1. Using the Case Analysis on page 108 and the content in this chapter, what do you think about Irven and Chris's work on this one day training? Do you think their process will develop a successful training at Westcan? Why or why not? Be specific 2. View the learning transfer video. The presenter is trying to get us to understand that we must do this in our learning sessions. What must we as trainers do? Post your answer in this forum 3. Pick a Needs Assessment Technique from the TNA resource tab. Define the technique and when it is useful. Post answer in your response. Please read the scenerio and answer the question below:Developing A Training Package At Westcan (Conclusion) Chris told Karen about the conversation with Irven and what she had put together. Chris said, "What remains is to develop the simulation. Can you help?" "Sure," said Karen, "but it's too bad you are so far along. I might have been able to help you design the training." Chris indicated that she had not put a great deal of time into designing the training and was open to any suggestions, Karen suggested that Chris consider doing a needs analysis. "In a way, you completed a partial operational analysis by determining what is required in running an effective meeting. What we do not know is where the managers are deficient; we call that a person analysis. One way to obtain that information is to ask the managers to describe how their meetings currently run and the areas they see as ineffective. Their answers should reflect the areas in which they ae deficient. Also, by asking the managers what training they want, we could ensure that the training is relevant. Another method would be to sit in and observe how they run their meetings. It would allow us to identify performance and KSA gaps they might be unaware of said Karen. Karen noted that in her brief time at Westcan, it seemed that premeeting information was well distributed and understood, agendas were given, and notice of meetings always contained the relevant information. "you might be right," said Chris. "I simply never thought of asking them." Together they developed a questionnaire asking questions related to effective meetings such as "What would you like to a developed a questionnaire asking questions related to effective meetings, such as, "What would you like to see contained in a one-day effective meeting workshop?" and "How well do the meetings with your staff stay on track?" They also got permission to sit in on a number of meetings. The returned surveys and meeting observations indicated that most managers understood the rules of effective meetings. The problem was that they had never been able to turn the knowledge into action. They knew what to do, just not how to do it. They wanted practice, with feedback from a professional. They also wanted the training to be for the exact teams they continually operated in, which required that management and nonmanagement from a team attend the same training and learn the behaviors required for effective meetings together. After going through the TNA with Karen and documenting all the information, Chris said to Karen, "Well, it looks like the training I was going to provide was way off the mark compared with what we now know they need. I owe you a dinner." Assume that you were the training manager in the Wescan case. How would you suggest evaluating the training, assuming they were about to conduct it as suggested in the case? Be as specific as you can