Since behavior modeling began as an experiment with a few supervisors at General Electric in 1970, it has grown into a learning technology that will be utilized in the training of more than 500,000 supervisors, managers and employees this year. Certainly, the numbers are impressive. But the pragmatist should ask, “How do we know that behavior modeling is the most effective learning experience for every one of those 500,000 learners?” The answer is, “We don’t know and probably never will know.”
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Nevertheless, we must ask that question each time a decision is made to use behavior-modeling programs in our organizations. We all have a responsibility to our organizations to use behavior modeling (or any other learning technology) only when it is the most effective and cost-beneficial approach to a given problem. Only through careful deliberation can we determine when and under what circumstances behavior modeling should be used. Continue reading