Technical b r Report - International Military Testing Association

SYMPOSIUM
$RANSLATIOII OF TRAINIXG RESEAXC3 IPiT TRA.I?IING ACTION - A HISSING LIMK
EARL I. JOIIES.
NAVY PERSOX1CL P.ES!XRCH .ZID GZVCLO?X::T CEtITZR
SAX DIFGC, CXLIFOP.XIA 92152
Having rc-ziexed Kith zrcat intezst the pazers of Hayc, KcDoxell and
Kerr I shall attempt to summarize their main points, conrent upon them,
and then as is a discusZant's prlvllege, * '* provide some comments of my own.
Dr. Nayo, with whcm I have worked closely for the better part of
two decades makes several major points. His first major point seems to
me to be the rationale of this symposium. It is that a great amount of
training research and development goes unused. he stipulates that
failure to use R&D cannot be accounte? for by the simple assumption that
risk taking is a fundamental part cf P. &D nor by the fact that some of
the unused.training R6D is indeed unusable. He leaves out an important
(but fortunately small) class, namely, training R&D that has been used
but should not have been.
The next major point in Dr. Mayo's paper is his reference to
"linear change molels in education" with the stipulation that conditions
of intrinsic or extrixic cot ivation must be functioning for the model
to work.
From here Dr. Mayo moves to the position that most of the conditions
functioning to obviate use or transla:ion of training R&D are associated
with (1) research personnel, (2) training personnel, or (3) the interface
or interaction between research perscnnel and training personnel. With
respect to research personnel Dr. Nayo perceives the major sin to be
conceiving studies in which researchers look for training situations in
which to execute but fail to consider (in the planning stage) the utility
or implementability of the R&D results. As a solution to this unwholesome
state of affairs Dr. :!ayo has the pragmatic notion that researchers
should pre-state and pre-judge the training actions to be taken contingent
upon the possible R&D outcomes and accept responsibility for such
planning. I
!
.
With reference to training perscnncl Dr. Kayo describes their work
overload, their dislike of waiting forever for utilizable R&D results
or recommendations, their commonly net identifying with the R&D task or
project, and their feeling rhat whoever might get credit for research
based action, they (the training pcrscnnel)'wiil not.
.
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