training, and the 1983 study that called the field Human Resource Development.

20. Klaus Wittkuhn 克劳斯·惠特昆

Attribution error tells us [that] much of the behavior of people does not depend on internal traits, but it results from people adapting to their environment. So, it is environment factors that influence the behaviors of people.