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Andragogy-1
Malcolm Knowles (1980) define the andragogical approach to learning climate as being relaxed, trusting, mutually respectful, informal, warm, collaborative, and supportive, with openness, authenticity, and humanness as key contributing factors. Learning theorists consider all these process elements, defined in Knowles's process model of andragogy, to be crucial to adult learning.

Combined strategies, relevant course materials, suitable facilities, and reliable instructional instruments all contribute to success of the learning experience. Independently, these features may not ensure success, but without their relevance to the work environment, guaranteeing success under any circumstances would be difficult.

I have asked several experienced trainers how they apply adult learning principles in their delivery. The following are a summary of their descriptions to help adults learn classified in four main categories:

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Traditionally, many Registered Training Organisations (RTOs) have taken a one-size-fits-all approach to addressing organisational compliance and performance problems: Professional Development Training (PD). The problem with indiscriminately applying this approach is that training is the right answer only when the problem is caused by a lack of knowledge or skills. As trainers and educators must understand that training does not solve problems associated with any of the following:

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Trainers and vocational education practitioners recognize that the additional measurement and evaluation is needed. However, regardless of the motivation to pursue evaluation, they struggle with how to address the issue. They often ask, "Does it really provide the benefits to make it a routine, useful tool?" "Is it feasible within our resources?" "Do we have the capability of implementing a comprehensive evaluation process?" The answers to these questions often lead to a debate and controversy. Controversy stems for misunderstandings about the additional evaluation can and cannot do and how it can or should be implemented in the organizations. The following is a list of myths, including the appropriate clarifications:

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